HRMN 495- Risk Management Audit

Diversity and Inclusion

Diversity

Diversity denotes the ways in which people are similar or different from

one another (University of Minnesota, 2017). There is no single definition

of diversity that is used in research or in organizations, but there are

common themes that span across research and practice that can enhance

our understanding of diversity:

• Diversity is respecting the differences among people (Mazibuko &

Govender, 2017).

• Diversity is set of actions that include appreciating individual

uniqueness and practicing mutual respect (Patrick & Kumar, 2012).

• Diversity can be divided into surface‐level traits and deep‐level

traits. Surface‐level traits refer to characteristics that are highly

visible (e.g. race, gender, age) and deep‐level traits refer to

characteristics that are harder to see from the outside (e.g. values,

attitudes, beliefs) (University of Minnesota, 2017).

Learning Resource

Diversity and Inclusion

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UMGC (n.d.). Diversity and Inclusion. Retrieved from https://leocontent.umgc.edu/content/umuc/tus/hrmn/hrmn495/2225/learning- resource-list/diversity-and-inclusion.html#

Source: University of Minnesota, 2017

Regardless of which description of diversity resonates with you, it is most

important to understand the multitude of individual attributes that can

contribute to diversity in an organization. To ensure organizational

success in a time of rapid demographic changes in the United States and

global workforces, we must adopt a broader perspective and focus on the

many aspects of diversity (Derven, 2014). Typically, when we think about

diversity in organizations, we tend to think largely in terms of surface‐

level diversity. In reality, however, there are countless differences

between individuals that contribute to the diversity of an organization

that are not as easily recognized. In contemporary organizations, for

example, we are likely to encounter differences among people related to

sexual orientation, religion, physical abilities, education, nationality,

cultural background, and more.

Diversity Management in Organizations

Diversity in organizations comes with an array of advantages and

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challenges. It is crucial to recognize both the challenges and advantages

of diversity so that we, as members of organizations, can contribute to

diversity management. Diversity management is defined as "a process

intended to create and maintain a positive work environment where the

similarities and differences of individuals are valued, so that all can reach

their potential and maximize their contributions to an organization’s

strategic goals and objectives" (Patrick & Kumar, 2012, p.1 ). Potential

advantages of successfully managing diversity in organizations include

more creative decision‐making processes, better employee performance,

and better financial outcomes for organizations (Patrick & Kumar, 2012;

Theodorakopoulos & Budhwar, 2015; University of Minnesota, 2017).

Challenges that may occur as a result of diversity are negative effects on

an employee’s mental and physical health because of feelings of exclusion

and decreased effectiveness of work teams (Shore, Cleveland, & Sanchez,

2018; Theodorakopoulos & Budhwar, 2015).

Approaches to diversity management can be separated into two main

categories: organizational compliance with legal mandates and

organizational efforts to minimize the effects of institutionalized

discrimination. Over the years, the emphasis of diversity management in

organizations has mostly shifted from complying with applicable federal

laws to creating truly inclusive environments for all employees.

Historically, individuals who did not meet the ideal worker image (e.g.,

white, male) faced discrimination that resulted in disadvantages in terms

of career advancement. Although we have made significant progress in

the area of diversity management, images of the ideal worker are resistant

to change (Ely & Meyerson, 2000, 2010; Ramarajan & Reid, 2013). As

such, it became necessary to implement protective measures to ensure

equal treatment in the workplace. More specifically, legislation was set in

place for people that are traditionally marginalized in organizations,

including the following (University of Minnesota, 2017):

• The Equal Pay Act (1963) prohibits discrimination in pay based on

gender

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• Title VII of the Civil Rights Act (1964) prohibits discrimination in all

employment‐related decisions based on gender, race, and religion

• The Age Discrimination in Employment Act (1967) prohibits

discrimination against employees over 40 years of age

• The Americans with Disabilities Act (ADA) (1990) prohibits

discrimination in employment against individuals with physical as

well as mental disabilities, if these individuals are otherwise qualified

to do their jobs with or without reasonable accommodation.

Organizational compliance of these federally mandated policies is

typically a function of an organization’s human resources unit. In addition,

the Equal Employment Opportunity Commission (EEOC)—a federal

entity—is responsible for managing complaints from individuals who

report instances of discrimination (University of Minnesota, 2016).

Furthermore, it is important to note that as the workforce becomes more

and more diverse, there will be additional challenges to ensuring that

individuals are protected from discrimination along all dimensions of

diversity. Though there are legal protections in place for certain classes of

employees, discrimination in the workplace is still prevalent.

