Fundamentals: Managing Diversity

Managing Diversity represents a concept of company leadership which recognizes the heterogeneity of the workforce and uses it to the advantage of all involved.

Managing Diversity does not only tolerate the individual differences of all employees, but it emphasizes them as particularly worthy.

The goals of 'Managing Diversity' include:

• To achieve a productive general atmosphere within the company
• To prevent discrimination against minorities, and
• To improve equality of opportunity

The minority itself is not of central importance here, but rather the whole workforce in all its diversity. 'Managing Diversity' represents an overall concept which advises about how to deal with staff diversity in a company and how to use it to the benefit of all concerned, including the company. 'Managing Diversity' is therefore much more than a 'company culture.'

Work relations between heterogeneous staff are the focus. 'Managing Diversity' identifies characteristics of employees which may become relevant because of their impact on work relations. Of interest are next to visible demographic characteristics of diversity such as age, gender, ethnic origin, religion and education non-visible characteristics like cultural norms and experiences. While visible attributes stand out, the quality and distribution of non-visible differences may directly increase the output and productivity of companies. The value of the diversity will mainly be governed by the company's attitude towards the value of the individual characteristics and its willingness to work with them and turn them into an advantage for the company.

'Managing Diversity' aims to increase the problem solving ability of heterogeneous groups. Here the following aspects have to be considered:

• Person relevant aspects

      These will be considered via measures that are especially tailored towards target groups, regarding for example migration problems, the reintegration of older employees into the workforce, and the diversity of generations and gender mainstreaming.

• Behaviour related aspects

   They refer to ways in which people may respond to certain situations on the basis of their intrapersonal characteristics and their implicit, socialized knowledge. Measures which have as their object behaviour related aspects aim to create an environment conducive to 'Managing Diversity.' It may be observed that cultural preconceptions often inhibit the beneficiary use of heterogeneity. They may lead to discrimination against minorities. Cultural images, however, may also be turned into an advantage if the benefits of diversity are the focus.

Guided by the knowledge that the potential of heterogeneous groups exceeds the sum of individual potentials and will be realized particularly through successful interaction, the mentoring of heterogeneous groups is to be approached in a way that will produce the desired results at company level.

The classical 'Managing Diversity Typology' identifies three main thrusts of 'Managing Diversity' and focus on the following paradigms:

Operational and strategic goals are tied in with 'Managing Diversity.' The strategic goals consist of the increase of adaptability to changing market conditions which will be achieved by building up a unique 'human capital' which is difficult to emulate. Success legitimizes 'Diversity' measures.

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