Focus: Inclusion: an inescapable imperative
By Simon Kettleborough (April 2005 Issue)
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It’s not unusual, these days, to catch HR people from large public or private organisations in moments of self-congratulation about the degree to which they’ve embraced the concept of diversity in their workplace. In an increasingly multi-racial, multi-ethnic, religiously and ideologically disparate society, they’ll tell you they have taken all the necessary steps to ensure that the composition of their body of employees statistically reflects both society at large and their customer profile in particular. ‘No one’, they will cheerfully volunteer, ‘has a more carefully considered and balanced diversity policy then we do. In our national and international operations we strive to be a microcosm of the societies in which we operate and the markets we serve.’
Excellent. This is indeed an achievement to be proud of, not only because diversity is ethically equitable, enlightened and just, but also because it makes eminent business sense. There is a significant body of evidence to suggest that ‘mirroring’ your marketplace makes the market a lot more accessible and comfortable in its dealings with you. This is likely to make it more productive. (Public organisations become more effective, as opposed to being more productive.)
Let’s be clear about this, organisations that have introduced ethical and pragmatic diversity policies have much to recommend them. My area of special interest, however, compels me to raise a disappointing note of caution. ...
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- Letter from France
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