Inputs of Diversity in the Workplace

8/16/2019 Inputs of Diversity in the Workplace

1/21

Diversity in the Workplace: Benefits, Challenges andSolutionsby Josh Greenberg, President of AlphaMeasure, Inc. located in Boulder, Colorado.

Workplace diversity refers to the variety of differences between people in an organization.That sounds simple, but diversity encompasses race, gender, ethnic group, age, personality, cognitive style,tenure, organizational function, education, background and more.

Diversity not only involves how people perceive themselves, but how they perceive others. Thoseperceptions affect their interactions. For a wide assortment of employees to function effectively as anorganization, human resource professionals need to deal effectively with issues such as

communication, adaptability and change. Diversity will increase significantly in the coming years. Successfulorganizations recognize the need for immediate action and are ready and willing to spend resources onmanaging diversity in the workplace now.

Benefits of Workplace Diversity n organization!s success and competitiveness depends upon its ability to embrace diversity and realize thebenefits. When organizations actively assess their handling of workplace diversity issues, develop and implement

diversity plans, multiple benefits are reported such as"Increased adaptability#rganizations employing a diverse workforce can supply a greater variety of solutions to problems in service,sourcing, and allocation of resources. $mployees from diverse backgrounds bring individual talents ande%periences in suggesting ideas that are fle%ible in adapting to fluctuating markets and customer demands.

Broader service range diverse collection of skills and e%periences &e.g. languages, cultural understanding' allows a company toprovide service to customers on a global basis.

ariety of vie!points diverse workforce that feels comfortable communicating varying points of view provides a larger pool of ideasand e%periences. The organization can draw from that pool to meet business strategy needs and the needs ofcustomers more effectively.

"ore effective e#ecution(ompanies that encourage diversity in the workplace inspire all of their employees to perform to their highestability. (ompany)wide strategies can then be e%ecuted* resulting in higher productivity, profit, and return oninvestment.

Challenges of Diversity in the WorkplaceTaking full advantage of the benefits of diversity in the workplace is not without its challenges. Some of thosechallenges are"

Communication ) +erceptual, cultural and language barriers need to be overcome for diversity programs tosucceed. neffective communication of key ob-ectives results in confusion, lack of teamwork, and low morale.

Resistance to change ) There are always employees who will refuse to accept the fact that the social andcultural makeup of their workplace is changing. The we!ve always done it this way/ mentality silences new ideasand inhibits progress.

Implementation of diversity in the workplace policies ) This can be the overriding challenge to all diversityadvocates. rmed with the results of employee assessments and research data, they must build and implement acustomized strategy to ma%imize the effects of diversity in the workplace for their particular organization.

Successful Management of Diversity in the Workplace ) Diversity training alone is not sufficient for yourorganization!s diversity management plan. strategy must be created and implemented to create a culture ofdiversity that permeates every department and function of the organization.

$eco%%ended steps that have been proven successful in !orld&classorgani'ations are:Assessment of diversity in the workplace ) Top companies make assessing and evaluating their diversityprocess an integral part of their management system. customizable employee satisfaction survey canaccomplish this assessment for your company efficiently and conveniently. t can help your management teamdetermine which challenges and obstacles to diversity are present in your workplace and which policies need tobe added or eliminated. 0eassessment can then determine the success of you diversity in the workplace planimplementation.

http://www.alphameasure.com/http://www.alphameasure.com/


2/21

Development of diversity in the workplace plan ) (hoosing a survey provider that provides comprehensivereporting is a key decision. That report will be the beginning structure of your diversity in the workplace plan. Theplan must be comprehensive, attainable and measurable. n organization must decide what changes need to bemade and a timeline for that change to be attained.

Implementation of diversity in the workplace plan ) The personal commitment of e%ecutive and managerialteams is a must. 1eaders and managers within organizations must incorporate diversity policies into every aspect

of the organization!s function and purpose. ttitudes toward diversity originate at the top and filter downward.2anagement cooperation and participation is re3uired to create a culture conducive to the success of yourorganization!s plan.

$eco%%ended diversity in the !orkplace solutions include:Ward off change resistance with inclusion. ) nvolve every employee possible in formulating and e%ecutingdiversity initiatives in your workplace.

oster an attitude of openness in your organi!ation. ) $ncourage employees to e%press their ideas andopinions and attribute a sense of e3ual value to all.

"romote diversity in leadership positions. ) This practice provides visibility and realizes the benefits ofdiversity in the workplace.

#tili!e diversity training. ) 4se it as a tool to shape your diversity policy.

$aunch a customi!a%le employee satisfaction survey that provides comprehensive reporting. ) 4se the

results to build and implement successful diversity in the workplace policies. s the economy becomes increasingly global, our workforce becomes increasingly diverse. #rganizationalsuccess and competitiveness will depend on the ability to manage diversity in the workplace effectively. $valuateyour organization!s diversity policies and plan for the future, starting today.


