Diversity is not simply a box to be checked; rather, it is an approach to business that unites ethical management and high performance. Business leaders in the global economy recognize the benefits of a diverse workforce and see it as an organizational strength, not as a mere slogan or a form of regulatory compliance with the law. They recognize that diversity can enhance performance and drive innovation; conversely, adhering to the traditional business practices of the past can cost them talented employees and loyal customers.
You’ve likely heard a variation of the argument that companies with more diverse staff vis-a-vis attracting, retaining, and developing professionals produce better results for shareholders, or make decisions better than their homogeneous counterparts.
But, what’s puzzling about everyone’s obsession with the business case logic is that it’s not working. The 2020 Global Gender Gap report by the World Economic Forum shows that at the current rate of progress, Europe won’t reach gender parity for 50 years, and it will take 100-150 years in North America. We are even further behind on achieving racial equality. Studies show that rates of hiring discrimination against African Americans haven’t declined in 25 years.
It appears policies like workplace equity and affirmative action have stalled yet with rising social movements in the ilk of Black Lives Matter and #MeToo we have just begun to open a dialogue for equity, diversity, inclusion, and accessibility in organizations.
Please answer the following questions:(300-500 words)
How might a human resource professional responsible for staffing a diverse workplace manage these competing logics?
Is there really a business case for diversity or do these policies undermine meritocracy?
How might it be possible to achieve gender and racial parity in our lifetime? Be specific in your discussion and offer plausible suggestions (e.g., examples from organizations, policies, and/or practices).
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Subject expert at Treatisely.