Diversity in depth - Future Focus

Four of every 10 people entering the workforce from 1998 to 2008 will be members of minority groups, according to the U.S. Bureau of Labor Statistics. To deal with this influx, organizations have to approach diversity with a strategic mind-set. Those that recognize the link between business objectives and a culture that embraces diversity will be better able to meet the challenges ahead. Adopting a "deeper" view of diversity could mean the difference between success and failure for an organization.

Many diversity initiatives just scratch the surface. They are narrow in scope, superficial and "easygoing."

The problem is that such programs do not change anything. They rarely involve the leaders of the organization. In some instances, diversity programs turn into business meetings, discussions of quarterly results and the like, with diversity relegated to window dressing. It lacks the knowledge and skill development necessary to improve and sustain workplace relationships.

In contrast, a deeper view of diversity can ensure that it becomes embedded in the life and culture of the organization.

Arne Naess, Norwegian philosopher and author, has said: "The essence of deep ecology is to ask deeper questions. ... We ask which society, which education, which form of religion is beneficial for all life on the planet as a whole." We need the same kind of thinking in our diversity work. This requires a different attitude. This approach sees diversity as a vision and a process beyond mere compliance. And it may require taking some risks.

How can this be done?

* Make sure your diversity initiative encompasses the entire organization. Top leadership needs to be the driver, providing forums and platforms for dialogue. You need to move from presentation to conversation. Talking about key issues, no matter how challenging, will enhance our understanding and lead to better solutions.

* Understand how diversity affects the bottom line of your organization. Results from Impact of Diversity Initiatives on the Bottom Line, a 2001 survey by the Society for Human Resource Management and Fortune magazine, showed that 79 percent of HR professionals at Fortune 1,000 companies believe that diversity improves corporate culture, 77 percent believe it improves employee recruitment and 52 percent believe it improves client relations. We must link diversity and organizational success.

* Modify the institutional mechanisms that shape the organization. Many organizations talk about, creating inclusive environments in which all employees can participate. But for inclusion to survive over the long term, some institutional mechanisms may have to be altered. Diversity should cause you to look at the systems by which the organization functions. If older workers are a rare sight within your organization, for example, or if the turnover rate is high for nonwhites, look at the systems that create those conditions. Find out how the culture treats anyone who is considered an outsider. In short, identify and seek to eliminate policies and practices that obstruct people's natural desire and ability to grow and learn.

Deep diversity is a movement toward redefining who belongs. It usually involves dealing with those who want change and those who have a stake in the status quo. This is an appeal to HR and diversity professionals to break new ground, to dig deeper. In an era of rapidly changing demographics, no one can afford to leave anyone behind.

For more information on emerging issues, visit www.shrm.org/trends.

TODD CAMPBELL IS THE MANAGER OF THE DIVERSITY INITIATIVE AT SHRM.

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