3/21

Diversity And &he Workplace

5y Judith Lindenberger

diverse body of talent with fresh ideas and perspectives is one of the essential ingredients to a company6s long)

term success.

s you look around your office, is everyone -ust like you7 +robably not. The demographics of the merican

workforce have changed dramatically over the last 89 years. n the :;89s, more than ispanics purchased many of the products. When the company hired a Director of


4/21

>ispanic 2arkets, profits increased dramatically in less than one year because of the targetedmarketing efforts Cour new customers may be people with disabilities or people over the age of ow can your employees help you reach new markets7

. Walk the talk. f senior management advocates a diverse workforce, make diversity evident at allorganizational levels. f you don6t, some employees will 3uickly conclude that there is no future forthem in your company. Don6t be afraid to use words like black, white, gay or lesbian. Show respectfor diversity issues and promote clear and positive responses to them. >ow can you demonstrate

your company6s commitment to diversity7E. 5roaden your efforts. Does diversity at your company refer only to race and gender7 f so, e%pand

your definition and your diversity efforts. s baby boomers age and more minorities enter theworkplace, the shift in demographics means that managing a multi)generational and multi)culturalworkforce will become a business norm. lso, there is a wealth of specialized e3uipment availableto enable people with disabilities to contribute successfully to their work environments. f yourorganizational environment does not support diversity broadly you risk losing talent to yourcompetitors. >ow can your recruitment efforts reach out to all 3ualified candidates7

. 0emove artificial barriers to success. The style of interview ) behavioral or functional) may be adisadvantage to some -ob candidates. #lder employees, for e%ample, are less familiar withbehavioral interviews and may not perform as well unless your recruiters directly ask for the kind ofe%periences they are looking for. $mployees from countries outside the 4S and non)(aucasianpopulations may downplay their achievements or focus on describing, ?who they know? rather than?what they know? Train your recruiters to understand the cultural components of interviews. >ow

can your human resources processes give e3ual opportunity to all people78. 0etain diversity at all levels. The definition of diversity goes beyond race and gender to encompass

lifestyle issues. +rograms that address work and family issues ) alternative work schedules andchild and elder care resources and referrals ) make good business sense. >ow can you keepvaluable employees7

ow can you provide diversity training at your company7

G. 2entor with others at your company who you do not know well. nvolve your managers in amentoring program to coach and provide feedback to employees who are different from them.Some of your most influential mentors can be people with whom you have little in common. Findsomeone who doesn6t look -ust like you. Find someone from a different background, a different raceor a different gender. Find someone who thinks differently than you do. >ow can you find a mentorwho is different from you7

H. 2easure your results. (onduct regular organizational assessments on issues like pay, benefits,work environment, management and promotional opportunities to assess your progress over thelong term. Ieep doing what is working and stop doing what is not working. >ow do you measurethe impact of diversity initiatives at your organization7

n the book, 5eyond 0ace and Bender, 0. 0oosevelt Thomas defines managing diversity as ?a comprehensive

managerial process for developing an environment that works for all employees.? Successful strategic diversity

programs also lead to increased profits and lowered e%penses.

The long)term success of any business calls for a diverse body of talent that can bring fresh ideas, perspectives

and views and a corporate mindset that values those views. t6s also no secret that the lack of diversity can affect

your ability to communicate effectively with diverse clients. 1ink your diversity strategies to specific goals likemorale, retention, performance and the bottom line. 5uild your business with everything you6ve got, with the

comple% multi)dimensional talents and personalities of your workforce, and make diversity work for you.

bout the uthor" @udith 1indenberger, +rincipal, The Lindenberger Group, LLC

https://www.experience.com/alumnus/www.lindenbergergroup.com%20https://www.experience.com/alumnus/www.lindenbergergroup.com%20


5/21

Business Advantages of Diversity in the Workplace

The United tates !"ce of #$ploy$ent predicts that %& percent of the U'' laborforce (ill be co$prised of $inorities by %))*' +ore i$portantly, it esti$ates thatfro$ &&* to %))* so$e - percent of the people entering the U'' (orkforce(ill be $inorities' +ost co$panies in A$erica recogni.e that there are signi/cant

advantages to diversity in the (orkplace' By integrating (orkers fro$ culturallydiverse backgrounds into their (orkforce co$panies beco$e $uch stronger'

0o(ever, $any /r$s don1t understand the i$portance or challenges of(orkplace diversity' Diversity needs to be seen as an integral part of thebusiness plan, essential to successful products and increased sales' This isespecially true in today1s global $arketplace, as co$panies interact (ithdi2erent cultures and clients'

A$ong the advantages of diversity in the (orkplace are3 increased creativity,increased productivity, ne( attitudes, ne( language skills, global understanding,ne( processes, and ne( solutions to di"cult proble$s'

' Creativity increases (hen people (ith di2erent (ays of solving di"cultproble$s (ork together to(ards a co$$on solution' There is no one best ans(erto any 4uestion55 the $ore ideas you can obtain fro$ di2erent people, the $orelikely you are to develop a (orkable ans(er' !ther cultures can o2er insightfulalternatives A$ericans $ight not have considered' This is a tre$endousadvantage of diversity in the (orkplace'

%' 6roductivity increases e7ponentially (hen people of all cultures pull togetherto(ards a single inspiring goal' 8oreign e7ecutives are e7tre$ely successful inthe A$erican corporate (orld because of globali.ation and internationali.ation'

6eople fro$ China and 9ndia bene/t U'' /r$s (ith their stellar 4uantitativeskills' And #uropean citi.ens55 (iss, Ger$ans, British, and 8rench55do (ell herein high5level :obs' 9ncreased productivity is an obvious advantage of diversity inthe (orkplace'

;' and=getting to the botto$ line> is para$ount in business' 0o(ever, in $ost othercountries around the (orld =ti$e is for building relationships> and an integralpart of getting to kno( the other party you are considering doing business (ith

before starting a transaction' 0o( $uch of an advantage (ould (orkplacediversity be if (e follo(ed this practice $ore closely?

