The term "diversity"
seems to be everywhere these days. But what does diversity really
mean, and how can it benefit employers and workplaces? How do
recent court cases challenging affirmative action and alleging
reverse discrimination influence how employers handle diversity
programs?
A reverse discrimination lawsuit brought
against Eastman Kodak last year by a white male middle manager
highlights the importance of implementing and communicating diversity
programs that emphasize the benefits of diversity to all members
of an organization, not just racial or gender minorities. Martha
Frase-Blunt points out that like Eastman Kodak, organizations
that "frame diversity in terms of racial or gender discrimination…are
in danger of fomenting employee resentment-if not lawsuits-which
surfaces as low morale, high turnover and poor productivity."
So if diversity is not about racial or
gender discrimination, what is it about? Fundamentally, diversity
means "honoring and actualizing individual differences,
including those of the so-called majority-white males,"
says Sondra Thiederman, president of Cross-Cultural Communications,
a San Diego-based consulting firm. Diversity is not the same
as affirmative action, which is quantitative and focuses on recruiting
and hiring people of specific races, genders, or cultures. Instead,
diversity is qualitative and seeks to "maximize potential
for all employees".
Texas Instruments (TI) of Dallas is one
example of an organization that has embraced the spirit of diversity
in its "business resource groups," which include groups
for Muslims, single parents, gays and lesbians, blacks, women,
and Indians, among others. The key to these groups' success has
been their inclusive nature: "Our women's groups have male
members. The executive sponsor of the black employees' groups
is a white male," says Terry Howard, TI's diversity director.
"I'm a member of our gay and lesbian group, even though
I'm straight." These groups are not simply for social networking,
however; the company insists that each group function for business
purposes and contribute to the company's success.
Frase-Blunt emphasizes that organizations
must link diversity initiatives to the bottom line. Turnover
and retention, recruitment, productivity, salary equity, and
advancement are all indicators of how successful a company is
at managing diversity issues; if diversity is not valued or is
mishandled, all of these factors will suffer. Diversity must
be presented to the organization in this light, says Todd Campbell
of the Society for Human Resource Management. "The key message
should center on what's in it for them, even to the point of
demonstrating the positive impact on stock prices, corporate
image and the ability to attract the best and brightest candidates
from all groups. Point out that this correlates to company profits,
and, therefore, job security and rewards."
This article would be helpful for any manager
seeking to better understand what diversity means in today's
workplace.