Business Results in Five Phases of the Diversity Continuum

Linda Gravett, Ph.D, SPHR

In the years that I've been a consultant assisting organizations in their efforts to leverage diverse talents, I've observed that organizations are generally in one of five phases of their diversity initiative. The continuum looks like this:

If an organization is in the "status quo" stage, its leadership selects employees who are similar to themselves in terms of race, culture, education, or other characteristics. The belief in these organizations is "we've always done it this way, and that's OK." The organization may be financially sound and viable. The question becomes, "how much more productive and profitable could we be?" The leadership may not ever know they've lost opportunities for an expanded market niche or that there are more effective ways to meet organizational objectives. Why? Similar ideas and approaches are always offered; there are no unique or diverse concepts or perspectives. Consequently, the organization is in danger of not keeping up with the fast-paced, constantly changing marketplace.

In the "reaction" stage, an organization may be just large enough to require a professional Human Resources person on staff. Once this person is on board, he or she will undoubtedly bring attention to any deficiencies in policies such as hiring practices or progressive discipline. The organization responds by quickly putting policies in place - which may or may not be consistently followed. Even large companies can be in the reaction stage if they decide, for example, to pursue a government contract. In order to become a government vendor, the company may be required to establish an Affirmative Action Plan. The organization takes this action, at least on paper, to become a potential vendor. In this stage, heavy recruiting of women or minorities often occurs; however, little or no effort to retain new employees is made. Consequently, high turnover - with its concomitant costs - occurs in this stage. Employees leave because they can easily find other jobs in today's marketplace.

Organizations in the "proactive" stage begin to notice marked improvements in areas where diverse skills and talents are effectively accessed. Process improvement teams that tap into diverse members' talents start to yield process improvements, for example. The organization's leaders decide to establish diverse teams and task forces as a conscious choice. Expanded approaches to product development, sales, and marketing start to translate into increased customer satisfaction and repeat business. Consequently, when committees, task forces or new jobs have open slots an intentional effort to incorporate a diverse group of people is made.

When an organization moves into the "redefinition" phase, the leadership is thinking about diversity efforts in concrete terms, and decides to make the diversity initiative a component of its strategic plan. In order to achieve its Mission and Vision, any organization requires specific competencies and talents. These talents may take the form of technological competencies, marketing expertise, or language ability. When the diversity efforts - how the company will recruit, develop, and retain talent - become an integral part of the strategic planning process, the company is redefining its values. The leadership realizes that having a diverse workforce becomes the right thing to do AND the smart thing to do.

The final phase of the continuum, "managing diversity", is ongoing. The leadership makes a conscious effort to recruit, develop and manage the best and the brightest - regardless of age, race, ethnicity, and so forth. Diversity efforts become an integral component of organizational systems, processes and activities. Information is shared, rewards and recognition are tied to positive results, and customers are retained. Organizations in this stage have an enviable public image and are capable of recruiting and retaining a skilled, committed workforce that helps the organization to survive and thrive.