In China, inclusiveness accounted for 78 percent of innovation and 71 percent of team citizenship, while in Mexico it accounted for 51 percent of innovation and 60 percent of team citizenship.

Inclusiveness in Australia, Germany and the United States accounted for 19-22 percent of innovation and 29-41 percent of team citizenship.

Globally, employees felt included when they perceived they were both similar to and distinct from their co-workers.

However, in India employees do not differentiate between belongingness and uniqueness, but see them as two sides of the same coin, equivalent indicators of inclusion.

In India, perceiving leaders as altruistic accounted for as much as 42 percent of inclusion in both male and female employees.

"Characteristics like humility and courage are absolutely essential for creating more inclusive, dynamic workplaces around the world, where women and men can advance and thrive," Catalyst President and CEO Deborah Gillis opined.

This report, she said, shows that small moments can have a big impact on innovation, performance and productivity. "Leaders must be mindful of what makes employees feel included, and excluded, and develop skills that can help their companies attain inclusion for the long term," she added.
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