Bidiversity

In many organizations, the rationale and substance underlying the need for diversity and cultural competence reside in the business case for diversity. For some organizations, this business case spells out in great detail why diversity is a business imperative for the organization, what programs or processes they have currently or plan to implement to support diversity initiatives within the company, and what success means to the bottom line of the organization. With the rapid changes in our political, social and economic environments, it is time to revisit the business case for diversity and update its content and meaning.

The History
The business case for diversity had its genesis in the need for diversity and HR executives to couch diversity initiatives in terms their business colleagues could relate to. Early business case efforts focused almost entirely on the connection between diversity and the ability of an organization to gain market share, connect with minority consumers and the like.

In many quarters, this move toward business-appropriate vernacular was seen as progress, since these new business cases were often devoid of language concerning the societal implications of not employing a more diverse workforce. This change in direction also made relating to organizations easier for HR and diversity practitioners, and supporting metrics and measures evolved that were designed to quantify the return on investment in diversity and inclusion work.

A New Model
The dialogue about the link between diversity initiatives and organizational business success has advanced considerably since its early days. And there seems to be a renewed willingness on the part of organizations to have discussions about concepts associated with managing an increasingly diverse workforce and customer base. These discussions typically begin by acknowledging the rapid changes that will take place in national and regional demographics in the United States during the next 10 years.

These changes provide a significant opportunity for those associated with diversity initiatives to talk freely with their organizations about the potential costs associated with not valuing diversity in all of its forms. Further, this discussion can put more emphasis – and lead to more action – on advancing the business case and promoting organizational agendas that are seen by employees, shareholders and community stakeholders as being progressive and creating desirable places to work and do business.

The diversity business case does an excellent job of providing a forum for discussions about the relevance of diversity to the world of business, but these forums are merely appetizers on the greater menu of what needs to be on the table. Courageous conversations that challenge organizational norms and ask us to accept new paradigms about what is possible in the world of work, our roles as diversity practitioners and how our organizations relate to the communities that we touch should follow. In the new world that is rapidly upon us, these expectations will become the norm, not the exception.

Isaac Dixon, MA, SPHR, is the regional director for the Office of Diversity Initiatives at Providence Health & Services in Portland, Ore

Source: Diversity Executive