Embrace diversity: advice on overcoming discrimination barriers

Sex and race discrimination claims are rising dramatically. How can employers overcome barriers to diversity? Jo Causon investigates.

Last year, claims of sex discrimination in the workplace rose by 2,524 to 14,250. Race discrimination cases increased by 786 to 4,103, according to figures from the Employment Tribunals Service Annual Report.

Higher numbers of employment tribunals on the basis of discrimination would suggest there is increasing diversity in UK organisations, but it also highlights that employers are not embracing these changes in a positive way.

The benefits of a diverse workforce, as well as the raft of legislation surrounding diversity in the workplace, have been well documented, but are you using the performance and productivity gains that varied workforces offer? How can you break down the barriers to diversity?

What diversity is not about

Workplace diversity should never be used as a distraction from 'more important' issues. It is not a side issue, but a key measure of an organisation's performance, like quality levels or financial results. The European Commission, in its report The Business Case For Diversity, suggests that diversity has a positive impact on organisations, making their workforces more dynamic, innovative and creative. Because of this, it should not be regarded as 'political correctness', but how organisations can implement changes to drive success.

Communication

It's a cliché, but clear and effective communication is vital. You should inform staff of the business case for change, why it's important, and exactly what is happening. The aim of all communications should be to widen the understanding of inclusiveness in the workplace and the issues that difference in race, age, gender, sexual orientation, disability and religion creates.

Some employers find that communicating information on diversity in a creative way can increase interest in the topic. It should not just be about giving information, but encouraging discussion. Carefully positioned forums or debates, giving employees the chance to have their say, will get people talking and acting upon the issues.

However, approach this with caution. The objective of these forums is to discuss resistance to diversity policies, not their validity. The importance and benefits of diversity has been demonstrated on numerous occasions it is how individuals embrace it which is up for discussion.

Overcoming resistance

Resistance to the changes that occur in creating an inclusive working environment can happen at various stages in the change process. At the beginning, there may be a lack of understanding as to why the changes are important. Barriers to diversity should be overcome by promoting the benefits to your organisation.

Adopting a varied approach to recruitment encourages higher levels of innovation and change across the entire workforce. In addition, the objective should not be just to highlight differences, but also to identify commonalities. Employees need to understand difference, but it should not dominate every conversation and interaction with their colleagues.

Integrating diversity issues into management development and education programmes will also improve your chances of success with diversity. Look to strengthen the skills needed to deal with resistance to inclusion or conflicts that may arise as a result.

By building competencies in subjects such as managing change or dealing with conflict, you will have equipped workers with the necessary skills for dealing with diversity in the workplace.

Diversity support

You may encounter problems when trying to implement diversity policies. In most cases, this is not because of the policy itself, but its fundamental aim of changing an individual's behavioural patterns.

For example, employees may say they think the organisation is already diverse and there is no need for change, but personal feelings are usually coloured by internal prejudices or reservations and these need to be challenged.

Diversity can be a sensitive issue, so give individuals as much support as possible when implementing a diversity policy.

Jo Causon is director of marketing and corporate affairs at the Chartered Management Institute.

Raising diversity awareness

  • Establish current levels of diversity management in your organisation.
  • Establish the organisation's starting point.
  • Assign finance and HR to developing a diversity programme.
  • Decide what you want the programme to achieve and set goals accordingly.
  • Gain top level support.
  • Consider whether there will be special training needs among staff and managers.
  • Conduct a gap analysis.
  • Identify areas where change is needed.
  • Write a diversity policy.
  • Compile a diversity action plan.
  • Carry out a small pilot to obtain feedback.
  • Set the programme in motion.
  • Monitor and review to establish evidence for improvement.
  • Establish an ongoing programme.