How to cater for diversity in the workplace
Embracing equal employment opportunities (EEO) and affirmative action has delivered far-reaching benefits to organisations and to the main groups (women and ethnic minorities) immediately affected. Although often linked to EEO legislation, age, religion, sexual orientation, and disabilities are also being widely recognised. Effectively managed diversity can become a competitive advantage for organisations prepared to seize the opportunities it presents. Here are some key considerations...
1. Take note of the numbers.
According to the Department of Immigration and Multicultural Affairs, Australia is the most ethnically diverse country in the world, with people from more than 130 language backgrounds and 220 nationalities. Some 23 per cent of the population was born overseas; a further 27 per cent has at least one overseas-born parent. Diversity is here to stay and it’s set to increase even further. Organisations must embrace diversity. Any perceptions of discrimination will inevitably take a heavy toll on job performance. You simply can’t afford not to cater for, and promote, diversity.
2. Realise the benefits.
A diverse workforce can provide a wide variety of benefits. People from a variety of backgrounds bring their own unique and special experiences and know-how that facilitate the way things happen and the way problems are solved. They can contribute to competitive advantage in an increasingly global marketplace. In addition, a better understanding of cultural idiosyncrasies can contribute to and attract a much broader range of customers. Anecdotal evidence suggests that many customers feel more relaxed about dealing with a more heterogeneous organisation that demonstrates an awareness of cultural differences.
Diversity has competitive implications, too - especially for smaller organisations. These have an even better chance of establishing a truly diverse culture and managing it successfully. Smaller organisations are typically not burdened by a large, entrenched bureaucracy, and it is easier for them to make changes while the business owner maintains greater control over the process. Customers expect small businesses to be more mindful of differences and to better serve their needs.
3. Ensure a committed leadership.
Changing hiring policies will not, of itself, ensure success. A strong commitment from the organisation’s key people is also critical. When he was executive director of the American Institute for Managing Diversity in Atlanta, Roosevelt Thomas recommended that the question leaders needed to ask was: ‘Given the diverse workforce I’ve got, am I getting the productivity, does it work as smoothly, and is morale as high, as if every person in the company was the same sex, race, and nationality?’ A leadership role, according to Dr Thomas, is to ‘… create an environment where no one is advantaged or disadvantaged, an environment where - we - is everyone and in which people feel their contributions are valued’. He urged that everyone, from the boss down, must demonstrate sensitivity to cultural differences.
