The Appearance of Diversity
Diversity, with its myriad workplace issues, can feel like a âbig encrypted code.â Although related to laws that steer you and your company away from discriminatory action, diversity exists in its own domain. âMany attempt...to act like differences donât exist. After all, if you donât notice differences, you can never be accused of treating people differently.â Though based on simple concepts, diversity can be difficult in practice. Trying to understand people and to empathize with them is more art than science.
âYou canât fight fire with fire, and you canât melt bigotry away with bigotry.â
Workplaces can appear diverse âwhen the numbers look goodâ but still not function in a way that allows diversity to flourish. You have to craft an environment that helps employees see other peopleâs âdifferences, distinctions and dividing lines with a soft gaze but with clear vision.â Quick judgments help no one in the quest for diversity. Thoughtfully considering what you think about people does help. In fact, itâs paramount. When most people reflect on diversity and what they hope to accomplish in the workplace, they develop a mental picture, a ânorm,â and then proceed from there. But norms can be dangerous because they can come between you and your co-workers. If you expect a person to act in a certain way without understanding and honoring his or her individual âstory,â you move into the dangerous territory of developing unshakable beliefs based on categorizations.
The Law and Diversity, Part 1
You might be interested in diversity because you hope to avoid potentially costly lawsuits that arise when discrimination rears its ugly head. A quick tour of US federal law reveals that you cannot discriminate based on ârace, color, religion, sex (gender) or national origin.â You cannot alter your behavior toward âqualified individuals with disabilitiesâ or individuals â40 years of age or older.â This list covers the basic âprotected classes.â Discriminatory actions include making distinctions in activities such as âhiring and firing,â access to âjob advertisementsâ and âcompensationâ practices.
âFor many in the workplace, issues of diversity â sometimes even outright discrimination â remain personal issues that arenât treated as personnel issues.â
So everyone in the workforce is theoretically covered. But encouraging diversity lies in reading between the lines of the law, in trying to promote âpositive understanding on the basis of both the legally protected classes and the groups not protected by law.â
When it comes to groups of people who are unlike you, you can hold any opinions about them that you like. But you canât voice or act upon negative opinions in the workplace. If you sow discomfort among people because of their race or gender, or make important management decisions on that basis, you have crossed the line. Developing an appreciation of diversity is the preventive action you should take. Learning and understanding can help change your ways before something negative you think becomes something negative you do. Discrimination hinges on âharmâ and diversity strives for âharmony.â While a state of harmony can certainly prevent harm, the harmony deriving from diversity also has a higher aspiration â âpromoting understanding and cohesiveness.â
The Law and Diversity, Part 2
Affirmative action is often misunderstood, but it also has higher aspirations. With the purpose of providing equal access, affirmative action sought to remedy the discrimination that for many years blocked women and minorities in the US from even applying for jobs. Despite the stereotypes attached to affirmative action, it can function perfectly and lead to the hiring of someone of any race. Affirmative action helps organizations âcreate a diverse hiring pool.â Establishing an âauthentically diverseâ workplace is what matters.
âYou can pick the people you date, the people you may eventually marry, your neighborhoods, your friends, your places of worship, and your social clubs, but just like with family, you canât pick who will compose the landscape of your work day.â
Good diversity practices move beyond the legal domain. They require you to tangle with differences that the law does not specifically protect. Welcome the company outcast as a way of truly embracing and promoting diversity. Be sensitive to âthe ways people show differences in the workplace.â Exhibit understanding toward those distinctions. Exercise patience toward those you attempt to understand.
âDiversity isnât always comfortable. Itâs about people learning to appreciate the way others are different.â
You should strive for true diversity in the workplace, rather than just following the law, because diversity will help you to create a âpositive environmentâ rather than just a compliant one. Remember, âyou can legally comply with the law but still be really, really lousy at promoting diversity in your workplace.â
Questions, Stumbling Blocks and Solutions
Supporting diversity (and an understanding of diversity in yourself and your employees) matters because the landscape of diversity constantly changes. You canât check it off a list, considering how demographics alter or will mutate in the future. Your workforce members are not all the same, and treating them as if they were is disrespectful. Seeing people as individuals, without judgment, is the highest form of respect.
âPart of fairness involves people who are minority group members remembering that their differences donât give them any license to marginalize the differences of others.â
Do your performance evaluations measure how well your employees âget along with others?â They should. Do you know how to pronounce correctly your co-workersâ last names, even if they sound unfamiliar to you? You must. Do you control yourself at work, and avoid spouting off about religion or politics in a way that might alienate someone without your realizing? Do you understand how all groups contribute to the diversity of your workplace? White people demonstrate their own diversity â in religion, for example â and that diversity is part of the ever-changing job landscape. Boasting a close relationship with one person from a âminority groupâ does not let you off the hook for exhibiting biases. And being a member of a minority group does not grant you a free pass when it comes to engaging in discrimination.
âConfusing exposure to another culture with deep understanding of that culture can come off as paternalistic at worst, benignly insensitive at best.â
Work to understand differences. Engage in âan ongoing, conscious desire to have a sensitive awarenessâ of your co-workers. Listening, asking questions, trying to identify what people bring to the table â these practices matter. And you should strive for compassion that shows you care about the people with whom you work and seek to understand them.
