Why Your Organisation’s Approach To Diversity Isn’t Going To Work For Everyone

Is it possible to manage diversity in a way that all employees are satisfied?

The research says something that you may not want to hear

Get your pen and paper ready because I’m going to explain why your organisation’s current approach to Diversity isn’t going to work for everyone in your workplace

In todays show we discuss several things including:

  • The two Diversity approaches you need to understand
  • The hidden bias that Diversity Leaders fail to acknowledge
  • Why it’s difficult to manage diversity in a way that satisfies all employees and much more

Here’s some of what I share in the show:

Equality Led Approaches try to ignore differences in the workplace

“Equality Led approaches stress that people should be treated equally as individuals and that group differences should be ignored when making decisions, such as hiring and promotion. So let’s ignore that this person is Asian, has a disability or is working class and let’s focus on their Individual accomplishments; let’s look at their qualifications”

Difference Led Approaches try to acknowledge differences in the workplace

Difference Led Approaches emphasize that differences between groups should be acknowledged and are beneficial for work processes; this sounds like what I typically describe on this show; we refer to diversity as a management approach that recognises the value in the differences that we have as individuals”

These approaches don’t have to be mutually exclusive

perhaps you should consider the approach taken in your organisation and build on elements that aren’t mutually exclusive. This is perhaps why I focus on inclusion but also recognising those diversity values individual differences not just those of perceived minority groups”

SHOWNOTES

Colorblind or colorful? How diversity approaches affect cultural majority and minority employees

The Elements of Inclusion #4

Leaders must collaborate innovatively to leverage cultural expertise and drive business performance.

  • Why inclusive outcomes are driven by innovation
  • How developing a business case for diversity and inclusion specific to your organisation is a competitive advantage
  • Why novelty is at the heart of your inclusion journey

The Elements of Inclusion #3

Leaders must establish systems to ensure that everyone shares the same advantages and benefits. These processes will create incentives for inclusive behaviours.

  • How to augment your team with the tools and insights they need to prevent structural disadvantage
  • Why reinforcing generative norms ensures everyone belongs in the organisation
  • How inclusive representations can be embedded to promote an inclusive culture

The Elements of Inclusion #2

Leaders must redefine career development relationships to support inclusive performance.
  • Why traditional mentor relationships must be revised for an inclusive workplace
  • How leaders must embrace networks of developmental relationships for individual growth
  • Why established workplace norms must evolve for inclusion in the modern workplace

The Elements of Inclusion #1

Leaders must properly socialise people and socialise inclusive ideas by providing an environment for the cultural learning needed for an active role in an inclusive organisation

  • How your socialisation processes must evolve to encourage the sustainable cultivation of inclusive competencies
  • Why Leaders must consistently negotiate the line between organisational commitment and personal authenticity to promote performance
  • How developing intersectional self awareness can help leaders to leverage individual employee experiences