Diversity matters
Much has been said and written about the need for ushering in diversity and inclusion policies at workplace. The need for offering equal opportunities for women and specially-abled people, and the necessity of eliminating biases against all minorities – ethnic, sexual or linguistic are elements that are high on the minds of most human resource managers. For many this concept remains a powerful slogan on paper that fails to find enough policy backing to be implemented in spirit. For others, the investments in finances, time and energy required to overhaul the fabric of an organization to make it amenable to a diverse workforce are not worth the effort.
However, it is pertinent to underline that nurturing diverse and inclusive workforces is not just ethical but also smart. In a rapidly changing world where the age-old edifices of beliefs and work culture are being challenged, investing in diversity and inclusion makes real time business sense. Having a diverse workforce transforms your workplace from a monochrome to a multi-hued entity.
Inclusive polices at workplace throw your doors open to a truly diverse workforce which in turn lends your organization the benefit of having a wide variety of problem solvers on the board. Come to think of it, different kinds of people bring different approaches to work. This is why an amalgamation of people of different hues immensely enriches the workplace. It saves your organization from becoming a monolith which hires clones as employees. Moreover different people imply more thoughts and ideas. When organizations work diligently towards implementing diversity plans and ensuring that each individual feels liberated and accepted in the office environs, they experience a series of benefits, both tangible and intangible. To cite an example, a 2007 study by research organization named Catalyst, found that among the Fortune 500 companies those that had more female board directors achieved higher financial performance.
INCLUSION DOESN’T END AT ACHIEVING PARITY
People tend to think that eliminating all biases during the hiring process fulfils the need. However, the truth is that equitable hiring is only the starting point of ensuring inclusion. At every point in an employee’s work cycle, the organization has to walk the talk on being an equal opportunity employer. This entails equitable choices while giving work opportunities, while rewarding, promoting as well as rolling out policies that take into account the different needs of different employees. Nothing other than quality, efficiency and ability of candidates must impact the way the organization treats them. The fact that a woman might have different needs than a man must not act as a road block for her career growth and progression. We often encounter a tendency among managers to reward and value male employees more since they are easily available till late hours. This is clearly a case of internalized gender bias where another element takes precedence over quality of work. Being an equal opportunity employer means that you will hire, nurture and promote the best candidate even if she is on course for a maternity break. We often see a clear gender bias when organizations describe their jobs profiles. When you clearly lay down in your requirements that the job entails ‘regular late night availability’, you are subtly but firmly implying that women are not welcome to the profile. This language bias must end. When it comes to diversity, we often tend to limit our focus to gender. However, people with disability are equally important diversity candidates.