Diversity_and_Inclusion

Abstract For over twenty years, the topic of workforce diversity and inclusion has been the center of discussion in American organizations. While most have come to agree that workforce diversity is important, strategies for implementation have not been easy. Studies show that since the release of the well-received 1988 Workforce 2000, conducted by the internationally recognized think tank, Hudson Institute and the 1988 Projections 2000, conducted by the Bureau of Labor and Statistics, diversity in senior management positions up to executive leadership positions continue to be scarce. Both reports projected the changing demographics of the workforce that included forecasting the increase presence of women and minorities in the workforce. The paper attempts to evaluate how - if at all - a corporate diversity program affects on executive leadership hiring opportunities. Corporate Diversity Programs 1 How Can Corporate Diversity Programs Increase Executive Leadership Hiring Opportunities' For twenty plus years the topic of workplace diversity and inclusion has been the center of discussion in American organizations. While most have come to agree that workforce diversity is important, strategies for implementation have not been easy. Studies show that since the release of the well-received 1988 Workforce 2000 report, conducted by the internationally recognized think tank, Hudson Institute and the 1988 Projections 2000 report, conducted by the Bureau of Labor and Statistics, diversity in senior management positions up to executive leadership positions continue to be scarce. The reports projected the changing demographics of the workforce that included forecasting the increase presence of women and minorities in the workforce. The paper attempts to evaluate how - if at all - a corporate diversity program affects executive leadership hiring opportunities in associations and other firms. Research studies show that even today’s modern workforce diversity in top-level positions is scarce. To understand the importance of organizations instituting an inclusive workforce and to provide possible solutions, the following questions need to be answered: • What is the definition of diversity and inclusion' • Why is diversity and inclusion important' • What is the role of organizational leadership' • What are the benefits of promoting diversity and inclusion' Understanding the definition, importance, role of the organization’s leadership and the benefits and challenges of promoting an inclusive workforce is vital to improving opportunities for underrepresented groups in the workforce. Corporate Diversity Programs 2 What is the definition of diversity and inclusion' Diversity can be defined as having variety of visible and invisible differences. Inclusion can be defined as acknowledging and accepting differences. A diverse and inclusive workplace can defined as an organization that employs in proportion individuals from various groups and backgrounds including but not limited to - as defined by the Equal Employment Opportunity Commission - age, color, gender, national origin, physical abilities, race, religion or sexual orientation. In other words, workplace diversity is the mix that is representative of the global society and inclusion is making the mix work “referring to the human qualities that are different from our own and groups that we belong”. Why is diversity and inclusion important' According to the 1997 article “Building a business case for diversity”, the expert authors point out the fact that diversity programs are over-looked as a top business priority. While most companies acknowledge the importance of making diversity and inclusion a business consideration - diversity is often not a top priority. (Gail Robinson & Kathleen DeChant). While it is true that diversity management requires an enduring and steadfast commitment and the return on investment is not often concrete or immediate, it’s important to have programs in place to gain and retain the competitive edge (Robinson & DeChant) by hiring and developing the best talent available from across demographic groups. Corporate Diversity Programs 3 Diversity and inclusion within organizations are important for several critical reasons. First, inclusion maximizes competitiveness, organizations need to attract and recruit the best talent across demographic lines. Second, retain and develop the talent to reduce the turnover costs of losing talent and the high absenteeism rates associated with employees who do not feel they are valued or climbing up the corporate ladder. Third, reduce the frequency and financial impact of expenses to the bottom line brought on by discrimination lawsuits and last to remain relevant in the ever changing borderless global markets. What is the role of organization leadership' According to the American Society of Associations Executives (ASAE) 2009 Diversity Summit Report, “In March 2007, the executive board of the ASAE approved a multi-year strategic plan for the purpose of creating a model that promotes diversity and inclusion for career development in the association workforce.” The role of corporate leadership is to take the lead in assessing their organization’s diversity management and consider the position of diversity and inclusion within their firms. They need to question whether or not the organization has a proportionate number of workers from varying demographic backgrounds in management position. Leadership needs to question whether or not there are underrepresented workers in the talent pipeline, identify