-' Language skills are obviously needed in today1s increasingly global econo$y55and diverse (orkers often have this pro/ciency' 9f a co$pany needs speci/ckno(ledge or language skills, it $ay hire foreign nationals for help' 9n so$e$arkets, international :ob seekers have the advantage' 8or e7a$ple, co$paniesbreaking into #uropean, Asian or Latin A$erican $arkets (ill need foreigne7pertise' 0igh5tech /r$s in particular are e7panding into countries abroad' 9nthe United tates, (e like to believe that #nglish is =the language of the (orld'>While that $ay be true for business, our native tongue ranks second in the (orld

behind Chinese and :ust slightly ahead of 0industani' To truly build relationships(ith the other people of the (orld, (e $ust speak their language' 9t is a


6/21

tre$endous advantage of (orkplace diversity if (e enable people fro$ othercultures can help us understand not :ust their (ords, but also the $eaningbehind (hat they are saying'

@' Understanding ho( the United tates /ts into the (orld picture is crucial' Byrelating to people of all backgrounds, A$ericans (ill gain a greater perspectiveon ho( di2erent cultures operate and e7perience greater success in globalbusiness as a result' The average A$erican believes that this country1s residentsaccount for about %@ percent of the (orld1s population' 6eople fro$ outside ourborders are not surprised to learn that the /gure is actually less than /vepercent'

' A$erican (orkers$ust bring $ultiple skills to the environ$ent, think cross culturally, and adapt4uickly to ne( situations' Those (ho $eet these criteria are likely to do (ell,regardless of culture55even in tough econo$ic ti$es'

Workplace diversity can $ake A$erican co$panies $ore productive andpro/table' They also bring di2erences that (e $ust understand and e$brace forthose bene/ts to be reali.ed'

This article (as (ritten by +ichael D' Lee, +BA, a professional speaker, diversityconsultant and the author of several books on diversity in the (orkplace' 0e isthe /rst Asian A$erican to earn the Certi/ed peaking 6rofessional designationin the ;)5year history of the


7/21

Chapter 12: Managing Diversity in the or!place

"he Chancellor#s Co$$ittee on Diversity defines Diversity as:

%"he variety of e&periences and perspective 'hich arise fro$ differences in race, culture, religion,

$ental or physical a(ilities, heritage,age, gender, se&ual orientation, gender identity and other

characteristics.%

)o 'hy is it 'hen $any people thin! of diversity, they thin! first of ethnicity and race, and then gender*

Diversity is $uch (roader. Diversity is otherness or those hu$an +ualities that are different fro$ our

o'n and outside the groups to 'hich 'e (elong, yet present in other individuals and groups.

It#s i$portant to understand ho' these di$ensions affect perfor$ance, $otivation, success, and

interactions 'ith others. Institutional structures and practices that have presented (arriers to so$e

di$ensions of diversity should (e e&a$ined, challenged, and re$oved. A good startingpoint for thin!ing

a(out diversity is to (eco$e fa$iliar 'ith (C)s syste%!ide *on&Discri%ination State%ent:

-It is the policy of the niversity not to engage in discri$ination against or harass$ent of any person

e$ployed or see!ing e$ploy$ent 'ith the niversity of California on the (asis of race, color, nationalorigin, religion, se&, gender identity, pregnancy, physical or $ental disa(ility, $edical condition /cancer

related or genetic characteristics0, ancestry, $arital status, age, se&ual orientation, citienship, or status

as a covered veteran. "his policy applies to all e$ploy$ent practices, including recruit$ent, selection,

pro$otion, transfer, $erit increase, salary, training and develop$ent, de$otion, and separation.

3f course, diversity also enco$passes a 'ide variety of other differences, including 'or! e&perience,

parental status, educational (ac!ground, geographic location, and $uch $ore. And $anaging diversity

$eans $ore than si$ply o(serving legal and policy re+uire$ents. It also $eans actively pro$oting

co$$unity and co$fort 'ith difference, as noted in (CS+)s rinciples of Co%%unity:

-e recognie, value, and affir$ that social diversity contri(utes richness to the niversity co$$unityand enhances the +uality of ca$pus life for individuals and groups. e ta!e pride in our various

achieve$ents and 'e cele(rate our differences.

As this suggests, 'or!place diversity can provide tre$endous (enefits in ter$s of i$proved $orale,

outsidethe(o& thin!ing, greater tea$'or!, and an at$osphere of $utual understanding and respect.

