When Diversity Harms Individual Wellbeing

There’s so much talk about why Diversity is good for organisations

What if Diversity was bad for you as an individual?

Get your pen and paper ready because we’re talking about research that shows that Diversity may not be good for you as an individual

This is the second in a two part series based on a paper called Perceived diversity and employee well-being: mediating role of inclusion

By  Akanksha Jaiswal and Lata Dyaram

In today’s show we discuss several things including:

  • A refreshingly honest research paper
  • The double edged sword of Diversity
  • A problem I want to protect you from and much more

Here’s some of what we discuss on the show:

Surface level diversity harms work based employee wellbeing

“Surface diversity had a negative relationship with wellbeing”

Knowledge diversity is good for work based employee wellbeing

“Where people were different in terms of educational background, tenure, qualifications… this had a positive effect on wellbeing”

We need to be really clear about what we’re measuring

“wellbeing was defined in terms of work environment and work characteristics;  This is really important for the results”

SHOWNOTES

Perceived diversity and employee well-being: mediating role of inclusion

PhD Thesis

3 Types of Diversity You Need To Understand To Create Inclusion

Six Rules For An Inclusive Organisation Using Procedural Justice

The Reason People Leave their Boss and Not their Job: Interactional Justice

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