Changing Cultural Diversity In The Workplace
Running head: Cultural Diversity Changes in the Workplace
Changing Cultural Diversity in the Workplace
Mary J. Shaw
Altenburg, Missouri
Abstract
Diversity and inclusion in the workplace are laudable benchmarks, but making it a standard that all employees embrace requires an effective plan all will buy into. Factors such as the rising numbers of immigrants, mergers or joint ventures with companies in other countries, the rising use of temps and contract workers, and the increasing globalization of business are a few of the forces making our workforce more diverse. With this growing diversity, companies must be constantly adjusting their diversity programs to meet these challenges. This paper takes a look at some of the changes …show more content…
that organizations can make to be successful.
Changing Cultural Diversity in the Workplace The goal is to understand the meaning of diversity in the workplace and learn from the most effective diversity programs , even when it is clear that what makes a company truly diverse has become increasingly complicated over the years. Most agree that an effective diversity program is one designed to reduce racial and gender inequality in the American economy. The simplest meaning would be, diversity is variety — different ethnicities, races and genders represented within a workforce at every level, from the mailroom to the boardroom. Many experts maintain that representation is the backbone of a strong corporate diversity program. Strategic recruitment and retention programs help achieve this goal, with a blended workforce as the end result. While representation is an important measure, it should not be the only measure. Companies need to look beyond representation and begin seeing diversity as something much richer and all-encompassing. There are usually 10 steps that represent a systematic way for an organization to develop, implement and sustain its diversity and inclusion policies. The 10 steps are: promote diversity as a priority; secure top level buy-in; create and communicate the vision; form a multi-level diversity and inclusion action team; assess the current state of diversity and inclusion in a company; write a diversity and inclusion plan; provide education and training; measure the impact; monitor performance and accountability; and finally, review and revise (Kopenkoskey, 2012). Such a 10-step plan is necessary because human nature tends to make assumptions toward others without knowing who they really are, but before managers rush into the process, four key areas must be considered: values, culture, accountability and leadership. Values, represents the beliefs of the company and it should be include in statements about how people are viewed, what the organization stands for and how they want to be known.
Culture, meaning what a company is known for. It represents the kind of environment that has been created. Culture is created and can be changed by fervently held ideology and indoctrination.
Accountability, which ensures a company, is walking the talk and that policies and procedures are followed so the organization develops the kind of culture it desires.
Leadership, which is the key to the success of any diversity and inclusion initiative. Leaders make or break an organization’s diversity and inclusion efforts. Leaders must commit to making diversity and inclusion a reality and be able to create a high level of trust with all employees (Kopenkoskey, 2012). A devotion to diversity must begin at the top, with the widest integration. The business goal for diversity should be made clear. Then there should be tangible, actionable goals, accountability and oversight by senior leadership. Compensation should, in part, be determined by success with diversity. There should be ongoing commitment of training and education and regular communications around the strategy. What really counts to make it sustained and institutionalized is that it gets integrated into everything that is done. Once diversity is tied to business goals, it needs to be sufficiently inclusive to build alliances and bridges, rather than create disruption and discord. While the focus must be on building successful diversity practices within, companies need to remember that their desire for diversity is in essence an attempt to mirror the differences within society (Davidson, 2011). Companies with effective diversity programs must stay in touch with the outside world. A diversity program should contribute in a positive way to the economic advancement of the community or communities in which the company is located in order to contribute to the development of the workforce and the quality of life of the people who live there (Diller, 2011). Along with that purchasing programs where companies make a special effort to reach out and make purchasing agreements with minority and women-owned businesses. Talking to local organizations with community connections, including churches, cultural institutions and colleges can help companies connect with candidates. They can also enlist help from nonprofits or from websites like diversityworking.com; that offer searchable channels of minority job hunters. Companies should not limit searches to local chapters or schools. If out-of-area workers can be used, expanding the search to other cities, states or countries. Also, talking to employees for referrals, since they will have peers in the industry or know qualified candidates who may be looking for work can help in the search. The relationship can also help new employees adjust to the move. Offer rewards for successful referrals. Companies can develop and implement an equal opportunity employment policy that follows the EEOC (U.S. Equal Employment Opportunity Commission) guidelines. The goal is to establish a meritorious hiring practice that is age, race, gender and minority neutral. Creating a committee to help implement the policy and come up with new ideas on how to attract more diversity to the company is the best way to start. Amend the company mission statement to reflect this change. Make the job more compelling to job hunters by emphasizing details that will attract a more diverse candidate pool. Be culturally sensitive when describing what makes the company a good place to work. Other things like providing diversity training in the workplace. All employees should understand that hiring decisions are based on finding the best candidate and not by quotas. Making the recruiting process more transparent can help ease the minds of skeptical employees.