• Guiding rinciples

• -o! Well Do .ou "anage Diversity/

• "anaging Diversity

http://www.ucop.edu/ucophome/coordrev/policy/12-18-03NondiscriminationEmployment-academic-staff.pdfhttp://www.ucsf.edu/about_ucsf/principles.htmlhttp://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-12-managing-diversity-in-the-workplace/#680http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-12-managing-diversity-in-the-workplace/#684http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-12-managing-diversity-in-the-workplace/#681http://www.ucop.edu/ucophome/coordrev/policy/12-18-03NondiscriminationEmployment-academic-staff.pdfhttp://www.ucsf.edu/about_ucsf/principles.htmlhttp://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-12-managing-diversity-in-the-workplace/#680http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-12-managing-diversity-in-the-workplace/#684http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-12-managing-diversity-in-the-workplace/#681


8/21

• "anaging Diversity is Different fro% 0ffir%ative 0ction

• Conse1uences of Ignoring Diversity

• 2ther $esources

Guiding rinciples

or!force diversity is a reality at )an 4rancisco. e already reflect the national de$ographic trends

predicted for the year 2555 (y the 6udson Institute in its 1789 report, or!force 2555. Acco$$odation

issues for our diverse 'or!force, such as childcare, elder care, fle&i(le 'or! arrange$ents, disa(ility

acco$$odation, and literacy are (eing addressed in the 'or!place.

Managing diversity is defined as %planning and i$ple$enting organiational syste$s and practices to

$anage people so that the potential advantages of diversity are $a&i$ied 'hile its potential

disadvantages are $ini$ied,% according to "aylor Co& in %Cultural Diversity in 3rganiations.%

Managing diversity 'ell provides a distinct advantage in an era 'hen fle&i(ility and creativity are

!eys to co$petitiveness. An organiation needs to (e fle&i(le and adapta(le to $eet ne' custo$er

needs.

6eterogeneity pro$otes creativity and heterogeneous groups have (een sho'n to produce (etter

solutions to pro(le$s and a higher level of critical analysis. "his can (e a vital asset at a ti$e 'hen the

ca$pus is undergoing tre$endous change and selfe&a$ination to find ne' and $ore effective 'ays to

operate.

ith effective $anage$ent of diversity, the ca$pus develops a reputation as an e$ployer of choice.

ot only 'ill you have the a(ility to attract the (est talent fro$ a shrin!ing la(or pool, you can save ti$e

and $oney in recruit$ent and turnover costs.

"he ca$pus 'ill fulfill its role as a pu(lic institution (y reflecting the diversity of the state as 'ell as

$eeting the increasing de$and to provide infor$ed services to an increasingly diverse custo$er (ase.

-o! Well Do .ou "anage Diversity/

• Do you test your assu$ptions (efore acting on the$*

• Do you (elieve there is only one right 'ay of doing things, or that there are a nu$(er of valid

'ays that acco$plish the sa$e goal* Do you convey that to staff*

• Do you have honest relationships 'ith each staff $e$(er you supervise* Are you co$forta(le'ith each of the$* Do you !no' 'hat $otivates the$, 'hat their goals are, ho' they li!e to (e

recognied*

• Are you a(le to give negative feed(ac! to so$eone 'ho is culturally different fro$ you*

• hen you have open positions, do you insist on a diverse screening co$$ittee and $a!e

additional outreach efforts to ensure that a diverse pool of candidates has applied*

• hen you hire a ne' e$ployee, do you not only e&plain ;o( responsi(ilities and e&pectations

clearly, (ut orient the person to the ca$pus and depart$ent culture and un'ritten rules*

http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-12-managing-diversity-in-the-workplace/#682http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-12-managing-diversity-in-the-workplace/#683http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-12-managing-diversity-in-the-workplace/#685http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-12-managing-diversity-in-the-workplace/#682http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-12-managing-diversity-in-the-workplace/#683http://ucsfhr.ucsf.edu/index.php/pubs/hrguidearticle/chapter-12-managing-diversity-in-the-workplace/#685


9/21

• Do you rigorously e&a$ine your unit#s e&isting policies, practices, and procedures to ensure that

they do not differentially i$pact different groups* hen they do, do you change the$*

• Are you 'illing to listen to constructive feed(ac! fro$ your staff a(out 'ays to i$prove the

'or! environ$ent* Do you i$ple$ent staff suggestions and ac!no'ledge their contri(ution*

• Do you ta!e i$$ediate action 'ith people you supervise 'hen they (ehave in 'ays that sho'

disrespect for others in the 'or!place, such as inappropriate ;o!es and offensive ter$s*

• Do you $a!e good faith efforts to $eet your affir$ative action goals*

• Do you have a good understanding of institutional is$s such as racis$ and se&is$ and ho' they

$anifest the$selves in the 'or!place*

• Do you ensure that assign$ents and opportunities for advance$ent are accessi(le to everyone*

If you 'ere a(le to ans'er yes to $ore than half the +uestions, you are on the right trac! to $anagingdiversity 'ell.

"anaging Diversity

"o address diversity issues, consider these +uestions: 'hat policies, practices, and 'ays of thin!ing and

'ithin our organiational culture have differential i$pact on different groups* hat organiational

changes should (e $ade to $eet the needs of a diverse 'or!force as 'ell as to $a&i$ie the potential

of all 'or!ers, so that )an 4rancisco can (e 'ell positioned for the de$ands of the 21st century*

Most people (elieve in the golden rule: treat others as you 'ant to (e treated. "he i$plicit assu$ption is

that ho' you 'ant to (e treated is ho' others 'ant to (e treated. But 'hen you loo! at this prover(

through a diversity perspective, you (egin to as! the +uestion: 'hat does respect loo! li!e< does it loo!

the sa$e for everyone* Does it $ean saying hello in the $orning, or leaving so$eone alone, or $a!ing

eye contact 'hen you spea!*

It depends on the individual. e $ay share si$ilar values, such as respect or need for recognition, (ut

ho' 'e sho' those values through (ehavior $ay (e different for different groups or individuals. 6o' do

'e !no' 'hat different groups or individuals need* Perhaps instead of using the golden rule, 'e could

use the platinu$ rule 'hich states: %treat others asthey 'ant to (e treated.% Moving our fra$e of

reference fro$ 'hat $ay (e our default vie' /%our 'ay is the (est 'ay%0 to a diversitysensitive

perspective /%let#s ta!e the (est of a variety of 'ays%0 'ill help us to $anage $ore effectively in a

diverse 'or! environ$ent.

