Managing diversity
Diversity is a broad term. We often narrow down the scope while defining it specific to the organisation. It should ideally encompass physical abilities, heritage, age, gender, sexual orientation, and gender identity. The impact of diversity (positive or negative) is very obviously seen in the team and organisation at large. These dimensions are important attributes that may even contribute to an employee's performance, team interactions and affect his growth prospects. With such deep rooted impact, today diversity and inclusion program has become a key ingredient in the growth and success story of any organisation. It has several layers yet to be revealed.
The organisation's maturity level plays a big role in embracing diversity with all its characteristics and is generally successful when used with a top-down approach. Diversity as a default must also be factored in while devising employee policies like transfers, promotions, recruitment, training, merit increase exercise. Certain characteristics manifest themselves in the most unexpected situations. For instance manager's preference or bias for hiring people from his own community or sect can topple over the balance in the team. Though done subtly it can stay with the team members for a long time to come as it reflects in the behaviour, demeanour of an individual.
Diversity imparts tremendous benefits to the team in terms of improved morale, team spirit, fresh perspective. It encourages mutual respect and tolerance which goes a long way in inculcating right values and ensures common good and societal development. Chandrashekhar Mukherjee, chief people officer, NSE shares his views on the benefits accrued by the organisation. He encapsulates, 'Diversity adds value to the organisation in the following ways:
- Enhanced and better talent pool
- Enhanced competition among employees which leads to better performance and productivity
- The organisation and its employees understand the diverse culture of its environment better, hence can innovate and create new / better products for various sections of society
- Create an open, flexible and learning organisation, hence leads to better teamwork and promotes a professional work culture in the organisation
- Finally leads to better top line and bottom line
Cross cultural training workshops and sensitizing people helps instilling the desirable values and allows employees to experiment, think out of the box. Improvisational attributes and tactics can generate better ideas than trained professional brains which are generally confined to thinking in a set manner. On the flipside, when mismanaged it can tarnish the image of the organisation and cause irreparable damage. It could result in formation of groups and sub groups and being a non-controllable variable with a deep rooted impact, it can affect the morale of the team at large. The key element here is "communication". The planned communication exercise has to adhere to the 3C's namely correct, constant and cautious communication (intent) with the employee base can help attain positive outcomes from diversity.
Diversity concepts have varied aspects and no sacrosanct reference module to give all answers. Best way forward or most suitable approach is formulated basis the situation and peripheral criteria involved. Hiring solely One IT company devised a method by investing in teaching employees about associative thinking and thought they may earn good ROI. Associative thinking capabilities when boosted or mind is intrigued in that direction, output can be multiplied. Initially it worked for them and the team responded positively to having people from different sects, ethnicity and cultural backgrounds. But as soon as they implemented phase II of the same project they extended it to involve people with special abilities as part of the project. But this move backfired as the team and the infrastructure was not adequately equipped to handle the challenge. This led to the formation of a new module.
Several industries across sectors started forming screening committees or panels with diverse dimensions to allow neutral and non-bias discussion on hiring specially-abled people. Another major area was facilitating them around campuses. A Disability management module was launched which aimed at prevention and facilitation for the employees.
- Special software which worked on oral commands were installed on machines for visually impaired lot
- Providing education and early intervention services to prevent or minimize the effects of disability in the workplace
- Assisting employees with disabilities or medical conditions in overcoming work-related restrictions or limitations
- Implementing contract provisions regarding return to work, training existing work force to accommodate the new hires and ensure appropriate allocation of work
- Providing inclined platforms for easy movements of wheel chairs
Another important aspect is gender equality. Most organisations today take pride in claiming "we are an equal opportunity organisation". This claim has to reflect more in actions rather than policy documents. It reflects in various forums and external platforms, company vision, value proposition offering, board formation. In turn, it promotes meritocratic and performance based growth culture. Lot of companies undergo the 'Buzz fetish', especially the young and dynamic start-ups. They want to have the latest hot picks for policies to attract talent and create waves in the market. Mr. Guruvayurappan PV, Vice President and Head – Human Resources, Omega Healthcare shares, 'Equal opportunity policy is not a passing fad; it has its own merit. Lot of times, it helps organisations prevent workplace discrimination from employment actions. Among other things, equal opportunity policy:
- Serves as a guideline for recruiters while sourcing candidates
- Helps HR and line managers while assessing candidates for career progression
- Helps organisations to keep their reputation intact'
Dr. Rajesh Save, Global Head – HR, Syntel concludes with the thought, 'The definition of diversity has changed today. In addition to creating a workplace inclusive of race and gender, many organisations are seeking value in something even simpler – Diversity of Thought. Today, it is important to have talent that thinks differently and helps organisations against groupthink, as we want more and more of our employees to be problem solvers. With millennials as the new entrants to organisations, the future belongs to a diverse workforce. It may be more prevalent in IT, but is catching up pretty fast in all other business landscapes. Diverse but cohesive workforce always gives multiple perspectives and, thereby, makes the enterprise more effective. Each employee has their own unique set of strengths and weaknesses. When managed properly, diversity can leverage these strengths and complement the weaknesses. Thus, the impact of the workforce is greater than the sum of its parts. Another major advantage for the employees is their exposure to new ideas which will help them become well-rounded members of the society.' Organisations today are required to be willing to challenge and revise the policies when they cause a hindrance. Even while identifying the right talent, ability to work effectively in a diverse work environment has to be considered as a competency required for the role fitment. Awarding and appreciating inclusive behaviour can send the right message to the employee base. Leveraging on the differences can actually provide a competitive advantage to aid and achieve rounded growth for the organisation.
