In thinking of diversity, the tendency might be to limit it to gender and race. From the perspective of a modern organisation especially multinationals, diversity has other dimensions. Indeed, the dimensions of diversity are more today than they have ever been, and the likelihood is that these dimensions will increase as the future unfolds. This article highlights four dimensions of workplace diversity.
Gender diversity
Gender is the most common form of diversity. It features on almost every form that human beings have to compete from pre-school age to old age. Applications for school, passports, visas, employment all include requirements to specify gender. A job seeker’s default mode in preparing a resume will display gender. Although it might seem simplistic, gender diversity is an important element of organisational development. Questions about gender balance and ratios should not be taken as side considerations in building communities of diverse employees. If there are either too many women or too many men in the workplace, it might be an indicator of lack of diversity.
Global statistics suggest that there are fewer women in employment and even less in top leadership positions. A 2015 World Economic Forum Gender Gap report estimated that it will take 118 years to close the workplace gender pay gap, and bring women at par with men! The report also shows that while more women than men are enrolling at university in 97 countries, women make up the majority of skilled workers in only 68 countries and the majority of leaders in only four. Another report published by McKinsey Global Institute estimated that global growth can be increased by $12 trillion by advancing gender equality. Corporate entities should therefore be consistently assessing their gender gaps to create appropriate balance.
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Age diversity
Age diversity in more than mere age differences or basic categorisations such as young, middle-aged or elderly. Age groups in many parts of Africa, Asia and the Middle East possess cultural significance which includes the transition to manhood and womanhood. Age groups have also become relevant in the workplace, through the differences between the three main generations. These generations, covering about a quarter of a century have been labelled Baby Boomers(1946 to mid-60s), Generation Xers (mid-1960’s to 1980)and Millenials (1980 onwards). The globe-trotting brand expert, Martin Lindstrom aptly captions the Millenials as Digital Natives who grew up into the Information Era.
These groups reflect different philosophies about life, work, authority and relationships with each succeeding one growing more liberal in thinking. Age diversity is also related to the gap that emerges as one generation shifts to another – the generation gap. Generation gaps have to be acknowledged as a reality that affects how employees connect with employers, careers, authority and corporate culture. Psychoanalyst Michael Maccoby explains how the generation gap has raised people who have grown up with shared leadership, and view their parents as service providers instead of authority figures. Such people, he argues, are more comfortable with questioning authority. Consequently, to dismiss the significance of age diversity is to live in an unreal world.
Racial and ethnic diversity
There are current scientific arguments that racial differences are weak reflections of an individual’s actual genetic diversity. Nevertheless, we cannot discount the impact of the race (by whatever definition) on diversity and how people respond to it. There are undebatable racial divides which have effects on individual rights, life expectancy, healthcare, justice, and a variety of other issues.
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Ethnic origin is as much a requirement in form filling as age and gender. In countries like Nigeria, state of origin is also built into official forms. In a bid to promote tribal or racial balance, governments prescribe employment quotas. Yet, people from different tribal and racial groups tend to defend their group interests more fiercely than national interests. All over the world, wars and genocides have often been accounted for by racial prejudices. These prejudices still directly and indirectly affect the corporate entities and recruitment policies albeit more negatively than positively. Organisations should be encouraged to be more diverse, as McKinsey research indicates that companies with higher levels of racial and ethnic diversity are 35% more likely to generate above-average financial returns
Religious diversity
In one experiment (conducted in the US) researchers sent out 9,600 job applications using CVs with similar narratives but for a single detail – experience with a religious or non-religious student group. The results of the research showed that the applications without reference to religion obtained 20% more favourable responses from employers. Those with any mention of a Muslim student group received the lowest level of favourable responses. This experiment is a pointer to the depth of discrimination that religion generates in the workplace.
Undoubtedly, with numerous belief systems and religions, it is almost impossible to fully accommodate diversity. Yet, not recognising and accepting diversity produces more disadvantages than advantages. Obviously, the exceptions would be faith-based institutions that will deliberately search for employees with the same beliefs. For organisations that do not specify religion as a discriminatory factor, there is an implicit acceptance of diverse beliefs which has to be upheld and respected.
More dimensions next week…
Weyinmi Jemide
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