When addressing organizational diversity, one common misnomer is that the mere implementation of diversity policies will automatically facilitate change and instantly dispel any notion of discrimination. The reality is that organizations must address diversity at the individual, interpersonal, group and organizational levels if they expect long term systemic change. This requires an approach which lays out the value proposition for diversity which will build ownership and buy in.
This requires great tenacity and demonstrated commitment of senior leaders to promote a gradual shifting of the mindset -- applicable to each and every individual. Diversity must be both policy and practice and must work in tandem with the companies’ overall business strategy. Thus failure to incorporate critical employee programs into that strategy (e.g. succession planning, mentoring, the establishment of employee-resource groups, etc.) may demonstrate to its employees a lack of true commitment to the diversity plan for the long-term, and will ultimately hinder its credibility and endanger its sustenance.
When crafting a diversity strategy, consider:
- What is the organization’s definition of diversity and how has it been articulated?
- What are the long term goals for diversity and how will these goals impact the business?
- Has the organization articulated a value proposition for diversity that is SMART? (Specific, Measurable, Achievable, Realistic and Timely)
- Is diversity what people in the organization do or is it in addition to what they do?
- Who is accountable for diversity and how?
- Is the organization interested in being diverse or simply looking like it is diverse?
- Are diversity efforts limited to raising awareness and training or is it linked to organizational success?
- How will the organization measure its success in the short, medium and long term?
- Are senior leaders responsible for diversity efforts as part of their business and performance objectives?
- What will success look like?
Some organizations are attempting to replace the term ‘diversity’ with ‘inclusion’. It will take more than a change of term for success. Success is measured by the core principles, policies and procedures that are implemented to enable individuals and the organization to benefit from both differences and similarities in an increasingly dynamic and diverse workplace. This isn’t your father’s workplace!