âChange can be risky to people.â
Understand what pushes your colleaguesâ buttons, or worse, offends them deeply. If you take a conversation into territory that a colleague might consider off-putting, then you must deal with the consequences. If you ask a colleague from the opposite sex to lunch (in a company where this seldom happens), donât be surprised when people ask questions about the relationship. When you enter a workplace, be aware of the ânorm of workplace bondingâ and âexercise good judgment.â
Leadership and Diversity
Everyone brings a âbrand of differenceâ to the workplace. Managing those differences helps create a competent workplace. Different leadership groups have different parts to play. Your human resources (HR) department is critical to your companyâs diversity efforts. HR professionals need to make conscious efforts to know your employees; they should keep their eyes on people and on potential problems related to diversity. Managers also have a responsibility to stay alert to relationships. They need to monitor the workplace for potential issues. And they have to âinvite trustâ without being so friendly that they no longer hold authority. Being âinterested and approachableâ is a better stance. Creating âan environment with an open doorâ should be a baseline goal for all managers and department heads.
âPeople with the status of majority dominance donât like to feel uncomfortable or deal with any change that upsets that balance.â
The CEO and other âtop dogsâ should aim for slightly different goals. They canât just talk about the diversity policy. They canât just create a âglossy diversity brochureâ and be done with it. People, and their differences, have to matter as much as the other items on which executives focus. They have to show their employees that they do more than pay lip service to diversity. And they must know that diversity doesnât just involve certain groups and not others. Itâs about âfair treatmentâ for all, but like it or not, some groups exhibit âdominanceâ in the workplace. The dominant demographic looks around, sees others like them, and thus gains âinstant credibility.â If you try to challenge the pattern of dominance and âprivilege,â you surely will run into some pushback, spoken or unspoken.
â[While] many companies have become masters at recruiting, itâs retention that tells the story of how well diversity is really working when it comes to certain groups.â
âAffinity groupsâ in the office can help. An affinity group should be âemployee endorsedâ and allow for a âshared membership.â Affinity groups exclude some people. For example, an âoutsiderâ may not appropriately attend an affinity group meeting. It changes the meeting and affects membersâ ability to seek the support that they might truly need from the group. Affinity groups arenât about keeping people out; they seek to improve the âwork experienceâ of their members by providing an outlet for them to deal with issues particular and specific to them.
Raising Issues, Handling Issues
If, in spite of your efforts to promote diversity, an employee accuses you of being âculturally insensitive,â or worse, discriminatory, the first thing to know is that âdefensiveness is irrelevant.â You have to try to understand the accusation. Make sure that you donât repeat the behavior that created the problem. Recognize that âsomeone felt offended by what you said or did.â Apologize for the âimpactâ and then let someone else know about the incident â âyour supervisor, the supervisor of your fellow employee or the HR department.â Handling these issues with sensitivity can be productive; the offended person will feel supported and you will help maintain a sense of workplace safety.
âWhen it comes to diversity...the things we notice are the things that we probably most need to work on ourselves.â
If, on the other hand, you are the offended person, be careful not to fight fire with fire. Calling someone a âracistâ or a âbigotâ is a serious accusation. Make sure any allegation is based in fact, or else the offender is unlikely to listen to you. Making a claim of discrimination requires finesse. If you want to charge your manager with bias, going to another manager will not always help. Many times, âmanagement tends to back up management,â so approach HR first. Having a witness with some pull in the company also is important, although not always possible. You want the whole situation handled in an objective, professional manner. Aim for âgood communication and a fair opportunity to be heard.â
âGood workplace diversity...focuses...on promoting understanding and cohesiveness.â
Finally, if you are in a management position and a diversity issue seems to be reaching the âboiling point,â resort to an established process, beginning with HR. Preferably, assign more than one âinvestigator,â and ensure âbalanceâ on the investigative team in terms of âgender and ethnicity.â That balance will allow the people who need to speak to the investigators a âchoiceâ of the person to whom they feel most comfortable speaking.
Reporting on Diversity
If your company issues a âdiversity report,â make sure it is a real tool and not a showpiece. First, consider how often you should publish it. Frequent circulation will help you to demonstrate âongoing commitment.â Second, explain how diversity ties into the companyâs business objectives. Next, if youâre going to âgrade yourselfâ on your diversity efforts, make sure you hear your employeesâ opinions by conducting a survey. Your statistical reports should include some data on retention of minority employees and possibly an indication of the number of diversity-related complaints the company receives. Regardless of what you include in the report, make sure your publicity about diversity aligns with the experience of working in your company.
âAt the end of the day, with true diversity, the code is getting in the habit of recognizing the differences in others, being able to manage those differences and feeling comfortable doing so.â
Even if such a report enhances your credibility, donât think that youâre done with diversity issues. There is no âend pointâ to diversity; it requires âconstant vigilance.â You might think you have a fairly diverse workforce, but how does it compare to the demographics of your city or region? Are your evaluations fair and consistent, regardless of whom you or your staff are evaluating? These are tough, ongoing, important questions, but diversity is tough, ongoing, important work.