That no two
individuals are similar, is stating the evident. At a workplace, the
dissimilarities may be there by way of religious denomination, personality
type, culture, race, social standing, educational exposure and even outlook. To
be able to manage such workplace diversity is an essential prerequisite of any
leader, irrespective at the level he or she is operating. It is an established
fact that mixt and diverse groups are more adept at examining any matter
judiciously and offering better resolutions to difficult issues. Therefore, in
the true sense, workplace diversity is a significant tool for the management of
any successful venture.
The aim of
workplace diversity should be to bring together various social and ethnic
differences on a common plane to create an all-embracing discerning group. In a
larger context, this would imply a presence of individuals irrespective of
their upbringings, personal history and social class. It should never be
forgotten that it is the headship that goes to make an organisation. Therefore,
healthy and unblemished leadership skills give a boost to positive interfaces and
collaborations across varied cultural assemblages. Besides facilitating arrival
at better judgments and resolution of crisis situations, workplace diversity
also helps in generating superior ingenuity and inventiveness. The net outcome
is that organisational productivity in all spheres of activity stands enhanced.
An organisation
that is disposed to adopting a culturally inclusive workplace atmosphere is
often faced with the issue of how to integrate people from diverse cultural consortia.
The entire exercise can be rather complex because different groups and their
dogmata generally end up serving the authoritarian pecking order of
establishments. Under such circumstances, it is essential that besides
appropriate superintendence, moral and conceptual advising is resorted to. Any
communication will always have the peril of misunderstanding attached to it
unless there are bars of fairness and impartiality instituted that set
specified criterions. In the light of the foregoing, an organisation has no
option but to devise policies that place in order the views of their side-lined
staff to ensure that nobody feels or appears to be a square peg in a round
hole. A company that subscribes to the tenet of harmony despite assortment will
invariably have a bright future. The importance of systematising and upholding
workplace diversity thus needs no emphasis.
It also needs to
be acknowledged that differences will persist come what may and any conclusion
that they have been eliminated will be rather presumptuous. It will always be
apt to acclaim and rejoice in such differences; any move to buoy up display of
such diversity will pay rich dividends. The value of any employee stems more
from his ethnicity rather than any other factor and hence it is of no use
compartmentalising them.
An impartial
action and an unvarying action are two different things; and only one can be
used to address the issue of workplace diversity. If you think that by dealing
with everybody equivalently, there will be no problems, you are sadly mistaken.
Instead, you should treat every single person objectively by paying due regards
to the differences that go in to make whosoever he or she actually is. Any
insensitivity towards an individual or his beliefs, howsoever trivial it may
be, is bound to give birth to some sort of an umbrage and generate sentiments
of being isolated.
Like charity,
management of workplace diversity also starts from you. You should pay special
attention to oversee your own outlook and conduct. It is your self-awareness
that will go a long way in cultivating and promoting a safe and sound; alive
and well; and unbiased workplace environment, particularly when diversity in
various forms abounds. If you find that somebody is advertently or
inadvertently not coming up to the rules of the game, it is necessary that he
or she be appraised appropriately and at the earliest. The bottom line of
functioning is that there has to be no disregard to ideas and no discrimination
in the allocation of tasks that may stem up based on prevalent diversities.
If any diversity
linked issue comes to your knowledge, there is no harm in talking it
straightforwardly with the employees. But that would need to be done in a non-argumentative,
non-aggressive and non-provocative manner. Motivating employees to work with
others hailing from different backgrounds or denominations and encouraging them
to understand divergent viewpoints will go a long way in promoting an
atmosphere of amity.
There are just
three primary colours, but when combined, the number of shades that can be
created are unimaginable. That goes to prove that strength lies in differences
and not in similarities. Workplace diversity is thus an asset and has to be
dealt with accordingly.