Ways to accustom management to workplace diversity must be found. This can be done by including people with differences in meetings, and by giving best assignments to a diverse group of people. You should even go out of your way to do this. Then there should be a way to measure this. An effective reward system should be established. And organizations should become increasingly intolerant of failures to respect or manage diversity. Once again, most importantly is that management must “walk the talk” (Wheeler, 1997, 495).
A final area to be aware of is that of collusion. Collusion is cooperation wit others, knowingly or unknowingly, to reinforce stereotypical attitudes, prevailing behaviors, and norms. Types of collusion include; silence, denial, and active participation. This is probably still the widest form of exclusion. Collusion is common because of the way we are socialized as children. We all had to modify our own behavior to “fit in: to expectations of parents, teachers, friends and society. However, as adults, we are now able to make our own decisions about what we do and do not believe, and how to act on those decisions, rather than continuing the habit of “fitting in” (Rasmussen, 1996, p. 173).
Tools to Aid in Achieving Diversity
Effectively managing work force diversity is an issue that organizations are addressing with increasing frequency. This is a challenge to be contended with on a daily basis. Going back to the issue of best business practices and the bottom line, we need to emphasize the value and benefits of work force diversity (Wheeler, 1997, p. 493).
A good starting point for valuing diversity is to view everyone as different from us, and to view them as people about whom we can’t make assumptions. Possibly the most important principle for valuing diversity is The Platinum Rule. This is an expansion of the Golden Rule (Rasmussen, 1996, p. 188). The Golden Rule is a time-honored practice that is a foundation of many religious disciplines. It was designed to prevent us from doing harm to others – things which others obviously would not like.
With the increasing complexity of our society, we now need to extend the Golden Rule because it does not account for people’s different and unique needs. We cannot assume that others want to be treated exactly the way we do. In making this assumption we perpetuate the values and beliefs of the dominant culture. The Platinum Rule gives other permission to be different from us and reminds us to honor that difference. The Platinum Rule is “Treat others as they want to be treated” (Rasmussen, 1996, p. 188). Using the Platinum Rule makes it okay for us to have differences.
The Platinum Rule transcends the approach of affirmative action. Although well intentioned, affirmative action focused on creating a “special” process for certain people, which was unnatural and forced. This approach created a backlash, because traditional employees felt they would be overlooked just so “a quota could be filled.” It created an “us versus them” mentality, which is productive for no one (Rasmussen, 1996, p. 178).
The Platinum Rule recognizes and values all differences, but doesn’t require that people be assimilated into the dominant culture. It allows for the individual mosaic of people.
A “tool” in the truest sense of the word is the technology we have available today. Technology is the great equalizer. Technology can eliminate differences among us that do not matter; it can neutralize favoritism and bias. Targeted use of technology can be our tactical advantage in managing work force diversity (Wheeler, 1997, p. 494). Technology has none of the bias or favoritism that we often see among people. If you can use the Internet, e-mail, and other tools of technology, then you can use them to influence change and set the stage for more effective diversity management. A powerful example of the tactical use of office technology is the electronic meeting. If used properly, they eliminate favoritism, bias, and boss control. It can encourage free and open exchange of ideas, providing everyone a shot at contributing.
Active recruitment and mentoring of underrepresented groups is an important aspect of assuring diversity in the workplace. Recruiting underrepresented people means developing new networks, which can take lots of time and some money – and planning ahead. It means creating and inviting atmosphere, both for recruitment and retention (Lester, 1995, p. 16). Mentoring in itself is an indispensable tool for enhancing the professional development of both individuals, in part through the sharing of information about each other and their experiences (Gasorek, 1998, p. 70-71).
Hand in hand with active recruitment and mentoring is building support networking groups within organizations. The network groups focus on the needs of particular minority groups. Each group would create a vision statement (and possibly a business plan) that supports the company’s objectives and develop activities that promote networking, mentoring, coaching and community out reach. Such network groups will be assisted by members of the senior management team who serve as the communication link between the groups and the rest of the company (Gasorek, 1998, p. 70-71).