Your Role

=ou have a !ey role in transfor$ing the organiational culture so that it $ore closely reflects the values

of our diverse 'or!force. )o$e of the s!ills needed are:

• an understanding and acceptance of $anaging diversity concepts

• recognition that diversity is threaded through every aspect of $anage$ent

• selfa'areness, in ter$s of understanding your o'n culture, identity, (iases, pre;udices, and

stereotypes


10/21

• 'illingness to challenge and change institutional practices that present (arriers to different

groups

It#s natural to 'ant a coo!(oo! approach to diversity issues so that one !no's e&actly 'hat to do.

nfortunately, given the $any di$ensions of diversity, there is no easy recipe to follo'. Advice and

strategies given for one situation $ay not 'or! given the sa$e situation in another conte&t.

Managing diversity $eans ac!no'ledging people#s differences and recogniing these differences as

valua(le< it enhances good $anage$ent practices (y preventing discri$ination and pro$oting

inclusiveness. >ood $anage$ent alone 'ill not necessarily help you 'or! effectively 'ith a diverse

'or!force. It is often difficult to see 'hat part diversity plays in a specific area of $anage$ent.

"he 3ffice of Affir$ative Action, ?+ual 3pportunity and Diversity is e&perienced in providing help 'ith

training and advice on the variety of situations that occur, tailored to your specific environ$ent. "heir

'e(site is !!!3aaeod3ucsf3edu.

"o illustrate, the follo'ing t'o e&a$ples sho' ho' diversity is an integral part of $anage$ent. "he firste&a$ple focuses on the area of selection, the second e&a$ple loo!s at co$$unication:

Issues

• 6o' do you $a!e the ;o( sound appealing to different types of 'or!ers*

• 6o' can recruit$ent (e effectively targeted to diverse groups*

• 6o' do you overco$e (ias in the intervie'ing process, +uestions, and your response*

Strategies

• )pecify the need for s!ills to 'or! effectively in a diverse environ$ent in the ;o(, for e&a$ple:

%de$onstrated a(ility to 'or! effectively in a diverse 'or! environ$ent.%

• Ma!e sure that good faith efforts are $ade to recruit a diverse applicant pool.

• 4ocus on the ;o( re+uire$ents in the intervie', and assess e&perience (ut also consider

transfera(le s!ills and de$onstrated co$petencies, such as analytical, organiational,

co$$unication, coordination. Prior e&perience has not necessarily $ean effectiveness or

success on the ;o(.

• se a panel intervie' for$at. ?nsure that the co$$ittee is diverse, unit affiliation, ;o(

classification, length of service, variety of life e&periences, etc. to represent different

perspectives and to eli$inate (ias fro$ the selection process. @un +uestions and process (y

the$ to ensure there is no unintentional (ias.

• ?nsure that appropriate acco$$odations are $ade for disa(led applicants.

• no' your o'n (iases. hat stereotypes do you have of people fro$ different groups and ho'

'ell they $ay perfor$ on the ;o(* hat co$$unication styles do you prefer* )o$eti$es 'hat

'e consider to (e appropriate or desira(le +ualities in a candidate $ay reflect $ore a(out our

personal preferences than about the skills needed to perform the job.

http://www.aaeod.ucsf.edu/http://www.aaeod.ucsf.edu/


11/21

Fair vs. Same Treatment

Many people thin! that %fairness% $eans %treating everyone the sa$e.% 6o' 'ell does treating everyone

the sa$e 'or! for a diverse staff* 4or e&a$ple, 'hen e$ployees have li$ited ?nglish language s!ills or

reading proficiency, even though that li$it $ight not affect their a(ility to do their ;o(s, trans$itting

i$portant infor$ation through co$plicated $e$os $ight not (e an effective 'ay of co$$unicating 'ith

the$. hile distri(uting such $e$os to all staff is %treating everyone the sa$e,% this approach $ay not

co$$unicate essential infor$ation to everyone. A staff $e$(er 'ho $issed out on essential

infor$ation $ight feel that the co$$unication process 'as %unfair.% A process that ta!es account of the

diverse levels of ?nglish language and reading proficiency a$ong the staff $ight include ta!ing e&tra

ti$e to (e sure that infor$ation in an i$portant $e$orandu$ is understood. )uch efforts on the part of

supervisors and $anagers should (e supported and re'arded as good $anage$ent practices for

'or!ing 'ith a diverse staff.

