Diversity is defined as the condition of having or being composed of differing elements: variety; especially: the inclusion of different types of people (as people of different races or cultures) in a group or organization programs intended to promote diversity.
The world is abuzz with the term “Diversity”. The state of being diverse is a broad concept; including people places and things. We use the term as if mentioning it in the context of any conversation makes us smarter; more worldly, wiser. In terms of people, the word “Diversity” has been kicked around before it was kicked down the road for the next person to either pick it up or kick it further down.
When the word [Diversity] is proudly invoked in a corporate context, it acquires a certain sheen. It can give a person or institution moral credibility, a phenomenon that Nancy Leong, a University of Denver law professor, calls “racial capitalism” and defines as “an individual or group deriving value from the racial identity of another person.” It’s almost as if cheerfully and frequently uttering the word “diversity” is the equivalent of doing the work of actually making it a reality. (Holmen, Anna, First Words: Has ‘Diversity’ Lost Its Meaning?, 2015)
Let’s try to make this process a little simpler. In terms of people, how do we measure Diversity? What are the Key Performance Indicators (KPIs) against which actual Diversity is measured?
Understanding what we want to define is the first step to determining objective measurements against which to compare progress. Gathering baseline information is the second step. What does Diversity really mean? If we begin with the definition stated above, how do we know we’re diverse? Where is the threshold, the milepost, the checkered flag, the goal, the objective? How can we apply the definition to ensure we are accomplishing laudable goals?
Are KPIs based upon population norms? Are they based on diversity of the customer base? Is attempting to measure Diversity worthwhile? If so, why? These are weighty questions.
Diversity is important and potentially critical. Why ‘potentially’? Because of the reality of its nature as a moving target. Diversity is fluid; ebbing and flowing. In order for Diversity to move from goal to reality, it requires acute evaluation of the environment, ecosystem, areas of focus, into which we desire Diversity to take root and flourish.
If the target is workforce, instituting changes in various practices including, but not limited to: attracting/hiring, promoting, training, nurturing, retaining, disciplining and discharging are the primary areas. Being on the wrong side of Diversity can fuel thoughts of discrimination. Measuring Diversity is longitudinal. Do the markers change as times change?
Diversity requires connectivity between all levels of the organization. Decision-makers must not only support but must also be consistent advocates for Diversity. Every gain achieved through Diversity must be captured and retained. Success requires foundations, solid foundations. The effort invested in executing the strategy should be matched by the effort to retain each gain; use the knowledge gained from each success and each failure to ensure failures are minimized and gains are maximized.
Diversity “is an empty signifier for me now,” says Jeff Chang, the author of 2014’s “Who We Be: The Colorization of America,” though “I still strongly believe in the possibility.” Chang prefers “equity” to “diversity”, saying that the latter has been “deradicalized” from its roots in the multicultural movements of decades past. He recalls an anecdote about a diversity week at a Texas university where few white students bothered to show up. “Diversity”, Chang says, “has become a code word for ‘all those other folks.’” The problem with code words is that they’re lazy: They’re broad rather than specific, and can provide cover for inaction — the “I don’t know how to do this or what it means, so can someone else please do the work for me?” maneuver. (Holmes, Anna, First Words: Has ‘Diversity’ Lost Its Meaning?, 2015)
Diversity isn’t only about achieving hiring goals and targeted employee mix. Diversity includes retaining, nurturing, coaching and mentoring talent. This requires building connective tissue between mentors and mentees. Mentorship requires career paths that are objective; buy-in by the mentors, monitoring of progress as gauged by follow-up with mentees. When diversity permeates every aspect of an organization, employees, prospective employees, customers, prospective customers, suppliers, investors, etc. will recognize the depth and breadth of the organization’s progressive nature, establishing and perpetuating enduring relationships.
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Nikki DiCaro is a freelance writer, advocate, speaker and trainer on unconditional equality, diversity and inclusion. Her organization, DiCaro Consulting LLC, works with individuals and organizations to support diversity and inclusion. You can find her at her website, on Facebook, LinkedIn and Twitter.
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