who they are and question whether or not the organization is doing enough to develop the talent for leadership opportunities. The excitement and promotion of diversity and inclusion needs to trickle down from the top and diversity program management needs to be a part of the organization’s strategic plan, and additionally resources need to be provided to implement solutions. Corporate Diversity Programs 4 Benefits of promoting diversity include: (1) organizations attracting and retaining top talent from a wide-range of backgrounds; (2) reduction in turnover and absenteeism; (3) reduce litigious expenses associated with discrimination lawsuits; (4) increase competitiveness; (5) create leadership and career development opportunities for underrepresented groups and (6) create inclusion that will facilitate greater power sharing and improve exchanges within groups. (Lisa Nishii & David Mayer) It is important to remember the purpose of diversity and inclusion is to bring differences and similarities together to maximize the mix of talent and remain competitive in all areas of business. Including, recruiting the best and brightest knowledge workers, retention of the talent and providing a clear path for professional growth for those aspiring to leadership roles. In closed organizations like associations and organizations where workers conduct its business within their respective department silos - the only way to open them up is through diversity and inclusion. Diversity and inclusivity delivers an opportunity for organization’s to test the organizational culture, examine existing standards and state of affairs, open up to appreciate differences and similarities alike, improve consistency and take on complex situations. Opening up closed organizations requires organizing the principles of the diversity framework as outlined in the article authored by Alvin Evans and Edna Breinig Chun that appeared in the Spring /Summer 2007 issue of the CUPA-HR Journal. The matrix for a conceptual diversity framework includes following the five organizing principles: (1) holistic and inclusive; (2) challenging the status quo; (3) recognizing the value of differences; (4) promoting organizational consistency, and (5) embracing complexity (Alvin Evans & Edna Breinig Chun, 2007, p. 4.). Corporate Diversity Programs 5 The authors suggest that the first step of the framework needs to be centered on a holistic and inclusive principal, suggesting that diversity needs to be understood as a whole of complete system, embracing all aspects of difference. From this perspective, diversity and difference are not synonymous but diversity includes and encompasses differences and similarities (Evans & Chun). The second step is challenging the status quo, suggesting that implementation of a diversity change initiative may encounter resistance. Notwithstanding, implementation may necessitate civil challenge “to the traditional ways of thinking and doing.” (p. 4) The third step of the framework challenges the organization to recognize the value of difference, asserting that awareness of the importance of recognizing the value of difference and the need for diversity is critical … “this concept includes self-recognition by women and minorities of the value of the differences that they bring to the organization” (p. 4). The fourth step of the framework emphasizes the promotion of organizational consistency. This step makes the assertion that the “diversity framework must be understood and implemented at all level and within subcultures of the organization” (p. 5). The final step in the framework is embracing complexity. Embracing complexity demands increased diversity knowledge, education and growth to prepare people to understand its complexity. (p. 5) Leadership at all levels, including executives and managers can foster opportunities to understand the complexities of diversity, advance awareness and culture competencies (p. 5). Implementation of a diversity plan as described by aforementioned framework would require a cohesive well-conceived communications strategy plan to communicate the purpose, goals and benefits of the diversity programs. The communications plan is an important step Corporate Diversity Programs 6 because communicating the idea and strategy will be vital in persuading individuals to consider the action. Implementation would require long-term commitment and generous resources toward plan development. The emerging global markets and opportunities we all heard so much about in the nineties are a reality. To be competitive, it is essential that organizations, including associations strongly consider and enact diversity and inclusion programs that do more than just lip service but actually delivery tangible and measurable by engaging a proportionate number of employees across cultural, gender, racial and various demographics employed at all levels. Particularly the idea of inclusion needs to convey with underrepresented groups. Women and minorities need to believe that there is a real opportunity for leadership hiring opportunities and be given the chance to compete for and get hired in those positions. Corporate diversity and inclusion programs definitely can promote leadership hiring opportunities in associations if association leadership and business partners are willing and able to invest tirelessly to foster a culture and environment of embracing and value individuals who are interested in excelling to executive leadership positions. References Anand, R., & Winters, M.-F. 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