Changing World of Diversity

Changing World of Diversity by Tracey Gray-Walker | Diversity Executive   If we look back over the past 50 years, we can see that references to diversity have evolved. In the early 1960s and through the 1970s, companies continually referred to equal employment opportunity and affirmative action when discussing workplace diversity. During this period, the focus was largely on legislation that sought to create equal access.   Success was measured by compliance with the law.   During the 1980s and 1990s, the focus of diversity efforts moved beyond legal and compliance toward a broader approach of addressing traditional dimensions such as race, gender and age. This approach involved efforts to more genuinely reflect the changing demographics in society and business communities. In addition to legal compliance, success was measured visually. With the new millennium, however, people and businesses started moving toward the latest iteration, which is inclusion.   The focus of diversity efforts progressed quickly in the 21st century from meeting legal requirements of representation to seeking diverse demographics and looking at the entire person, including diversity of thought, skills, abilities and other variables that make an individual unique. Although all of the previous dimensions of diversity initiatives are alive and well, we now understand that the true benefits can only be achieved by leveraging all of the differences each of our employees brings to our organizations.   The role of diversity has also changed over the past 50 years. Diversity is more of a game-changer and business imperative for growth and success. Companies continue to demonstrate this every day by creating diversity offices and hiring leaders responsible for helping executives create organizations that are reflective of the communities they serve while leveraging the talents of all of their employees.   Some might ask: How do we create a more inclusive organization to better tap into the talents of our employees? Here are some ways to get started:   1. Build a level of senior management accountability by establishing diversity-related goals, tying them to compensation and creating diversity champions to support executives with the creation and pursuit of diversity goals.   2. Promote employee engagement through various initiatives, such as creating a diversity council; conducting diversity training across the organization; developing employee resource groups (ERGs) or affinity groups; creating companywide development opportunities supported by ERGs, the diversity council and diversity office; and supporting cultural awareness initiatives.   3. True inclusion becomes part of the fiber of a company's culture and can be witnessed through the actions of its employees and felt in the day-to-day interactions between colleagues. Creating an environment where employees see a strong commitment to diversity and feel they are part of an inclusive organization helps companies retain talent. In addition, consumers are also looking for companies that are committed to diversity and to giving back to their local communities.   4. Having an approach that focuses on a company's current and potential employees, business communities and shareholders is key to a strategy that supports and drives the goals of the organization. Changing demographics and client expectations make this a dynamic imperative for all companies.   5. Companies that recognize that diversity and inclusion are business critical will have an advantage. Organizations that attract and engage employees through diversity and inclusion initiatives are more likely to reap referrals and additional business.   6. The involvement of boards of directors and CEOs is critical to demonstrating a company's level of commitment to achieving a diverse and inclusive culture. Inclusion is essential to driving home the message that management understands the value or talents each employee offers the company.   We've come a long way since equal employment opportunity was first enacted in 1964. Most businesses now recognize the benefits of a diverse and inclusive culture that draws strength from its employees' different experiences and abilities. Embracing and engaging professionals and customers of all backgrounds is not just the right thing to do; it is essential to maintain a competitive position in an increasingly diverse marketplace and to create a company where people want to work.     [About the Author: Tracey Gray-Walker is the senior vice president and chief diversity officer for AXA Equitable Life Insurance Co.]