Level Three Diversity

Level Three Diversity

by Tamara J. Erickson | Diversity Executive

What are your goals for your company's diversity and inclusion program this year? Gauge your progress over the past decade. Organizations committed to increasing workforce diversity tend to go through several clear stages, with distinctive focus and programs in each.

Level one:

The first important step forward is simply the desire to attract and retain a more diverse population. In this initial stage, companies move from a homogeneous workforce, typically defined in terms of race and gender, to one that encompasses a more heterogeneous talent pool.

Most companies moved into this phase in the 1970s and 1980s, often spurred by government requirements. However, it remains an important priority for many today. Over the past year, I've worked with a number of major organizations that define their primary diversity goal as bringing people from a wider variety of backgrounds and perspectives into their companies.

In this stage, two programs take priority. The first is recruiting. Companies typically look for new talent channels in new locations. They may engage new recruiting specialists and reshape key messages to appeal to new audiences.

The second important programmatic activity in this stage is awareness building. Without this accompanying educational component, companies may recruit diverse individuals but expect them to conform to the dominant population's norms. It's easy to fall into the trap of assuming individuals from different backgrounds have the same preferences and expectations as the majority group.

Level two:

The second stage of diversity shifts to a focus on the retention and engagement of diverse populations within the organization. Here, companies add the important goal of inclusion to their priorities - creating an environment in which a wide range of individuals feel comfortable, grounded and able to succeed. There is clear recognition that individuals from diverse backgrounds are likely to have a wide variety of preferences and expectations and that they may require additional support to develop productive careers.

In this stage, customization-based programs take priority. Many companies assign mentors or special counselors to help with integration and career development. Some create specialized career tracks, perhaps to supplement specific skills or provide exposure to key parts of the organization.

One of today's most commonly used approaches at this stage is promoting the formation of affinity groups. Done well, these groups can provide members with access to leadership, serve as a communication channel for key openings in the company and create an enjoyable meeting place for colleagues with similar backgrounds or interests. Sponsoring these groups highlights a company's commitment to diversity.

However, the perceived role and ultimate effectiveness of affinity groups varies widely among companies. For some, employee affinity groups are primarily social - giving employees of like backgrounds an opportunity to interact. In other companies, affinity groups are charged with an important education role - to promote cultural visibility more broadly within the organization. While valuable, these types of affinity groups probably fall short of achieving the ultimate objectives of retention and engagement because they fail to tackle the bottom-line question of an individual's career success.

Affinity groups with the greatest opportunity for impact focus on enhancing members' professional opportunities. Success requires that the company put systems in place to work with affinity groups to further specific business goals and to develop and tap the pool of talent represented.

Level three:

There is a third stage of diversity, perhaps aspirational for most today, represented by a fundamental shift in attitudes toward people who are in any way different. In this stage, we appreciate the rightness of multiple positions and acknowledge the legitimacy and benefit of individuals' differing values, views and behaviors. This requires moving past political correctness - not offending or harassing those with diverse perspectives - to acknowledging that the existence of differences is vital to arrive at a full appreciation of an issue and its possible outcomes. It becomes possible only through thoughtful education that emphasizes the underlying logic and value of individual views.

My wish for 2011 is that more organizations will include programs aimed to reach this stage as an important component of their diversity goals.

[About the Author: Tamara J. Erickson is a McKinsey Award-winning author and expert on organizations, innovation and talent. She is the author of What's Next, Gen X? Keeping Up, Moving Ahead and Getting the Career You Want.]