Firms Unsure How to Put Diversity Into Practice
<p><strong>Boston — Aug. 21 </strong><br />Despite senior management’s growing acceptance of the business case for corporate diversity, one-quarter of employers remain unsure how to apply it effectively, according to a survey by Novations Group, a global consulting organization based in Boston. <br /><br />More than 2,000 senior human resource and training executives were asked to characterize their management’s attitude toward diversity. </p><p>Management at nearly three-quarters of employers now accepts the business case, but the study revealed pervasive uncertainty on how to leverage the benefits of diversity.<br /><br />The business case contends that diversity efforts make a definite contribution to the bottom line by improving performance and building new leadership.<br /><br />“Even though organizations are increasingly committed to corporate diversity, what many don’t seem to grasp is the broader need for inclusion,” said Mike Hyter, Novations CEO and president. “Of course, we’re pleased to find the commitment up about 60 percent over 2005, when the survey was last conducted. </p><p>”Nevertheless, many employers who believe in diversity admit they’re not sure how to implement it, make it work on the ground or maximize the benefits in business terms. Moreover, some even continue to have reservations about the core concept.”<br /><br />Respondents were asked, “With respect to organization diversity and inclusion, which of the following best describes the attitude of your senior management?”</p><p>The results are as follows:</p><ul><li>Senior management accepts the business case for diversity and does what is necessary to leverage inclusion with the organization: <strong>48 percent</strong></li><li>Senior management accepts the business case for diversity but does not know how to leverage it: <strong>24</strong> <strong>percent</strong></li><li>Senior management is not convinced of the business case for diversity but, nevertheless, supports inclusion efforts: <strong>9 percent</strong></li><li>Senior management gives lip service to diversity but lets HR pursue its inclusion efforts: <strong>14 percent</strong></li><li>Senior management does not accept the business case for diversity and gives inclusion efforts little or no support: <strong>5 percent</strong> </li><li>Senior management openly opposes diversity and inclusion efforts: <strong>0 percent</strong></li></ul><p>“It’s not surprising, but still disappointing, to learn that senior management often appears to shrug its shoulders about diversity and leave the challenge for HR to solve,” said Hyter, author of “The Power of Inclusion.” “Genuine inclusion has to become central to an organization’s talent development effort and that will help shape management practices, corporate culture and a range of internal processes. </p><p>”On the other hand, inclusion is tough to make real when an organization’s top people are confused or lukewarm. Any program is bound to be less effective if management isn’t fully committed.”<br /><br />The business case for diversity is sometimes overstated, Hyter said. </p><p>“Diversity is not a silver bullet or a guarantee of profitability when so many factors play a role in the success of the business,” he said. “The true measure of a diversity program is inclusion, as well as the ability to manage diverse teams, and this is crucial today when every employer sees its workforce steadily reshaped and more diverse.”<br /><br />The Novations Group Internet survey of 2,046 senior human resources and training and development executives was conducted by Equation Research.</p>