Also making sure managers fully understand the benefits of a diverse workplace. They will be implementing personnel policies so they should be fully committed to supporting the practice. Companies can offer benefits such as onsite daycare, childcare subsidies and flexible schedules, and let new hires know that they are willing to accommodate cultural and religious holidays and diversity-friendly (but office appropriate) apparel choices. If the community doesn’t have familiar cultural offerings like ethnic restaurants, specialty markets or international movies, they can work with the local chamber of commerce to campaign for more diversity and fill those needs (Harvey & Allard, 2012). Give new hires a reason to stay. Devote an equal amount of time and effort in retaining new employees. Familiarize them with the new job and company culture. The first few weeks can be the most difficult time for any employee. It’s important to show they have a future in the company. Clearly communicate opportunities for advancement. Set up mentoring programs to build close working relationships. Finding mentors that share personal interests can foster new friendships (Kopenkoskey, 2012). Form affinity groups that empower small groups of employees to brainstorm about improving products or expanding into different markets. Companies get new ideas and employees are reassured their differences are assets. Managed well, diversity provides benefits that increase success. However, when ignored or mismanaged, it brings challenges and obstacles that can hinder the organization’s ability to succeed. The right question then is not, do we have to deal with diversity, but rather, how do we manage it to reap its potential benefits? At its core, diversity is about inclusion and exclusion. The foundation for effectively leveraging diversity lies in defining it in a broad and inclusive way. Organizations that define it broadly, involving all dimensions of similarity and difference around which there are inclusions and exclusions that affect the business, find that there is greater buy-in and strategic relevance (Harvey & Allard, 2012). There is also a stronger business case and less resistance when all in the organization can see themselves reflected in the definition and can identify inclusions and exclusions that play out in the organization every day through us-versus-them attitudes, stereotypes, assumptions, preconceived expectations, and differences in treatment. Diversity defines America.
From the census to the break room, it doesn 't just boil down to the color of your skin; diversity includes age, race, culture, gender, sexuality and values. Workplace diversity is not only unavoidable, it 's beneficial. With a variety of backgrounds and viewpoints comes a greater pool for problem solving, creativity, and innovation, and a truly diversity-conscious company will welcome the variety. Improving diversity consciousness in the workplace is critical to a successful work environment, and it simply means that employees are not only aware of diversity, but they are also embracing it. Diversity is about setting a mindset of valuing the differences in people and recognizing the similarities, it is not only about achieving results. Once this way of thinking is established, the benefits of cultural diversity in the workplace tend to come naturally.
References
Davidson, M. N. (2011). The End of Diversity As We Know It. San Francisco: Berreh-Koehler Publishers, Inc.
Diller, J. V. (2011). Cultural Diversity A Primer For The Human Services 4th Edition. Brooks/Cole.
Harvey, C. P., & Allard, J. M. (2012). Understanding and Managing Diversity . Pearson.
