Today’s economy calls for
diverse human resources, significantly more so than most organizations are used
to managing. It’s not simply a matter of workforce, it’s a question of gaining
competitive edge, strategic leadership of the best available talent and growth
potential.
Inclusive diversity
introduces rich perspectives and multiple approaches: the more diverse
viewpoints are considered in the planning process, the better the organization
is prepared for changes and threats in the business environment. When
fully empowered, diverse staff also offers a wealth of contact points to the
external world. Diversity serves as a critical safeguard in helping the company
observe weak signals, foresee market changes, and respond to them in innovative
ways.
Balanced diversity with
full inclusion is also an essential element of corporate social responsibility
and external image - a business imperative from many angles. It’s an issue of
credibility that has an impact on staff recruitment and retention, as well as
customer trust. If not empowered, the talent is not just wasted, but it becomes
a ticking bomb that may ultimately carry a high price tag: increasing turnover,
absenteeism, lack of engagement, quality problems, security hazards, and
productivity losses.
Although diversity tends to
enrich the organization, it’s not always simple. Experience shows that, unless
wisely managed, staff diversity may increase tension, cliques, and unhealthy
competition. As long as imbalance exist between majorities and minorities,
management must pay special attention to leveling the playing field - not only
by addressing and eliminating discrimination but also by proactively ensuring
equal opportunities for growth, visibility, and recognition. The most critical
instrument in this is a Diversity Strategy that clarifies the business case,
sets the standards and rules, and inspires everyone to take action. Yet,
regardless of excellent strategies, people don’t always do what is right or
strategically wise, but rather what is beneficial to them. Therefore, diversity
management must be built in every manager’s performance appraisal criteria.
Diversity cannot be
effectively managed by homogeneous management, the communication and
credibility gaps are too many and too wide. Diverse staff must have highly
regarded role models they can identify with. If a company wants to take full
advantage of diversity, this has to be integrated across the organizational
hierarchies and operational functions, up to line managers, top management, and
the board.