"anaging Diversity is Different fro% 0ffir%ative 0ction

Managing diversity focuses on $a&i$iing the a(ility of all e$ployees to contri(ute to organiational

goals. Affir$ative action focuses on specific groups (ecause of historical discri$ination, such as people

of color and 'o$en. Affir$ative action e$phasies legal necessity and social responsi(ility< $anaging

diversity e$phasies (usiness necessity. In short, 'hile $anaging diversity is also concerned 'ith

underrepresentation of 'o$en and people of color in the 'or!force, it is $uch $ore inclusive and

ac!no'ledges that diversity $ust 'or! for everyone.

Conse1uences of Ignoring Diversity

Ignoring diversity issues costs ti$e, $oney, and efficiency. )o$e of the conse+uences can include

unhealthy tensions< loss of productivity (ecause of increased conflict< ina(ility to attract and retaintalented people of all !inds< co$plaints and legal actions< and ina(ility to retain valua(le e$ployees,

resulting in lost invest$ents in recruit$ent and training.

2ther $esources

6u$an @esources e( site http:44ucsfhr3ucsf3edu4

Diversity 5oolkit

?$ployee Develop$ent 5raining classes and !orkshops

)taff Diversity Progra$, )taff ?+uity and Diversity )ervices

"itle I Co$pliance 3ffice

Ca$pus ADA Coordinator /A$ericans 'ith Disa(ilities Act0

)taff Internship Progra$

?$ploy$ent, ?$ployee @elations, and a(or @elations nits in 6u$an @esources

>B" e( site http:44!!!3ucsf3edu4cge4lgbtr4

Center for >ender ?+uity e( site http:44!!!3ucsf3edu4cge4

3ffice of Affir$ative Action, ?+ual 3pportunity, and Diversity http:44!!!3aaeo3ucsf3edu4

http://ucsfhr.ucsf.edu/http://ucsfhr.ucsf.edu/index.php/pubs/article/diversity-toolkit/http://ucsfhr.ucsf.edu/index.php/training/http://ucsfhr.ucsf.edu/index.php/training/http://www.ucsf.edu/cge/lgbtr/http://www.ucsf.edu/cge/http://www.aaeo.ucsf.edu/http://ucsfhr.ucsf.edu/http://ucsfhr.ucsf.edu/index.php/pubs/article/diversity-toolkit/http://ucsfhr.ucsf.edu/index.php/training/http://www.ucsf.edu/cge/lgbtr/http://www.ucsf.edu/cge/http://www.aaeo.ucsf.edu/


12/21

Why should 2alaysian companies care about

diversity and inclusion7


13/21

Diversity is what you have, and nclusion is what you do with it./

#ctober , 9: J 21CS J 1im (hin >an

0apid technological change, globalisation, the demand for skills and education, and greater

inclusion of women and Beneration C in the workforce have forever changed the employment

landscape in 2alaysia. Towers Watson research of high performing companies has shown that

Diversity and nclusion is one of the key drivers for employee attraction, engagement and

retention resulting in improved business performance. This can also play a key role in winning

the war for talent, reduce brain drain and contribute to the success of the $conomic

Transformation +rogramme and turn 2alaysia into a high income economy by 99.

The definition of diversity and inclusion now e%tends well beyond the traditional view that was

once focused primarily on gender and race. t!s all about creating an environment that ma%imises

the potential of all employees. t!s about encouraging and enabling all employees to draw on their

talents, skills, and e%perience for the benefit of business. >0 plays a key role in diversity

management to create and empower an organisational culture that fosters a respectful, inclusive,

knowledge)based environment where each employee has the opportunity to learn, grow and

meaningfully contribute to the organisation6s success.

There are, though, still barriers to implementing diversity in practice. t a recent $ngagement

Ketwork seminar run by Towers Watson, over half of >0 specialists &8G=' felt traditional

structures L including factors such as a fear of change and an unconscious tendency for those in

the ma-ority to surround themselves with people of a similar background L were the biggest block

to implementation in their business. 2ore than a fifth &=' felt the biggest barrier to diversity is

down to a range of misconceptions, such as the view that diversity can lead to impaired

organisational effectiveness, that some groups lack commitment, or that it may drive up the

overall cost of employment.

&'W(RS WA&S')*S M'D($ 'R 'S&(RI)+ DI,(RSI&- I)C$#SI')

n inclusive culture occurs when differences are valued, people are treated fairly and feel

accepted and respected, and opportunities are open to all. $%plicit policies and programmes

create the infrastructure for such an environment. Senior 1eadership and middle management

set the e%ample, while clear e%pectations for behaviour and actions help all employees to Mwalk

the talk! on a daily basis. #ver time these efforts result in an inclusive culture recognised

internally and e%ternally.


14/21

/'W &'W(RS WA&S') CA) /($"

Towers Watson!s research based model for fostering diversity and inclusion for corporates

follows a step by step approach. t comprises the following key phases.

I) S#MMAR-

Forward thinking companies are taking a leadership role to ma%imise the benefits of a diverse

workforce. n effective Diversity and nclusion strategy results in motivated and engaged

employees that power creativity and innovation. t leads to a better understanding of the different

needs of customers, better marketing strategies and improved sales performance. t enhancesthe employer brand attracting high 3uality talent. t also leads to reduced reputational, legal and

financial risk. ll of these combine to deliver a strong competitive business advantage.


15/21

Why workplace diversity isimportant for every organisation

By LILY CHEAH

While the traditional notion of workplace diversity may refer to representations of

various races, genders and religious backgrounds, today!s concept of workplace

diversity is all)encompassing. side from these variables, considerations are alsomade on personality, age, cognitive style, skillset, education, background and more.

