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Diverse team

Tips for Managing a Diverse Employee Base

Staffing & HR

As economic and technological changes continue to alter the landscape of business, corporate executives have been challenged to reconsider traditional management styles and theories. One area that has provided the impetus for contemplation is the growth of employee diversity. A strong understanding of the challenges that accompany this trend is important to efficient supervision and maintenance of overall productivity within an organization.

A critical step in managing a diverse workforce is a modified understanding of the term. Unlike past definitions, today's diversity encompasses more than just ethnic origin and gender. Factors such as economic globalization, recession, and the revolutionizing of traditional gender roles in the workforce have all contributed to greater segmentation of the employee pool. Tapping diversity now includes race, religious affiliation, sexual orientation, economic class, age, and even military experience. The broadening of this term acknowledges a less homogenized employee group and better reflects their current needs and values.

Analyze before acting

As managers begin to embrace the new definition of diversity, there may be a natural desire to restructure outdated internal policies and procedures. However, before announcing a new course of action or diving into radical amendments, managers are advised to carefully examine the current corporate culture. Scrutinizing the social norms, values, and potential for assumptions and biases within the organization are some of the ways to accomplish this task.

Uncovering these hidden (and in some cases not so hidden) practices and systems of belief can be a challenge, but utilizing the assistance of outside consultants and experts can aid the process and offer a more evenhanded perspective.

Identify biases

Once analysis of the corporate culture has been completed, managers should identify principles and tenets that are obsolete or unfairly tipped toward one or more employee groups. A strong tool of support for execution is the use of an advisory panel. Comprised of a cross-section of employees, these panels allow managers to hear the actual and perceived barriers of on the job effectiveness.

Over the last few decades, research has confirmed the value of advisory boards and their ability to instigate change. One particular study conducted in a service company over the span of 10 years cited participant staff and managers as having a marked improvement in their "shared understanding and commitment to diversity." Equally as important was the documentation of enhanced communication between the groups.

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Plan for personal accommodations

Along with adjustments to internal guidelines and systems, authority figures must be willing to make practical accommodations for a more diverse employee base. When the stock market collapsed, many older workers were forced to suspend retirement plans or return to the job force. As a result, managers have had to identify potential ways to accommodate elderly staff with adaptive support such as brighter lighting, ergonomic equipment, and modified office chairs.

Additionally, training programs have been revised for the elderly to account for differences in learning styles and pace. Although changes of this nature may add expenses to a budget Marilyn Joyce, an Ergonomic Consultant for Arthur D. Little, insists that managers "have to adapt [the] workplace to the labor force; ignore it, and [they] could be sacrificing quality and productivity."

Instill a strong diversity training program

One initiative that is still finding its way is the implementation of formalized diversity training programs. Numerous cases have been documented of failed attempts, with participant complaints ranging from lack of value for the sessions to feelings of offense and resentment. Poorly designed programs with ill-equipped facilitators have been the primary culprit of these experiences, proving that deficient training can have the potential for doing more harm than good. However, the significance of a well designed and executed program cannot be overlooked. Performed at its best, diversity training has the power to strengthen a team and produce stronger overall efficiencies.

Ultimately there are many choices available for managing diversity but few should be considered hard and fast rules for success. Nevertheless it is important for corporations to proactively seek ways to navigate this process as the demographic spectrum of the workforce will undoubtedly continue to expand.

About the Author: Sarah J.S. Dixon is an adjunct instructor for the business degree program at Rasmussen College at the Fargo, North Dakota, college campus. She has worked in the field of fundraising for more than seven years; and marketing and public relations for more than 10 years. Sarah has a B.A. in Healthcare Administration from Concordia College and a M.B.A. from North Dakota State University. Sarah has served as an expert in her field on educational and community panels and was named United Way of Cass Clay - Impact Speaker of the Year in 2008 and was a 2010 nominee.