Corporate Diversity Program

Seven Common Mistakes Undermine Corporate Diversity Programs

Common mistakes by top management undermine the effectiveness of corporate diversity programs, according to J. Howard & Associates, a multicultural consulting unit of Provant, Inc. “Some blunders we see all the time,” said firm President & CEO Mike Hyter. “But there’s no reason why they can’t be avoided.”

Hyter cited seven common mistakes:

1. Failing to address diversity as a business issue. The biggest and best employers have embraced diversity because they know it’s good for business. It’s been shown that inclusion improves employee performance, increases productivity, reduces turnover, and may also help with recruitment and marketing. A positive and proactive approach to diversity is also the best defense against bias-related litigation, and that’s a business issue too.
2. Making diversity HR’s responsibility. If diversity is really a critical business issue, senior management itself must not only buy in, but also take responsibility for success. While a diversity manager may have a key role to play, no one can replace a personal commitment from the CEO.
3. Considering diversity just an issue of race and gender. Diversity shouldn’t be a special rights program, but a mission to develop all employees in an organization and provide them with equal opportunities to grow in their careers.
4. Regarding diversity as a recruitment challenge only. While hiring is surely important, it’s just the first element of an inclusion program. Effective diversity also involves development, mentoring, advancement and retention.
5. Assuming diversity is just a training issue. Sometimes senior management thinks diversity can be achieved by a one-day training, or similar event. Diversity isn’t a stand-alone issue, however, and needs to be central to an organization’s employee development strategy. While training is essential, effective diversity requires an ongoing commitment from management at all levels.
6. Treating diversity as an individual problem, not an organizational issue. A diversity concern may arise initially due to the behavior of a particular manager or work group, but invariably the challenge is organization-wide and requires a comprehensive solution.
7. Celebrating diversity, instead of taking action. Serving national dishes or sponsoring an ethnic celebration may contribute to inter-group understanding, but is no substitute for policies that promote equal opportunities for growth and advancement.

According to Hyter, senior management needs to get in touch with what’s actually going on at the middle level. “Management shouldn’t be naïve and presume everyone knows what they must do to recognize and develop talent. A frank assessment of policies and practices is necessary. Identifying talent is where career opportunities are given, or not given. The bottom line is that management can’t take for granted that everyone is playing fair, that they know how to identify and develop talent, or even whether they understand why it’s important to do so.”