Discrimination in the workplace—whether intentional or unintentional—

can be captured under the umbrella of institutionalized discrimination.

Institutionalized discrimination is defined as a system that "creates and

sustains privileges for some while creating and sustaining disadvantages

for others" (Patrick & Kumar, 2012, p. 1). For the purposes of this brief

overview, we will review three concepts that may result from

institutionalized discrimination and often emerge in organizations—power

imbalance, stereotyping, and microaggressions.

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For a more thorough review of how institutionalized discrimination may emerge in the workplace, read Diversity and inclusion in different work settings: Emerging patterns, challenges, and research agenda (http://ezproxy.umgc.edu/login?url=http: //search.ebscohost.com.ezproxy.umgc.edu /login.aspx?direct=true&db=bth& AN=78142583&site=eds‐live&scope=site) .

Individuals that belong to traditionally marginalized groups are often

underrepresented in positions of power within organizations as a form of

power imbalance. One way this occurs is the exclusion of marginalized

employees from networks that regulate access to information,

opportunities, and resources needed to advance (Elliott & Smith, 2004;

Nkomo & Hoobler, 2014). This occurrence is summed up by Acker (2006,

p. 143) as "systematic disparities between participants in power and

control over goals, resources, and outcomes; workplace decisions such as

how to organize work; opportunities for promotion and interesting work."

Stereotyping is the act of generalizing a particular group of people.

Stereotypes are often used to make decisions about a particular individual

without actually verifying whether the assumption holds for the person in

question (University of Minnesota, 2017). Microagressions are "verbal,

behavioral, or environmental treatment that communicates a devaluation

of an individual’s contributions" (Shore, Cleveland, & Sanchez, 2018, p.

180). It is important to note that power imbalances, stereotypes, and

microaggressions are not mutually exclusive constructs or fully

representative of the challenges that may be faced by marginalized

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groups within organizations.

Inclusion

Inclusion is a concept that is closely related to diversity, however some

researchers believe a key distinction to be that management of diversity

can be legally mandated, whereas inclusion is the result of purposeful

planning and action on the part of an organization (Shore, Cleveland, &

Sanchez, 2018). In general, inclusion refers to "the act of including

someone or something in a group, set, or total" (Lumen Learning, n.d.). In

addition, the literature suggests there are common elements that are

indicative of inclusive workplaces:

• a focus on open‐mindedness, appreciation for diversity, and equal

opportunity for all employees (Lumen Learning, n.d.)

• the feeling that individuals can be authentic at work (Shore,

Cleveland, & Sanchez, 2018)

Additionally, organizational culture plays a prominent role in creating an

inclusive environment for employees because the culture of an

organization sets expectations of how employees should interact with

each other. An organization cannot fully leverage diversity if the

environment is exclusionary. As such, without a culture of respect and

appreciation for diversity in an organization, any efforts to promote

inclusivity will likely falter.

Workplace Inclusion Strategies

Cultivating an inclusive workplace is best achieved through a top‐down

approach. Organizational leaders must actively promote an environment

where all employees are equally valued and receive equal opportunities.

Beyond support from senior leadership, fostering an inclusive workplace

is the responsibility of all employees. Inclusion is created for everyone by

everyone. Here are examples of how all employees can contribute to

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creating an inclusive work environment:

• When you are working as a member of a team, ensure that all team

members have an opportunity to speak up and be heard, and provide

a safe space for others to share their point of view (Sherbin & Rashid,

2017).

• Proactively seek opportunities to mentor or be a sponsor for

colleagues who belong to typically marginalized groups (Sherbin &

Rashid, 2017).

• Volunteer to be a part of your organization’s Employee Resource

Group (ERG). If an ERG does not exist, recommend that one be

established! In organizations, ERGs are established networks that are

tasked with fostering a welcoming environment for

underrepresented groups (Derven, 2014).

There are also more formal approaches that are often used to increase

workplace inclusion. These strategies are typically implemented by the

Chief of Diversity and Inclusion, human resource representatives, or other

senior leadership officials. It is imperative to be aware of these tools so

you can suggest them to management if they are not already being used

in your organization:

• Offer organization‐wide diversity training that educates on cultural

awareness and bias.

• Hold open forums where employees have an opportunity to share

their thoughts on diversity relations in the organization.

• Implement an organization‐specific diversity management plan. A

diversity management plan is an action plan that can be used to

establish and maintain a culture of inclusivity in organizations

(University of Minnesota, 2016).

