Management Practice Insights
DOI: 10.59571/mpi.v4i2.4
Year: 2026, Volume: 4, Issue: 2, Pages: 94-99
Original Article
Tanvi Mankodii* & Binita Salian
iS.P. Jain Institute of Management & Research
*Corresponding author
Email: [email protected]
Received Date:25 May 2026, Accepted Date:22 September 2026, Published Date:15 October 2026
Is it enough to attract and retain diverse talent? Organisations are increasingly recognising that they also need to invest in creating workplace inclusivity. However, many struggle to realise the full potential of their diverse talents. Managers often rely on visible behaviours such as speaking up in meetings, networking, and maintaining a constant presence in meetings as evidence of participation and contribution. And while these are important, they are not the only ways of showing contribution. Many employees differ in how they communicate and contribute, and therefore, in how they demonstrate their value add. Hence, visibility is mistaken for contribution and those who can’t demonstrate it, despite being capable, end up overlooked or misrepresented. This may lead to these employees feeling disengaged or left out. This is both a talent management challenge and a missed opportunity to enhance organisational performance. Recent Research by Qaisar Iqbal, Sabrina D. Volpone, and Katarzyna Piwowar-Sulej shows how inclusive leadership helps senior and middle managers recognise, enable and leverage different forms of contribution by reducing barriers to participation.1 Our essay addresses biases about visibility and participation, and how an organisation can create pathways for employees to add value that aligns with its goals
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© 2026 Published by SPJIMR. This is an open-access article under the CC BY license (https://creativecommons.org/licenses/by/4.0/)
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