From Fairness to Inclusion: Three Habits for Managing Diverse Teams

Merit-based employment practices are the foundation of a fair workplace under the Workplace Fairness Act (WFA) and the Tripartite Guidelines on Fair Employment Practices (TGFEP). These practices apply across the employment lifecycle, including hiring, progression, performance management and development.

In Singapore’s multi-racial and diverse society, fair and objective employment practices help ensure that opportunities are open to all based on skills, experience and job requirements. When decisions are applied consistently on merit, employers are more likely to build teams with a broad range of capabilities, backgrounds and perspectives. However, a diverse workforce does not automatically result in an inclusive workplace.

An inclusive workplace recognises the value each person brings and enables those differences to contribute impactfully to the organisation¹. It is shaped by what happens after people are hired and join the workplace. In practice, inclusion is reflected in everyday interactions and decisions.

When employees are treated with respect and trusted to bring their different skills and perspectives to work, engagement and commitment tend to be stronger. People are more willing to share ideas, raise issues early and support one another in getting work done. Inclusion helps organisations harness the diverse capabilities they already have, supporting stronger and more sustainable business outcomes.

Building habits that work

The National Integration Working Group for Workplaces (NIWG) Manager’s Guide on Creating Inclusive and Harmonious Workplaces outlines practical behaviours for managers. It encourages managers to:

• Respect differences
• Keep an open mind
• Build self-awareness
• Get to know team members on an individual level
• Acknowledge differences in communication styles and languages
• Make decisions based on ability and task requirements

Drawing from these behaviours, the three habits below bring related practices together into practical actions managers can apply in daily work. Together, they reinforce fair and objective decision-making within teams.

1. Get to know individuals beyond assumptions

Inclusion begins with recognising that each member brings different strengths, preferences and working styles. Taking time to understand how each person approaches their work, collaborates with others and contributes to team goals helps managers move beyond surface impressions.

In day-to-day interactions, it is easy to form quick assumptions. Being aware of this tendency is an important first step. When managers consciously reflect on how their own preferences may influence decisions, they are better able to ground those decisions in actual capability rather than profile.

Managers can create opportunities to deepen this understanding. For example, during regular meetings, invite different team members to share how they approached a recent task and what considerations shaped their decisions. By understanding how employees think through their work, managers get to know them beyond surface impressions. Over time, decisions rely less on assumptions and more on demonstrated performance and skills, strengthening trust within the team.

2. Seek diverse perspectives before deciding

People think, communicate and perceive situations differently because of their backgrounds, experiences and roles. Seeking a few relevant perspectives before making an important decision is a practical way to respect these differences and keep an open mind.

When planning a work process or deciding how to approach a project, a manager can check in with team members involved at different stages of the work. One may highlight a constraint. Another may suggest a more efficient approach. Someone else may flag out a potential risk. These perspectives often reflect different experiences and ways of thinking.

Being open to alternative approaches does not mean every suggestion must be adopted. It means recognising there may be more than one way to achieve the same goal. Even when the final decision differs, employees can see that their perspectives were considered.

3. Assign work based on capability and task needs

Deliberate work allocation is another way fairness becomes visible. Matching responsibilities to skills, experience and task requirements keeps decisions objective, not driven by familiarity or comfort.

For complex work, such as projects with multiple stages or teams, consider what each stage requires and identify the capability needed at that stage. Be explicit about roles and expectations so that allocation decisions are tied to task requirements.

Managers can also reflect on their allocation patterns. Are the same people always given certain opportunities? Are preferences influencing decisions? This kind of self-awareness helps ensure that assignments are not shaped by habit or comfort, but by objective criteria.

When work is assigned based on capability and task needs, employees see that opportunities are linked to performance and contribution. This builds confidence that opportunities are allocated fairly.

Why these habits matter

These practices may seem small within the broader framework of fair employment principles. Yet, when applied consistently and accompanied by self-awareness, they translate these principles into everyday behaviour. People feel seen for who they are and valued for what they bring to the team. Opportunities to contribute and take on work become clearer. Trust develops as inclusion is experienced in daily interactions.

Where to go next: check your practices with FPEIndex

These habits shape daily behaviour, but periodic review helps you see whether they are applied consistently. Regular reflection highlights gaps, strengthens practices and keeps improvement intentional.

To take this further, use the Workplace Fairness module within the Fair & Progressive Employment Index (FPEIndex) to reflect on your employment practices and assess your organisation’s readiness for the WFA. It provides a structured way to examine how fair decision-making is reflected across hiring, task allocation and team processes. By doing so, you can better understand whether inclusive practices are consistently experienced in day-to-day work.