The focus of workplace diversity now lies on the promotion of individuality within an

organisation, acknowledging that every person can bring something different to the

table.

n organisation that is committed to a diverse workforce, therefore, is one that aims

to harness a pool of individuals with uni3ue 3ualities, seeing this combination of

differences as a potential for growth rather than opportunities for conflict. ttached tothis commitment is also an intention to nurture and develop the potential of each

individual.

So what is it about diversity that can give organisations an edge7 >ere are several

advantages of having a diverse workforce"

1 Various opinions and perspectives

$mployees with different background and e%periences will bring together a variety of

perspectives, thereby evoking alternative solutions and approaches when discussing


16/21

a topic or issue. f managed well, the strengths and best insights of every individual

can be harnessed to heighten productivity and deliver better results.

ccording to (laudia (adena, director of strategic human capital management at

SapuraIencana +etroleum 5hd, the composition of a team will dictate its potentialfor success. There needs to be a mi% of capabilities to ensure that essential

components and skills from strategic planning, e%ecution, follow up to

communication abilities and conflict resolution are present.

t times we overlook the need for diversity given the pressures that a limited pool of

resources puts in organisations. >owever, if we give in to this pressure, we will

ultimate suffer the conse3uences of having a workforce composed of individuals that

can only see things from the same perspective and are unable to contribute different

points of view or alternatives due to their limited and similar background, e%posureand e%perience,/ adds (adena.

This amalgamation of diverse individuals also sets the stage for creativity as different

ideas can be tested against one another, and new ones may be birthed. $mployees

stand to e%perience more personal growth in an environment where they are

e%posed to differences in culture, opinions and ideas.

The more you know, the more you know you don!t know,/ goes the ristotelian

saying. The following can is also be said" The more you know, the better your

capacity to test and refine your own perspectives and opinions.

2 Growth of empoyees

$mployees stand to e%perience more personal growth in an environment where they

are e%posed to differences in culture, opinions and ideas.

The more you know, the more you know you don!t know,/ goes the ristotelian

saying. The following can is also be said" The more you know, the better your

capacity to test and refine your own perspectives and opinions.

$mployers will have to improve their ability to adapt to different circumstances in a

diverse environment. They have to work through differences in personality, culture

and background. 4nderlying ethno)centric notions may finally be brought to the fore

and confronted as they learn to work with different styles and cultures.

! "nity of diverse stren#ths

Diversity also presents the opportunity to unite specific strengths to the advantage of

the organisation. s every person has different skills and possesses varying


17/21

strengths, these can be combined for greater performance and productivity.

Technical strengths in one individual can be united with the management strengths

of another, and the sales strength of yet another.

1ikewise, the cultural e%pertise of diverse individuals can be leveraged for the benefitof the company. $specially for global organisations, diversity in a workforce can

optimise an organisation!s ability to meet the needs of each market. 0epresentatives

of specific demographics can be paired with clients of the similar backgrounds,

helping clients feel more comfortable and sense an affinity with the employee, and

thereby, the organisation.

$ %a&es company attractive

From the marketplace perspective, a company that promotes workplace diversity

and an inclusive work environment adds to its attractiveness as an employer.

work place that is open to e%ploring new ideas and styles is especially appealing

for the adventurous open)minded employees of Beneration C.

f an organisation makes it known that they focus on what individuals can bring to the

table more than the candidate!s socio)economic background, ethnicity and the like,

they are more likely to attract a diverse range of applicants.

' (he schedue advanta#e

There is also a practical advantage in having a diverse workforce. s individuals

have their uni3ue time commitments, having a varied group helps ensure that work

tasks can be fulfilled at all times of the year.

+ower generation company 2alakoff (orp 5hd ensures that various races are

represented particularly in their roles that involve shift work, as pointed out by Siti

>a-ar 2ohd Dahlan, N+ of human resources. cknowledging that various ethnicities

and religions have different celebrations they adhere to, making sure they have adiverse group of employees ensures there is a workforce across different festival

periods during the year.

(HE CHALLE)GE* +, -IVE.*I(Y

There are, however, natural obstacles to embracing and implementing diversity in an

organisation. Feel good images of effortless synergy, the harmonious combination of

different perspectives and a melting pot with a fantastically delicious mi% ofingredients may be easy enough to talk about. >owever, we would be ignoring the


18/21

challenges firstly of advocating diversity and then managing it in a manner than

ensures it is a strength, and not a human resource and operational nightmare.

$arlier this month, sat down with Nictoria 2artin, senior director of diversity and

inclusion &2$ and +(' at B, to discuss some of the obstacles to establishingand harnessing the power of diversity. The goal, according to 2artin, is to create an

environment where every employee has opportunities to be successful and where

their differences are leveraged for the success of the organisation. The challenge,

she says, is the issue of inclusion/. O

bP#N$0(#2KB 24S(1$ 2$2#0C

2artin identifies muscle memory/ as one of the main obstacles to workplace

diversity, referring to the attitude that says This is how it has always been done.

Why change it7/

>idden biases form a ma-or component in the formation of this muscle memory/.

