/ DIVERSITY, EQUITY, & INCLUSION
The Culture of Diversity
W
by Keith Hutchings
HEN EXAMINING ELITE PERFORMING ORGANIZATIONS , the common thread is culture. Organiza-
tional culture is the primary driver of group success. Great companies consistently place culture as one of the most important focuses for energy, resources, and staff. The reward is a workforce where every employee lives the company’s values and realizes those precepts through every effort. Properly cultivated, people both join the team and give their best. Unfortunately, when attempting to maximize employee contribution, organizational diversity is not always realized. Diversity would seem an easy goal but most organizations are ill-equipped to successfully develop a diverse workforce. Traditional efforts continue to yield inconsistent and unsustainable improvements, further generating a lack of ethnic variation. What is missing is a culture that produces diversity.
Core Values The takeaway is that if an organization truly desires diversity, the culture must promote it. Core values must do more than call for excellent customer service and deliver outstanding products or services. Values must reach the psyche of potential team members and consumers. They must provide the reason to support the organization while demonstrating the value of becoming a part of the team. People must see themselves as a comfortable cultural fit: ■ Comfort in the culture will go a long way to attract and retain employees in the work environment. For most minorities, the workplace is often an experience where their uniqueness can be uncomfortable. Imagine being the only woman a workspace full of men. Such environments can be intimidating in the absence of inclusion and acceptance. For this reason, the culture of a diverse workplace must promote and feel inclusion and safety.
■ Inclusion manifests
when contributions of minority groups are acknowledged and valued beyond a superficial measure. Organizations that implement and
Understanding appropriate conduct at a business gathering or conversing with a team member or customer who may not share the same personal experiences is vital and not readily learned by osmosis.
a team member or customer who may not share the same personal experiences is vital and not readily learned by osmosis. Mentoring as a tool will assist in filling the knowledge gap. ■ Leadership drives cultural change, producing mentoring, recognition, inclusion, and cultural fit. If a company is to achieve a culture of diversity, the direction and support must come from the top. When leadership is committed to driving diversity, the entire organization and its customers benefit. If those at the top are committed to developing and driving a culture of diversity, the rest of the organization will follow. Minorities are attracted to organizations that care about the diversity of their team members.
Recruitment reward contributions of minorities benefit, creating loyalty and commitment. Multiplication of newly gained loyalty and commitment expands as opportunities for advancement occur. ■ Deliberateness in planning and effort may be needed to mentor professional development of historically excluded groups. Often, individuals who make up this historical group do not have access to the subtle cultural knowledge and networks that can hinder movement up the leadership structure. Understanding appropriate conduct at a business gathering or conversing with
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Culture is everything when developing the conditions to create a diverse and vibrant organization. The finishing segment is recruitment. Many challenges and excuses justify the lack of success in recruiting candidates from diverse ethnic backgrounds. Nevertheless, if a culture of diversity exists, more powerful and effective strategies must be engaged to achieve reality. Below are four potential areas for improvement: ■ Community outreach efforts that focus on underrepresented groups will generate awareness and interest in the organization. Investing support in social and cultural events, including the
