Right approach to diversity can boost workplace

Fri, 03 Feb 2012 15:34
The Mercury

South Africa is a country of great diversity, which permeates into the workforce – some organisations have difficulty dealing with it and others have found ways of managing it and using it to their advantage.

"There is little question that diversity adds value to the workplace, but there are some non-negotiables that have had to be put into place to ensure we harness that value," says Ricky Robinson, chief executive of LRMG Performance Agency.

Robinson says diversity in the workplace is made up of three major components. These are primary personal characteristics such as race, gender, nationality, sexual orientation and mental ability; secondary personal characteristics such as marital status, education level, values and beliefs; and organisational related characteristics such as position in hierarchy; tenure and part or full-time status.

He says studies show that diversity in the workplace results in increased problem-solving and ignites innovation borne out of a diversity of ideas.

Robinson stressed that as much as it is important to embrace people's differences and create a work environment of respect and tolerance, not all aspects of diversity are necessarily beneficial to an organisation.

"Companies need to identify and define a desired model of diversity and then try to attract staff that match this diversity definition," he says.

In the greatly varied staff mix that makes up each company's workforce. Robinson has identified some non-negotiables that he deems essential in ensuring companies single out the right diversity mix for their particular environment.

"We've found that a number of qualities and traits' work well in ensuring growth and innovation in the workplace.

The first and possibly the most vital of these is what we term a growth mindset. People with a growth mindset are open-minded and adaptable, and are always prepared to improve and develop. They try to improve on their talents and also cope well under stress.

"In contrast, people that have a fixed mindset believe that neither personality nor intelligence is subject to change. These people generally need to prove themselves constantly in all situations,' he says

Carol S Dweck in her book Mindset: The New Psychological of Success, provides research which reveals that that historically executives who hold fixed mindsets and regard themselves as geniuses or visionaries do not build great teams.

Also identified by Robinson as being essential in the diversity mix is each employee's alignment to the company's values. "Research has repeatedly shown that visionary companies that succeed for decades are guided by first order values. These core values create a sense of purpose beyond making money; they guide and inspire people throughout the organisation.

"First-order or core values are enduring and absolute in nature and reflect the foundational ideologies of the company. In essence they are the very reason for the company's existence."

Alignment to the company's vision is just as important and Robinson says that when an individual's personal dream aligns to that of the company's, there is a greater purpose to their work.

It means that an individual will be more tolerant in the workplace, because realising their dream together with the company's vision becomes a priority. They don't become consumed with trivialities but rather see the bigger picture.

Humility, respect, honesty and participation are other qualities or traits that Robinson has identified as favourable in the workplace. He adds that in South Africa the concept of respect is often linked to the idea of Ubuntu.

"This is vital in all work environments and it is impossible to work with people who do not respect others and value their differences." When it comes to honesty, Robinson, says that diverse groups must be able to share, what Jim Collins in his book, Good to Great, refers to as "Confronting the brutal facts".

"People need to be able to be completely open and honest in a constructive and respectful way to manage expectations and be realistic about work goals.

"People in diverse groups also need to ‘be present' and participate 100 percent. This creates a space within which the true value of diversity can shine," says Robinson.

Last on Robinson's list is uniting staff in a shared definition of what begin a "professional" means. The definition should include punctuality, meeting promises and being accountable. This will assist in people in meeting company expectations