Subconsciously, every person has a tendency to draw on their hidden biases when

making decisions about who they think will be the best candidate for a particular role

or opportunity. They may favour people of a particular race or educational

background, gender or individuals of a certain a personality type. 3uick glance at

the leadership composition of an organisation can reveal predispositions that they

are inclined towards.

t!s not intentional,/ 2artin consoles. t!s -ust this feeling that !m more comfortable

with people like me./ She advises that people, especially managers, must be aware

of their personal biases and understand that they may be preventing them from

considering other possibilities.

CLA*H +, A//.+ACHE*

There is also the very real issue of differences in perspectives leading to a clash of

approaches. (ulture, personality and background differences can erect socialdivisions between employees that they need to recognise and overcome. Katurally,

this can present disruptions when working in teams as individuals learn to adapt and

understand on another.

>owever, this can turn to an advantage if individuals recognise that different,

sometimes conflicting ideas, are important to make sure a team does not have

tunnel vision. 2artin sees it as a dynamic tension/ that can bring the best results.

I%/LE%E)(I)G -IVE.*I(Y


19/21

n implementing diversity within an organisation, there is no one)size)fits)all ratio of

optimal differences, as this will vary from company to company depending on needs

and dynamics.

The starting point, therefore, is to first define the type of diversity that yourorganisation needs to succeed. dentify what is important for your organisation and

then set the appropriate goals and measures so that employees understand what is

needed to succeed in this endeavour.

Different companies adopt different approaches. B adopts a target)setting

approach in relation to gender and ethnic representations at senior levels of the

company. 2alakoff reviews its diversity mi% on an annual basis at its manpower

planning meeting, discussing talent needs with heads of divisions and departments.

Quota systems are an option as well* however, a danger here is that hiring managerscan sometimes feel pressured to recruit for the sake of diversity more than talent.

(adena of SapuraIencana points out that while every organisations!s diversity

re3uirements are different, communication is crucial across the board. 1eaders

should be made aware of the reasons behind the importance of achieving this

diversity mi%,/ says (adena. This ensures not only understanding of the goal, but will

also lend the essential perspective and conte%t to their everyday decision)making.

C.EA(I)G A C"L(".E +, -IVE.*I(Y

nternally, the culture of the organisation should echo this commitment to diversity.

Foster an appreciation for diverse individuals, and encourage teamwork and

collaboration.

This can be ingrained into the company culture by embedding diversity within the

company!s value system. lliance 5ank 2alaysia, for instance, integrates its diversity

commitment into its core values. The values of 0espect &We are fair in all matters,always listening and valuing the contributions of each individual/' and Teamwork

&We are a champion team, not a team of champions/' succinctly encourages each

of our employee to embrace diversity in the workplace,/ says (hew Siew Suan,

e%ecutive vice)president and head of group human resource.

s diversity involves the recognition of the strength of individuality, and the

combination of differences, organisations will strengthen its diversity call by giving its

employees e3ual opportunity for career development. This may involve internal

training programmes and putting in measures to build the internal talent pipeline,


20/21

such as providing them with the tools, resources and opportunities to plan their own

career path and reach their career goals.

0+.I)G 0I(H A -IVE.*I(Y /E.*/EC(IVE

mplementing a diversity mind)set into decision making will help to support diversity.

For instance, when discussing internal talent, have a group participate in this

discussion, and assess not only talent in your own sphere but look at talents across

the organisation. This is because you!re not only looking for talents for your own

team, but for the organisation as a whole,/ 2artin advises.

Similarly, in the recruitment process, e%pand the pool of talent you are considering.

+ost vacancies both internally and e%ternally. (ommit to interviewing diverse

candidates so that hiring managers get to consider all possibilities.

lso, include diverse perspectives in the selection process. >ave interview sessions

with a diverse panel, as opposed to scheduling the candidate to meet different

managers at different times. The advantage of this is that the panel will hear the

same answers at the same time in the same conte%t. n doing so, their perspectives

lend to better comparisons.

n making a decision on recruitment and who to give growth opportunities to, B!s

2artin says that the impact of bias and stereotypes can be reduced by shifting the

focus from the specific type of people you re3uire, to the skills necessary. When

considering candidates for a position, managers should first identify the specific skills

needed by an individual to fulfil that role. n focusing on the skillset re3uired rather

than the type of person the manager would like, this helps managers to think from a

diversity perspective.

We challenge managers to think of diversity as broadly as possible,/ says 2artin.

(onsider individuals who have worked in different countries, or manage with a

transformational style rather than a transactional style/. This way, the chances of

recruiting a diverse range of individuals increases.

s the geographical divisions of the world become increasingly irrelevant and

organisations are poised more than ever to service a global community, the

advantages of a diverse workforce become especially pertinent. The 3uestion to ask

is no longer whether diversity is re3uired, but what kind of diversity is needed in

every organisation, and how diversity is best managed in the organisation!s

particular environment.

n doing so, a mind)set change is often re3uired, as biases and stereotypes canimpede us from viewing the full potential of differences. 5ut instead of proceeding


21/21

always on auto)pilot without 3uestioning our underlying beliefs, perhaps turn on your

mind!s manual mode. Take some time to e%amine the diversity composition and

diversity needs of your organisation. t could be the secret to taking your company to

the ne%t level.

Inputs of Diversity in the Workplace

Documents

Transcript of Inputs of Diversity in the Workplace