Take the time as an organization to celebrate employee differences. If you can’t demonstrate how this pertains to every employee at every level, your audience will probably sense the organization’s lack of commitment. They need to believe in the potential, and in turn, sell it to upper management, who can sell it to middle management. If the folks in the C-suite don’t buy it, it's likely that no one will. Diversity needs to be evident at every level in the organization, senior management included. Specific cultural groups may end up feeling excluded and overlooked, resulting in them banding together, creating an us versus them environment.įor the successful implementation of a cultural diversity plan, I've found that a holistic approach is necessary. If your intentions aren’t sincere, you risk creating a situation where no true mixing and cooperation take place instead of having an integrated, synergistic team. Hiring applicants to simply be able to say in your corporate promotional materials that you're culturally diverse is unproductive at best.
Without a well-researched and thoroughly thought-out plan, departments may end up hiring candidates not because of their qualifications but because they fit the picture the company is trying to create. If a cultural diversity plan is implemented without due forethought and effort, it could go off the rails. Successfully Implementing A Cultural Diversity Plan By process of elimination, we can decide which areas to focus on for improvement. If the group isn’t sure, or is reluctant to open up, I sometimes begin with having them tell me the aspects of cultural diversity at which they excel. A good starting point is to determine where any disconnects are coming from. For them to be effective in achieving results, people-focused aptitudes such as cultural competence are key. Relationship and communication skills are critical for group effectiveness.
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If they learn to identify and work well with individuals who have good advice to offer, such as cultural informants and professional interpreters, they will increase their chances of success.” If the merging company is multinational, you may need to figure out how your team will interface with new teammates who speak several different languages.Īccording to Richard Brislin, author of Working with Cultural Differences, “even though the challenges of extensive intercultural contact are formidable, they can be overcome if people understand the sources of cultural differences and understand a range of behavioral responses to deal with them. If the change is rapid and somewhat drastic - think a speedy merger with a company based in a different country - you may have to develop a plan that not only deals with cultural differences but also a language barrier. Solving this may be as easy as the human resources department conducting a few diversity and inclusivity training sessions. There may be a bit of grumbling about changing the way it’s always been. Your company may experience a slow, steady change of including more and more colleagues with various cultural backgrounds. There are likely to be some initial challenges and growing pains that come with the changes. If the work groups in your organization have traditionally been homogeneous, it may take some getting used to on the part of not only management but also members of the team. Everyone likes to feel needed and as though their contribution is of value.
Inclusiveness also fosters increased productivity and employee satisfaction. An increase in innovation and creativity among a culturally diverse group can create an esprit de corps and the feeling of positive progress for the benefit of the group and the organization. Such success promotes a feeling of camaraderie among team members and encourages successful cooperation in the next company venture. Diverse employees can bring together their different talents, experiences and various skill sets to come up with creative and inventive solutions, whereas another group made up of people with similar backgrounds and skill sets may decide to solve a dilemma in the same way they always have. Teams and companies that make diversity a priority offer a variety of ideas, perspectives and learning opportunities. Why Cultural Diversity In The Workplace Is A Win-Win Nearly 95% of directors agree that diversity brings unique perspectives to the boardroom, while 84% believe it enhances board performance.” As Paula Loop and Paul DeNicola wrote in an article for Harvard Business Review, “after years of asking corporate directors about the importance of diversity in the boardroom, we’ve got some good news: the vast majority see value in including more women and minorities.