The goals of diversity should be to make certain that all candidates, and employees receive equitable treatment from their supervisors and co-workers: That they get a fair chance to compete for promotions, and that they are able to participate in the range of business and social events that determines opportunity (Paskoff, 1996, p. 46). Principles that support these goals can be used by any organization to mange diversity productively and reduce liability risks. Some of these include; communicating a commitment to fair treatment. A focus on fair and respectful treatment for everyone communicates the strongest message regarding an institution’s commitment to diversity. Also, focusing on what people have in common. Companies need to emphasize that they have their own cultures to which every employee can belong and where everyone abides by the same rules. Unacceptable conduct must be identified and prohibited. Liability for discrimination arises as a result of illegal conduct, not because of “beliefs” or “attitudes.” Training should focus on behaviors that are and are not permitted, especially those behaviors that are illegal. To assure fair daily treatment, managers and employees should be taught basic rules that they can apply universally. Companies that focus on teaching rules of civil behavior have found that their managers and employees accept this sort of training far more readily than they do with typical diversity programs. The need for civil behavior should be clearly defined as a bottom-line risk-management issue, particularly in such high stakes business issues (Paskoff, 1996, p. 46-47).
There are four values that should reflected in organizational diversity. They are, respect for every individual, encouragement of initiative and creativity, excellence in everything we do, and commitment to stewardship. Once again, it is important to note that no company can build a diversity culture unless it first makes human respect an integral part of its corporate value system. Anything less means that you risk treating employees according to only what’s right for the company instead of what’s right for them. And that spells disaster for workplace diversity. The key is to strike a balance. This may include flexible work hours, part time work, job sharing, and the option of working at home. These are human and humane responses to increasingly complex employee needs. What’s more, under such circumstances, employees work. And they work because they are based on a core value of respect for people (Kluge, 1997, p.173).
Progress can be measured using five individual but interconnected criteria to gauge progress. The first is employee perception. How do employees feel about the organization? Do employees feel that they are treated with respect regardless of age, gender, race, religion or background? Do they feel that they are limited in achieving their goals within the organization? Next is business integration. How is diversity entrenched in day-to-day business activities? The third guideline is representation. Are the various designated groups represented at all levels of the organization? The fourth measurement is leadership. How sound is the company reputation as a leading edge organization in the area of valuing diversity? Are they involved in and aiding in building the community? The final measurement standard is public perception. How does the community regard the organization (Blank & Slipp, 1998, p. S7-S8)?
As you build diversity into your culture, keep in mind as well that there are several “do’s” and “don’ts” you may want to be aware of. First, the “don’ts.” Don’t use quotas when establishing hiring or promotion policies. They don’t work and often breed resentment in those who have not been selected for a position. On the other, they create doubt within those who have. Don’t force diversity down people’s throats. It can’t be imposed from above although management commitment is essential to its success. Creating culture is a bottom-up, gradual exercise. Avoid taking only a cosmetic approach to diversity. Don’t join clubs that discriminate against or deny membership to women or any minority or religious group. And don’t associate the name of your organization with such institutions. Finally, don’t wait to be legislated into adopting a diversity strategy. You want your employees and customers to see you as being out in front on this issue. They won’t, if you have to be forced by government or public opinion to embrace it (Poole, 1997, p. 9-10).
So what should you do? First, establish your core values as an organization and use this as a foundation on which to build you diversity strategy. Once you’ve developed that strategy, communicate and reinforce its messages and principles constantly to your employees, through newsletter, special publications, videos, speeches, e-mail, seminars, workshops, whatever. Remember you’re changing the culture of your organization, and that is a very long and painstaking process. You must champion diversity personally. Embrace it. Live it. Talk about it. Believe in it. Without commitment diversity will not take root in your organization. Celebrate diversity. Sing its praises. And make it fun. Make an annual event out of celebrating diversity. Recognize and honor employees who practice diversity. That kind of recognition sends out a powerful message that your organization is committed to diversity. And don’t forget to measure. Measure. Measure. You won’t know if you’re making progress with diversity unless you chart that progress (Poole, 1997, p. 10-11).
Conclusion
For true equality to happen there needs to be a lack of focus on race, gender and other differences, and an increased focus on a person’s capabilities and on a system that supports diversity. Only this approach will create a process that is naturally equal for everyone (Rasmussen, 1996, p. 178).
Keep in mind that diversity is more than just equity. It’s the whole spectrum of attributes, styles, backgrounds, and experiences. It applies to employees, customers, communities, directors, and shareholders. It’s as complex and varied as life itself. So think of it in broad terms.
Remember weaving diversity into the very fabric of an organization takes time. So be patient. But, be persistent. It’s an ongoing process.
Diversity will deliver bottom line results to your business and those results will be substantial, if you make the commitment. But, that commitment has to be real, it has to be visible, it has to be honest.
Above all, remember, diversity means recognizing the uniqueness of another person whether they are customer, employee, or ourselves. It means acknowledging their right to be who they are. That makes diversity more than just a business or hiring issue. It makes it a moral and ethical imperative, the right thing to do.
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