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Things to Consider When Creating a Multicultural and Diverse

Work Environment

Here are some questions the University of California, Berkeley

(2018) HR department suggests considering to assess the quality of

diversity management:

• Do you test your assumptions before acting on them?

• Do you believe there is only one right way of doing things, or

that there are a number of valid ways that accomplish the same

goal? Do you convey that to staff?

• Do you have honest relationships with each staff member you

supervise? Are you comfortable with each of them? Do you

know what motivates them, what their goals are, and how they

like to be recognized?

• Are you able to give negative feedback to someone who is

culturally different from you?

• When you have open positions, do you insist on a diverse

screening committee and make additional outreach efforts to

ensure that a diverse pool of candidates has applied?

• When you hire a new employee, do you not only explain job

responsibilities and expectations clearly but orient the person to

the campus and department culture and unwritten rules?

• Do you rigorously examine your unit’s existing policies,

practices, and procedures to ensure that they do not

differentially impact different groups? When they do, do you

change them?

• Are you willing to listen to constructive feedback from your

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staff about ways to improve the work environment? Do you

implement staff suggestions and acknowledge their

contribution?

• Do you take immediate action with people you supervise when

they behave in ways that show disrespect for others in the

workplace, such as inappropriate jokes and offensive terms?

• Do you make good faith efforts to meet your affirmative action

goals?

• Do you have a good understanding of institutional isms such as

racism and sexism and how they manifest themselves in the

workplace?

• Do you ensure that assignments and opportunities for

advancement are accessible to everyone?

References

Acker, J. (2006). Inequality regimes: Gender, class, and race in

organizations. Gender & Society, 20(4), 441–464.

Derven, M. (2014). Diversity and inclusion by design: Best practices from

six global companies. Industrial and Commercial Training, 46(2),

84–91.

Elliott, J. R., & Smith, R. A. (2004). Race, gender, and workplace power.

American Sociological Review, 69, 365–386.

Ely, R. J., & Meyerson, D. E. (2000). Theories of gender in organizations: A

new approach to organizational analysis and change. Research in

Organizational Behavior, 22, 103–151.

Ely, R. J., & Meyerson, D. E. (2010). An organizational approach to

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undoing gender: The unlikely case of offshore oil platforms.

Research in Organizational Behavior, 30, 3–34.

Lumen Learning. (n.d.). Boundless Management: Diversity in

Organizations. https://courses.lumenlearning.com/boundless‐

management/chapter/diversity‐in‐organizations/

Mazibuko, J. V. & Govender, K. K. (2017). Exploring workplace diversity

and organisational effectiveness: A South African exploratory case

study. SA Journal of Human Resource Management.

doi: 10.4102/sajhrm.v15i0.865

Nkomo, S. M., & Hoobler, J. (2014). An historical perspective on diversity

ideologies in the US: Reflections on HRM research and practice.

Human Resource Management Review, 24(3), 245–257.

Patrick, H. A., & Kumar, V. R. (2012). Managing workplace diversity:

Issues and challenges. SAGE Open. doi:

10.1177/2158244012444615

Ramarajan, L., & Reid, E. (2013). Shattering the myth of separate worlds:

Negotiating nonwork identities at work. Academy of Management

Review, 38(4), 621–644.

Sherbin, L., & Rashid, R. (2017). Diversity doesn’t stick without inclusion.

Harvard Business Review. Retrieved from https://hbr.org/2017/02

/diversity‐doesnt‐stick‐without‐inclusion

Shore, L. M., Cleveland, J. N., & Sanchez, D. (2018). Inclusive workplaces:

A review and model. Human Resource Management Review, 28,

176–189.

Theodorakopoulos, N. & Budhwar, P. (2015). Diversity and inclusion in

different work settings: Emerging patterns, challenges, and

research agenda. Human Resource Management, 54(2), 177–197.

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University of California, Berkeley. (2018). How Well Do You Manage

Diversity in Your Unit? https://hr.berkeley.edu/hr‐network/central‐

guide‐managing‐hr/managing‐hr/interaction/diversity/resources

University of Minnesota. (2016, March 22). Human Resource

Management. https://open.lib.umn.edu

/humanresourcemanagement/

University of Minnesota. (2017, January 04). Organizational Behavior.

https://open.lib.umn.edu/organizationalbehavior/chapter/2‐2‐

demographic‐diversity/

Licenses and Attributions

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