Diversity, the triggers for action: Why do it?
There are many justifications for embracing diversity: legislation, organisational values and corporate reputation, social justice, people issues and market competitiveness
Legislation
Since the 1970s there have been various pieces of legislation, most recently that covering discrimination on grounds of sexual orientation and religion, some at least partly driven by European legislation. These were all set out to develop a level playing field for disadvantaged groups and with the intention to end or reduce discrimination and to improve social justice. This can be described as being about equal opportunities rather than diversity, and it is now recognised that they have not been entirely successful.
As a justification for work on diversity, legal arguments alone suggest compliance with the minimum standards. Many employers are pushing the boundaries of the legislation and embracing a much wider interpretation, and therefore a deeper engagement with diversity and the benefits it brings.
There are three broad strands supporting the case for going beyond what is required by legislation and embedding diversity policies:
These approaches make it more likely that organisations will find it easier to comply with the increasingly complex legal obligations, because diversity will become part of their cultures.
Organisational values and corporate reputation
This may be a concern to engage with an increasingly diverse society, which can enhance an organisation's reputation, and in turn can affect the sustainability of an organisation or profession, as well as meaning underrepresented groups will not think 'it is not for them'. Social exclusion and low economic activity rates can limit business markets and their growth. A positive overall image of an organisation is important in attracting and retaining both customers and employees. Businesses need to consider corporate social responsibility (CSR) in the context of diversity.
CSR measures may include:
- employing people who are representative of the local community
- seconding employees to charities
- supporting other initiatives designed to stimulate economies and employment, locally, nationally, or (in the case of multinationals) even globally
Ethical behaviour sends positive messages to present and potential customers, suppliers and employees.
Social justice and people issues
The social justice argument is based on the belief that everyone should have a right to equal access to employment, and when employed should have equal pay and equal access to training and development, as well as being free of any direct or indirect discrimination, harassment or bullying. This can be described as the right to be treated fairly, and the law sets minimum standards. Creating an open and inclusive workplace culture in which everyone feels valued and respected helps to recruit and retain good people. For example, a diverse workforce is potentially more creative and innovative because the employees have a greater interest in the job.
Market competitiveness
The business case is a persuasive argument, particularly at senior management levels, for engaging all stakeholders. This ties diversity closely to the strategic aims of the organisation and links it to business performance. There are many studies which have demonstrated a positive relationship between the effective management of diversity and improved organisational performance.
For a more detailed discussion see:
For an organisation to gain the full benefits of diversity, a coherent diversity strategy is needed to ensure that all policies and working practices across the business have positive diversity implications, which will add value to business performance. To implement this, organisations need to be clear about what diversity means to them and why they are supporting it.
