Diversity - understanding the individual

1: What are the common misinterpretations made by organisations when setting the diversity strategy?
Common misinterpretations include assuming that people know and understand what is meant by the terms equality, diversity and inclusion, which are often used very differently by organisations. In addition, many organisations still see diversity as either a fearful legal entity that must be complied with, or simply as a 'nice thing to do'. Few seem to have really grasped the wide range of business benefits of embedding a culture of diversity and inclusion. Not establishing a clear business case is a key factor in organisational diversity strategies failing in the early stages.

2: Often diversity strategy can lead to the alienation of some groups or individuals, how can this be best avoided?
If people feel they are in a position where they are unaffected by a strategy or policy, and judge themselves as people who would not dream of discriminating against others, then it can be perceived as patronising and lecturing. But this can sometimes demonstrate a lack of true understanding or self-awareness and therefore result in the potential to discriminate or harass unwittingly.

Diversity can be perceived as not supporting inclusivity and creating barriers, leaving people feeling left out. Encouraging people to talk about their different backgrounds, experiences and cultures indicates that they are important and valued and gives organisations a more complete picture of the talent and skills they have.

Communication of any diversity strategy, with clear indicators of individual benefits, roles and responsibilities, is crucial in maximising employee and stakeholder engagement.

3: What are the common mistakes that organisations make when promoting diversity?
Some organisations want a simple list of ‘do's and don'ts' that will help them avoid litigation. The idea of generating a culture where people can have open and candid conversations is perceived as being too difficult to manage. Yet closing down those conversations and relying on a list of etiquette takes no account of individual and cultural differences and quickly becomes out of date, precluding the resolution of issues through dialogue. Peversely, this approach is likely to lead to increased disgruntlement and litigation.

Many organisations underestimate the complexity of diversity and view it either as something that can be completed and then forgotten, or they try to run before they can walk and embark on ambitious strategies without establishing a meaningful vision or goals. A clear understanding of your starting point and ultimate aim is vital to develop a realistic and measurable long-term strategy.

4: How can you avoid diversity being interpreted by some as ‘political correctness gone mad'?
Historically, the white, heterosexual, male demographic in particular has not taken ownership of the diversity agenda due to a lack of awareness and understanding about its relevance. This, together with the ongoing confusion around terminology - for example the differences between positive action and positive discrimination - has led to many people feeling resentful and that diversity doesn't apply to them.

Highlighting the more widespread relevance and benefits of diversity and inclusion and involving people in focus groups or networks, would make significant inroads to breaking down some of the barriers that the agenda continues to face.

5: Government legislation is being promoted as guidance as providing legal parameters, do you think equality legislation is altogether a good and useful resource for organisations or a hindrance?
The piecemeal introduction of legislation over the years, with variation between each one has left employers feeling confused or uncertain, and reluctant to find out more. The focus on specific groups of people can lead to people strengthening their own stereotypes rather than seeing fair treatment from an individualistic approach.

The introduction of a piece of legislation raises awareness of an issue and can force a change in behaviour, but on its own cannot change attitudes. However, that change in behaviour can result in employers coming face to face with their own stereotypes and shattering preconceptions and myths.

So legislation raises awareness and can galvanise action and communication, but it is often the nature of that action and communication that determines whether or not legislation ultimately becomes a help or a hindrance to the organisation.

6: What are the greatest challenges to organisations striving towards diversity and inclusion?
As long as diversity is seen as an ‘add on', it will never be an integral part of the business and will continue to be seen as a tick box exercise. Overcoming traditional cultures that are resistant to change, entrenched attitudes and a fear of getting it wrong are crucial to truly mainstream diversity into the way an organisation operates. Key to ensuring that equality and diversity lead to real inclusion is the commitment and buy-in of top-level leaders. People know when a subject is being taken seriously, or when it is simply being paid lip service.

An organisation whose culture encourages and values involvement from its employees and customers is sure to reap the rewards. Visible commitment from senior staff who lead by example is a powerful tool in the war for talent. Happy and motivated employees who feel their opinions count and their needs are being met are an organisation's best marketing strategy.

Karen Sadler is an expert in diversity and professional consultant at Academee.