Meet diversity 2013

meet diversity 2013

Saturday April 20, While the traditional notion of workplace diversity may refer to representations of Especially for global organisations, diversity in a workforce can optimise an organisation's ability to meet the needs of each market . The Diversity and Inclusion Working Group (DIWG), chaired by Chief Diversity Officer Mark Brimhall-Vargas, has been working this semester. meets the needs of all learners, and delivers quality learning experiences and learning outcomes for the diverse NHS workforce. We do this by.

Using this lens, we see two major themes emerging that can help companies transition from simply meeting minimum regulatory requirements for diversity to building an inclusive workplace that inspires all employees to perform at their highest level: Diversity of thinking as a business imperative A focus on inclusion as well as diversity itself Diversity of thinking as a business imperative Organizations can start by broadening their understanding of diversity to focus not only on the visible aspects of diversity, such as race, gender, age, and physical ability, but also diversity of thinking.

Thinking of diversity in this way helps organizations to see value and to be conscious of the risk associated with homogeneity, especially in senior decision makers.

meet diversity 2013

In response to pressures to assimilate, individuals downplay their differences. Individuals may blend into the mainstream through their self-presentation, including grooming, attire, and mannerisms. Individuals may avoid behaviors widely associated with their identity, culture, or group. Individuals may avoid engaging in advocacy on behalf of their group. Individuals may avoid associating with individuals in their own group. Most Fortune companies are seeking to create that kind of culture.

Linking diversity of thinking and inclusion Bringing these two themes together—diversity of thinking and inclusion—we suggest that organizations consider the importance of diversity when it comes to meeting specific business objectives: Companies should recruit top people from a globally diverse workforce. The importance of leadership pipelines, the No.

Driving performance and innovation: A significant body of research shows that diverse teams are more innovative and perform at higher levels. A company that fails to create a diverse and inclusive workplace risks alienating or excluding key employees, who are then more likely to disengage or eventually leave the organization.

IMF Annual Report on Diversity at the Fund

How better to understand and respond to diverse customer needs than by tapping into diverse employees? From where we sit, this is one of the most significant gaps in the diversity story, with the breadth of ideas and experiences from a more diverse front line falling by the wayside as decisions are made by more distant, homogenous teams that sometimes fail to fully include diverse perspectives.

In a broad range of industries—including retail, hospitality, food service, oil and gas, insurance, and even banking—a diverse workforce creates opportunities to appeal to a more diverse customer base. Inclusion is the mechanism What this all adds up to is that high-performing organizations recognize that the aim of diversity is not just meeting compliance targets, but tapping into the diverse perspectives and approaches each individual employee brings to the workplace.

Moving beyond diversity to focus on inclusion as well requires companies to examine how fully the organization embraces new ideas, accommodates different styles of thinking such as whether a person is an introvert or an extrovertcreates a more flexible work environment, enables people to connect and collaborate, and encourages different types of leaders.

Much more than a focus on programs, this effort needs to focus on cultural change: Research by Deloitte Australia shows that high-performing organizations are characterized by their commitment to diversity and a culture of inclusion. In the areas of customer service, innovation, safety, and more, the message from employees is the same: Organizations that support diversity and that also make employees feel included are much more likely to meet business goals than those organizations that focus on diversity and inclusion in isolation or focus on neither.

One essential component of building a strategy of inclusion is recognizing the biases in the way each of us receives and processes information and the historical biases in our systems of work.

Given the critical importance of retention in our survey, inclusion becomes a key strategy for success. He led by example, taking the Harvard Implicit Association Test and sharing the results with his team. He aimed to prove his commitment to diversity and inclusion and show that he could only mitigate his own unconscious biases by being aware of them first.

The program involved interactive workshops, storytelling, videos, self-paced activities, homework, coaching, and reading, all designed to help leaders shift their mindsets and behaviors.

And it broadened the conversation from one about diversity to one about diversity and inclusion, from demographics to diversity of thinking, and from compliance to business imperative. To help take this from a program to a sustained focus of attention, Henry appointed a full-time diversity and inclusion manager to implement change.

During a time of downsizing, this was a potent symbol of the value he placed on diversity and inclusion. These steps yielded several notable results.

Nine months after the first leadership intervention, 88—94 percent of leaders reported that they understood what they needed to do, that they had changed their behaviors, and that they knew they were accountable for change. Critically, 72—76 percent of staff agreed that their leaders were behaving differently—that is, more respectfully and inclusively—and that their teams were now more collaborative.

Inthe program was expanded to include all leaders and all staff, which was a huge investment of time and energy. Where companies can start Many organizations have not put enough effort into understanding what makes people feel included.

According to Claudia Cadena, director of strategic human capital management at SapuraKencana Petroleum Bhd, the composition of a team will dictate its potential for success.

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There needs to be a mix of capabilities to ensure that essential components and skills from strategic planning, execution, follow up to communication abilities and conflict resolution are present. This amalgamation of diverse individuals also sets the stage for creativity as different ideas can be tested against one another, and new ones may be birthed.

Employees stand to experience more personal growth in an environment where they are exposed to differences in culture, opinions and ideas. The following can is also be said: The more you know, the better your capacity to test and refine your own perspectives and opinions.

Employers will have to improve their ability to adapt to different circumstances in a diverse environment. They have to work through differences in personality, culture and background. Underlying ethno-centric notions may finally be brought to the fore and confronted as they learn to work with different styles and cultures.

As every person has different skills and possesses varying strengths, these can be combined for greater performance and productivity. Technical strengths in one individual can be united with the management strengths of another, and the sales strength of yet another. Likewise, the cultural expertise of diverse individuals can be leveraged for the benefit of the company.

Representatives of specific demographics can be paired with clients of the similar backgrounds, helping clients feel more comfortable and sense an affinity with the employee, and thereby, the organisation. A work place that is open to exploring new ideas and styles is especially appealing for the adventurous open-minded employees of Generation Y. As individuals have their unique time commitments, having a varied group helps ensure that work tasks can be fulfilled at all times of the year.

Power generation company Malakoff Corp Bhd ensures that various races are represented particularly in their roles that involve shift work, as pointed out by Siti Hajar Mohd Dahlan, AVP of human resources. Acknowledging that various ethnicities and religions have different celebrations they adhere to, making sure they have a diverse group of employees ensures there is a workforce across different festival periods during the year.

Feel good images of effortless synergy, the harmonious combination of different perspectives and a melting pot with a fantastically delicious mix of ingredients may be easy enough to talk about.

meet diversity 2013

However, we would be ignoring the challenges firstly of advocating diversity and then managing it in a manner than ensures it is a strength, and not a human resource and operational nightmare. The goal, according to Martin, is to create an environment where every employee has opportunities to be successful and where their differences are leveraged for the success of the organisation.

meet diversity 2013

Subconsciously, every person has a tendency to draw on their hidden biases when making decisions about who they think will be the best candidate for a particular role or opportunity. They may favour people of a particular race or educational background, gender or individuals of a certain a personality type. A quick glance at the leadership composition of an organisation can reveal predispositions that they are inclined towards.

Culture, personality and background differences can erect social divisions between employees that they need to recognise and overcome.

Why workplace diversity is important for every organisation - Career Guide |

Naturally, this can present disruptions when working in teams as individuals learn to adapt and understand on another. However, this can turn to an advantage if individuals recognise that different, sometimes conflicting ideas, are important to make sure a team does not have tunnel vision.

The starting point, therefore, is to first define the type of diversity that your organisation needs to succeed. Identify what is important for your organisation and then set the appropriate goals and measures so that employees understand what is needed to succeed in this endeavour.

Different companies adopt different approaches.