Kesee, C. (n.d.). Cultural Diversity Training in the Workplace. Retrieved from Small Business Chron: http://smallbusiness.chron.com/cultural-diversity-training-workplace-43290.html
Kopenkoskey, P. R. (2012, October 15). Changing workplace diversity, inclusion a tall task. Retrieved from GRBJ:
http://www.grbj.com/articles/74592-changing-workplace-diversity-inclusion-a-tall-task
Changing Cultural Diversity in the Workplace
Mary J. Shaw
Altenburg, Missouri
Abstract
Diversity and inclusion in the workplace are laudable benchmarks, but making it a standard that all employees embrace requires an effective plan all will buy into. Factors such as the rising numbers of immigrants, mergers or joint ventures with companies in other countries, the rising use of temps and contract workers, and the increasing globalization of business are a few of the forces making our workforce more diverse. With this growing diversity, companies must be constantly adjusting their diversity programs to meet these challenges. This paper takes a look at some of the changes …show more content…
that organizations can make to be successful.
Changing Cultural Diversity in the Workplace The goal is to understand the meaning of diversity in the workplace and learn from the most effective diversity programs , even when it is clear that what makes a company truly diverse has become increasingly complicated over the years. Most agree that an effective diversity program is one designed to reduce racial and gender inequality in the American economy. The simplest meaning would be, diversity is variety — different ethnicities, races and genders represented within a workforce at every level, from the mailroom to the boardroom. Many experts maintain that representation is the backbone of a strong corporate diversity program. Strategic recruitment and retention programs help achieve this goal, with a blended workforce as the end result. While representation is an important measure, it should not be the only measure. Companies need to look beyond representation and begin seeing diversity as something much richer and all-encompassing. There are usually 10 steps that represent a systematic way for an organization to develop, implement and sustain its diversity and inclusion policies. The 10 steps are: promote diversity as a priority; secure top level buy-in; create and communicate the vision; form a multi-level diversity and inclusion action team; assess the current state of diversity and inclusion in a company; write a diversity and inclusion plan; provide education and training; measure the impact; monitor performance and accountability; and finally, review and revise (Kopenkoskey, 2012). Such a 10-step plan is necessary because human nature tends to make assumptions toward others without knowing who they really are, but before managers rush into the process, four key areas must be considered: values, culture, accountability and leadership. Values, represents the beliefs of the company and it should be include in statements about how people are viewed, what the organization stands for and how they want to be known.
Culture, meaning what a company is known for. It represents the kind of environment that has been created. Culture is created and can be changed by fervently held ideology and indoctrination.
Accountability, which ensures a company, is walking the talk and that policies and procedures are followed so the organization develops the kind of culture it desires.
Leadership, which is the key to the success of any diversity and inclusion initiative. Leaders make or break an organization’s diversity and inclusion efforts. Leaders must commit to making diversity and inclusion a reality and be able to create a high level of trust with all employees (Kopenkoskey, 2012). A devotion to diversity must begin at the top, with the widest integration. The business goal for diversity should be made clear. Then there should be tangible, actionable goals, accountability and oversight by senior leadership. Compensation should, in part, be determined by success with diversity. There should be ongoing commitment of training and education and regular communications around the strategy. What really counts to make it sustained and institutionalized is that it gets integrated into everything that is done. Once diversity is tied to business goals, it needs to be sufficiently inclusive to build alliances and bridges, rather than create disruption and discord. While the focus must be on building successful diversity practices within, companies need to remember that their desire for diversity is in essence an attempt to mirror the differences within society (Davidson, 2011). Companies with effective diversity programs must stay in touch with the outside world. A diversity program should contribute in a positive way to the economic advancement of the community or communities in which the company is located in order to contribute to the development of the workforce and the quality of life of the people who live there (Diller, 2011). Along with that purchasing programs where companies make a special effort to reach out and make purchasing agreements with minority and women-owned businesses. Talking to local organizations with community connections, including churches, cultural institutions and colleges can help companies connect with candidates. They can also enlist help from nonprofits or from websites like diversityworking.com; that offer searchable channels of minority job hunters. Companies should not limit searches to local chapters or schools. If out-of-area workers can be used, expanding the search to other cities, states or countries. Also, talking to employees for referrals, since they will have peers in the industry or know qualified candidates who may be looking for work can help in the search. The relationship can also help new employees adjust to the move. Offer rewards for successful referrals. Companies can develop and implement an equal opportunity employment policy that follows the EEOC (U.S. Equal Employment Opportunity Commission) guidelines. The goal is to establish a meritorious hiring practice that is age, race, gender and minority neutral. Creating a committee to help implement the policy and come up with new ideas on how to attract more diversity to the company is the best way to start. Amend the company mission statement to reflect this change. Make the job more compelling to job hunters by emphasizing details that will attract a more diverse candidate pool. Be culturally sensitive when describing what makes the company a good place to work. Other things like providing diversity training in the workplace. All employees should understand that hiring decisions are based on finding the best candidate and not by quotas. Making the recruiting process more transparent can help ease the minds of skeptical employees.
