by Amarendra Bhushan
Firms that have already recognized the value of a diverse work force and made a sincere effort to maximize its contributions have learned that changing hiring policies will not in and of itself ensure success. A strong commitment from company leaders is also critical.
"The correct question today is not `How are we doing on race relations?' or `Are we promoting enough minority people and women?' Rather, it is `Given the diverse work force I've got, am I getting the productivity, does it work as smoothly, and is morale as high, as if every person in the company was the same sex, race and nationality?'" posits Dr. Roosevelt Thomas, executive director of the American Institute for Managing Diversity in Atlanta. "What the small business owner must do is create an environment where no one is advantaged or disadvantaged, an environment where `we' is everyone and in which people feel their contributions are valued.
"When you seek to attract talented employees of diverse backgrounds, one of their considerations will be whether your firm offers a reasonable opportunity to develop to their fullest potential," Thomas emphasizes.
Open Communication
Another lesson to learn is the importance of communication and a willingness to listen to what your employees have to say.
"People often don't realize how their actions or words will be taken," observes Regina Tracy, executive director of the Small Business Foundation of America. "It usually takes a specific incident to bring this home. Creating an open atmosphere in which people feel free to raise issues without fear of reprisal is an important first step, and it doesn't cost anything."
Anita Rowe also suggests examining whether you are cutting yourself off from listening to employees. "Do you know what your employees' needs are?" she asks. "Is two-way dialogue taking place? If you see negative issues, don't ignore them. Sit down with employees and discuss how 'we' will work them out. If you empower staff members to be part of the solution, they will feel valued and that they have a tangible stake in the company."
Rowe also urges sensitivity to cultural differences, both internally and externally.
"A bank manager was helping a customer fill out account forms," she recalls. "He was joking and laughing in an attempt to make the man feel comfortable. When the customer returned home, he called the manager's supervisor to complain. In the customer's country, conducting business is considered very serious. He thought the manager was being disrespectful with his levity.
"Business owners and managers must be aware of cultural differences and how they affect customer service, as well as learn how to communicate and work with people of diverse backgrounds. Sensitivity is the key," emphasizes Rowe. "Recognize that your interpretation of a behavior isn't universal and for another person it may mean something else entirely. Question your automatic judgments or assumptions."
She adds, "I'm not suggesting that you have to change things to accommodate each different group. Workplace demands are still important. Just keep an open dialogue and an open mind."
Build Personal Relationships
Very often stereotypes, which build up over the course of many years, create barriers to acceptance. One effective method of breaking down these barriers is personal relationships, says Sally Huang-Nissen, diversity consultant to Massachusetts computer giant Digital Equipment Corporation and the Lawrence Livermore Laboratory in Berkeley, California.
"At Lawrence Lab in 1993, we piloted a one-year mentoring program that paired senior staff members, mostly white males, with new hires of a different ethnicity, gender or age," she recounts. "The goal was to have the senior staff members act as coaches and teach their partners how to do business more skillfully.
"The program was an enormous success," notes Huang-Nissen. "After 12 months, 22 of the original 24 pairs remained together. The two that dissolved did so because they felt they had fulfilled their objectives. Moreover, although initially the pairings were only intended to last a year, all 22 wanted to continue. And the program has subsequently been expanded.
"Once people form a personal relationship, their entire outlook changes," she continues. "One-on-one relationships remove mistrust and fear and increase opportunities for people to feel comfortable talking with others who may be different from them in some regard."
Diversity Training Options
If you don't feel comfortable undertaking some of these programs on your own, you may want to hire a diversity consultant to work with you and your staff. However, a word of caution. Diversity training has become an industry in itself, replete with its own share of charlatans. So choose trainers and consultants carefully, and be sure to ask for - and check - references.
If you can't afford outside help, another option is turning to the many publications and newsletters available today which are filled with helpful exercises. Or contact your local university or community college about classes and workshops.
Small Company Advantage
Smaller firms have the best chance of establishing a truly diverse culture and managing it successfully, many experts agree. Typically not burdened by a large, entrenched bureaucracy, it is easier for them to make changes while the business owner maintains greater control of the process.
"In smaller organizations, people are often less threatened by diversity," notes Huang-Nissen. "They develop trust more quickly and are more open, and there tends to be a greater level of confidentiality."
In addition, smaller companies have fewer candidates competing for a job. Since their choice of potential employees can be limited, small firms must think about using the most qualified people available, regardless of their backgrounds.
Customers have their own expectations as well. Says Roosevelt Thomas, "Diversity has competitive implications. Customers expect small businesses to be more mindful of differences and to better serve their needs."
He pauses, thoughtfully. "In a country seeking competitive advantage in a global economy, the goal of managing diversity is to develop our capacity to accept, incorporate and empower the diverse human talents of the most diverse nation on earth. It's our reality. We need to make it our strength."
Best Practices Checklist These practices have been compiled from observing and participating in the successful implementation of hundreds of inclusivity initiatives.
Do you have a workplace inclusivity strategic plan?
Do you have formal policies and procedures in place for promoting your inclusive work environment?
Have you made the business case for all of your diversity initiatives?
Have you done your research internal and external customer data? (See article in this issue)
Do you have a workplace inclusivity/diversity advisory or steering committee (ad-hoc employee group)?
Do you conduct structured group interviews for open management positions?
Do you have a formal, fully-inclusive mentoring program?
Are you attempting to diversify your recruiting pool while maintaining high standards?
Are you conducting diversity training for managers, supervisors, and employees?
Have you completed sexual harassment prevention training for all of your employees?
Do you offer more advanced courses in gender communications, problem-solving, and conflict management for diverse employees?
Have you developed an in-house diversity resource center complete with books, videos, newsletter, and other educational materials like multicultural calendars and made all of this available to your employees?
Are you acknowledging and celebrating the diversity within your employment ranks before attempting to value and manage your diversity (events, activities, etc.)?
What are you and your organization doing? What is working? Share your successes and what you learned from your failures. Seek credit for your organization or submit anonymously. I guarantee confidentiality if you desire it.
Meet Amarendra Bhushan, A leading Strategic Human Resource Consultent, MBA from American university of athens, greece, also editing The European journal of NRI finance magazine (The TRIBUNE). As one of the leading article writer, and corporate hotel professional. Advisor to various organizations and hotels. He is an elected member of south Indian hotel and restaurant federation. Now staying at city of Athens Greece. Amarendra bhushan Dhiraj Athens, Greece PH-0030-6947667507 abdhiraj@mail.gr