Managing Diversity

June 24, 2008

Why manage diversity?

Managing diversity provides a process whereby we can carefully assess where we are organizationally against where we want to be and examine or modify barriers or inhibitors which prevent us from reaching our goals. Managing diversity is the only cultural change strategy that focuses on inclusivity and ensures that the organization's roots support the new vision, initiatives and behaviors. If systems, policies or practices are not supportive, new initiatives may not succeed. Organizations must step up to the challenge of effectively managing a diverse workforce, or likely be continually plagued by high turnover, low morale, limited innovation, lagging productivity and the inability to recruit and retain the best and brightest diverse talent.

What is the role of leadership in managing diversity?

Leaders are responsible for acting as change agents and modeling behaviors which support the creation of a future state which maximizes the contributions of employees as they fulfill organizational goals.

Leaders are responsible for ensuring that:

• appropriate workplace behaviors are supported
• systems, policies and practices support vision
• managing diversity principles are integrated into the way of life of the organization
• the organizational culture and its systems support the vision and are responsive to environmental changes
• the environment is inclusive
• empowering, influencing and enabling others is practiced
• managing diversity is linked to other organizational change initiatives, such as reengineering, communications, education and partnerships

How do I get senior management to buy-in? 

Usually senior management buy-in comes in three forms. 

1. A senior management diversity champion can be someone at the very top of the house who believes in one or many of the reasons why diversity is important.  This person is usually an opinion leader and can influence others to buy into the vision
2. Another form is to develop a compelling business case for diversity that can be presented to the CEO or the executive management group.  It is recommended that this business case be customized to the company and should, at least, include a risk & opportunity assessment, benchmarking data, cost, expected ROI, and implementation strategy.  The use of an experienced diversity consultant is recommended
3. Never underestimate the power of your board to create culture change.  Diversity is a hot topic discussed by many board members and can be a powerful source for senior management buy-in

What is the role of the employee in managing diversity?

Every employee is responsible for focusing on inclusion, and appropriate and supportive workplace behavior.  Each employee should value all the differences within his/her respective organization as the industry at large.  We should learn to acknowledge, accept and understand that similarities and differences do exist. Each employee can help create a positive work environment by identifying and working to change rigid practices that are exclusive of all employees and add no value, and by identifying behaviors and patterns of doing things, whether are conscious or unconscious, that are exclusionary. Every employee affects organizational and industrial outcomes. With each employee working on managing diversity, our industry will move closer to a culture where all ideas and perspectives are considered in order to more effectively meet our mission.

How do we involve employees across the ranks in a diversity initiative? 

Although there is no particular order to these steps, you may want to assess how this process will best work for your line of business/department:

1. After you’ve secured senior management buy-in, it is a good idea to communicate the diversity vision and strategy to middle management.   This communication process is crucial since middle management will need to believe or be able to explain the initiative at staff meetings.  Ideally middle management should be included in the diversity strategy development process.
2. As you strive to involve the rest of your organization, keep in mind that a compelling diversity vision that dovetails into your company’s mission statement may be necessary.  Diversity guiding principles/values/behaviors could also be of help.
3. Some sort of diversity awareness/education across businesses should follow
4. Networking/affinity groups may soon develop.  Ensure that these groups are not only support networks but that they also strive to provide career & personal development opportunities while serving as a resource to company’s business strategies