Also making sure managers fully understand the benefits of a diverse workplace. They will be implementing personnel policies so they should be fully committed to supporting the practice. Companies can offer benefits such as onsite daycare, childcare subsidies and flexible schedules, and let new hires know that they are willing to accommodate cultural and religious holidays and diversity-friendly (but office appropriate) apparel choices. If the community doesn’t have familiar cultural offerings like ethnic restaurants, specialty markets or international movies, they can work with the local chamber of commerce to campaign for more diversity and fill those needs (Harvey & Allard, 2012). Give new hires a reason to stay. Devote an equal amount of time and effort in retaining new employees. Familiarize them with the new job and company culture. The first few weeks can be the most difficult time for any employee. It’s important to show they have a future in the company. Clearly communicate opportunities for advancement. Set up mentoring programs to build close working relationships. Finding mentors that share personal interests can foster new friendships (Kopenkoskey, 2012). Form affinity groups that empower small groups of employees to brainstorm about improving products or expanding into different markets. Companies get new ideas and employees are reassured their differences are assets. Managed well, diversity provides benefits that increase success. However, when ignored or mismanaged, it brings challenges and obstacles that can hinder the organization’s ability to succeed. The right question then is not, do we have to deal with diversity, but rather, how do we manage it to reap its potential benefits? At its core, diversity is about inclusion and exclusion. The foundation for effectively leveraging diversity lies in defining it in a broad and inclusive way. Organizations that define it broadly, involving all dimensions of similarity and difference around which there are inclusions and exclusions that affect the business, find that there is greater buy-in and strategic relevance (Harvey & Allard, 2012). There is also a stronger business case and less resistance when all in the organization can see themselves reflected in the definition and can identify inclusions and exclusions that play out in the organization every day through us-versus-them attitudes, stereotypes, assumptions, preconceived expectations, and differences in treatment. Diversity defines America.
From the census to the break room, it doesn 't just boil down to the color of your skin; diversity includes age, race, culture, gender, sexuality and values. Workplace diversity is not only unavoidable, it 's beneficial. With a variety of backgrounds and viewpoints comes a greater pool for problem solving, creativity, and innovation, and a truly diversity-conscious company will welcome the variety. Improving diversity consciousness in the workplace is critical to a successful work environment, and it simply means that employees are not only aware of diversity, but they are also embracing it. Diversity is about setting a mindset of valuing the differences in people and recognizing the similarities, it is not only about achieving results. Once this way of thinking is established, the benefits of cultural diversity in the workplace tend to come naturally.
References
Davidson, M. N. (2011). The End of Diversity As We Know It. San Francisco: Berreh-Koehler Publishers, Inc.
Diller, J. V. (2011). Cultural Diversity A Primer For The Human Services 4th Edition. Brooks/Cole.
Harvey, C. P., & Allard, J. M. (2012). Understanding and Managing Diversity . Pearson.
Kesee, C. (n.d.). Cultural Diversity Training in the Workplace. Retrieved from Small Business Chron: http://smallbusiness.chron.com/cultural-diversity-training-workplace-43290.html
Kopenkoskey, P. R. (2012, October 15). Changing workplace diversity, inclusion a tall task. Retrieved from GRBJ:
http://www.grbj.com/articles/74592-changing-workplace-diversity-inclusion-a-tall-task