Diversity is a topic that many leaders from various sectors seem have a somewhat uneasy relationship with. There exists a polarized view about the need or requirement to create and maintain a diverse workforce, as well as the impact that diversity could or should have on any given organisation.
Unsurprisingly, the way in which an organisation manages the issue of diversity is governed by the relationship between its organisational values and the everyday values and opinions held by its senior leaders. Despite outward appearances, eloquent public rhetoric extolling the virtues of and a commitment to diversity, it does not always reflect the internal sub-culture that at times underscores a diametrically opposed predisposition. This relationship, whether congruous or not, has a direct influence on the professional behaviour of employees and serves as an outward reflection of an organisation’s perceived core beliefs.
For leaders working towards developing a truly diverse workforce or evaluating the efficacy of their existing diversity framework, it may be useful to consider the following questions: Do you openly engage in dialogue regarding diversity? Have you shared your thoughts or solicited opinion on what a diverse workforce actually is and how it should function? Have you inadvertently or consciously ignored the subject matter altogether? If so, why? Would you be content with establishing a visibly diverse workforce?
The presence of a visibly diverse workforce is something that some leaders within the public, private and third sectors take reassurance in. The pervading belief being that if something looks the part; it will suffice, proverbial box ticked!
Diversity, in its most simplistic terms is about difference, so on the face of it, those who seek to identify difference through visible representation appear to have made the grade. However, when we scratch the surface. It is apparent that this form of visual representation is little more than an ornamental façade, devoid of the structural framework that would facilitate the construction of a key human resource component.
I contend that when implemented correctly, the creation of a diverse workforce is a ‘scalable asset’, and not the contentious, potentially awkward, politically correct or divisive entity that some consider it to be.
Why?
In order to make effective decisions regarding: service delivery, product design, problem solving and planning for the future etc, it is generally accepted prudent to collate information and solicit opinion from the widest range of appropriate sources available. The opportunity to explore a broader source of opinion influenced by gender, culture, ethnicity, sub-cultures, and values etc., represents a whole new dynamic. One which if harnessed affectively allows an organisation to present a more complete picture, a better-informed collective demographic. Able, not only to provide broader scope of personal opinion and experience/s, but also to petition the opinions from various individuals, communities and groups who are more likely to engage with, and relate to your employees, based on a perception of shared experience or identity.
The caveat, however, is that you must avoid the temptation of hiring people whom, on the face-of-it, seem to fit some sort of idealistic ‘diversity profile’. Only appoint those who posses the requisite knowledge, skills and abilities that your organisation requires. Regardless of the range of diversity that you are seeking to attract, the best people want to know that they have been selected on merit.
Once in place, as with all talented and capable individuals they need to be challenged and stimulated. Don’t make the mistake of thinking that once you have employed this eclectic group of diverse thinkers from a range of different backgrounds and groups. You can simply sit back and watch them develop into the team that you have dreamed of. The drive towards their continuous collective development should be stimulated, in part by your leadership and vision of the future. A vision that harnesses the diverse principles, perspectives, culture/s and awareness that you have sought in order to transform the way your organisation works for the foreseeable future.