Diversity is more than just colourful stock photos or another sales factor. Rather, dealing with diversity shows the authenticity and sense of responsibility of a company. But what can a differentiated and relaxed approach look like and what are the implications for HR?
What is diversity and inclusion?
Diversity, inclusion, gender stars and political correctness are fighting words for some and triggers for others. The topic and the right way to deal with diversity are an integral part of current social debates. It was therefore only a matter of time before companies also had to deal with this phenomenon.
The fact that we have to deal with diversity and inclusion so often already makes the fundamental problem visible: many population groups are or at least feel disadvantaged and discriminated against.¹ Gender inequality usually features prominently, which is quite understandable given the number of people affected. However, it is important to recognise that factors such as ethnicity, age or disability can also be decisive. These are affiliations that are difficult or impossible to change.²
The complexity of the problem and the different terms that are used in the debate, sometimes synonymously or without clear offboarding, make it difficult to reach a common understanding. In principle, diversity and inclusion describe the understanding and conscious handling of diversity and aim to achieve equal opportunities, i.e. equal access to opportunities and equal access to resources, as well as equality
Consequences of discrimination and opportunities of diversity
Discrimination has a negative impact on all areas of life. Those affected suffer psychologically and physically from the effects and are impaired in their way of life.⁴ It should be remembered that certain factors that put people at a disadvantage affect us all and are always part of our own lives.
But equality is more than just preventing the negative consequences of discrimination. What we should essentially be concerned with is empowering each individual to realise their own potential. To achieve this, established power structures must be loosened and barriers, whether in people's minds or in practice, must be broken down. Only when members of disadvantaged groups are not forced into expected roles and have equal opportunities will sustainable diversity flourish, from which companies can also benefit in the long term.
Diverse teams that require creativity and innovation achieve better services than homogeneous teams.⁵ Companies can use diversity to prevent complex issues from always being viewed from the same narrow perspective and benefit from a change of perspective. In view of an ageing population and a shortage of skilled labour, companies must also ensure fair access to work in order to remain attractive employers for all talents in the future.
HR as a trailblazer for diversity & inclusion
What does this mean for HR? Firstly, it is important to realise that HR has countless points of contact with the topics of discrimination and diversity and can set many levers in motion to bring about sustainable change. The need for action naturally varies depending on the Industry, the size of the company and, above all, the target group of the measures. However, general procedural fairness is essential in order to establish equal opportunities. This is because unconscious and structural discrimination is evident throughout the entire Employee Journey and even before it.
The pitfalls of our entrenched patterns often become apparent even before we come into personal contact with the person being discriminated against. For example, if job advertisements are written in the generic masculine, fewer women apply for the vacancy than if both genders are mentioned.⁶ The myth that women are "included" in the generic masculine does not stand up to critical scrutiny.⁷ We need to recognise when a linguistic form encourages discriminatory behaviour. Language not only depicts reality, but also constructs it. One solution to this problem, as you might have guessed, is to use an inclusive form of language. This can reduce stereotyping.⁸ Even small decisions can make a big difference in our minds.
In addition to designing HR processes, we need to take a self-critical look at our own thought processes. After all, there is a person behind every decision. Studies suggest that, on average, women's CVs are rated lower than those of men, even if their qualifications remain the same.⁹ People with a migration background are also heavily affected by this discrimination. Despite having the same qualifications, they are invited to interviews less often than people without a migration background.¹⁰ In very few cases is this due to a consciously derogatory attitude, but can be attributed to implicit associations that no one is immune to.¹¹ For this reason, it is important to raise awareness of these unconscious biases through training and workshops and to reduce distortions in perception.
A question of corporate culture
Of course, HR has countless other measures at its disposal to minimise discrimination in all its facets. But the biggest lever for change is and remains the corporate culture. It forms the foundation on which an authentic approach to diversity can thrive and without which all measures cannot grow beyond combating symptoms. We must all set an example of a respectful and inclusive approach to different needs and backgrounds and integrate this into our way of thinking.
This should not be done with a raised index finger or degenerate into trench warfare over the correct way to be gender inclusive. Instead, we can start with ourselves and become aware of where we are confronted with or recognise discrimination in our everyday lives. Do we really only want to pay attention to prestigious degrees from elite universities, even though we know that the educational opportunities of certain social classes are worse?¹² Are we aware of the barriers for physically disabled people in our organisation? Do we recognise the structural privileges associated with certain affiliations? We need to ask ourselves questions like these before diversity and inclusion become a matter of course. Breaking new ground requires courage. But sometimes it is precisely these courageous decisions by individuals and companies that actively tackle social problems.
It is precisely because of all the differences that we must not lose sight of the "we" of an organisation. Instead, we should seize the opportunity to establish a fairer and more inclusive "we" in which everyone can realise their potential and make a difference together.
Sources
¹ https://www.ekr.admin.ch/pdf/Medienmitteilung_Auswertungsbericht_2019_De.pdf
² https://www.charta-der-vielfalt.de/
³ Sander et al. (2012). Diversity management as a change process. https://ccdi-unisg.ch/wp-content/uploads/2015/10/diversity-management-als-ver%C3%A4nderungsprozess.pdf
⁴ Schmitt et al (2014). The consequences of perceived discrimination for psychological well-being: A meta-analytic review. Psychological Bulletin, 140(4), 921-948. https://doi.org/10.1037/a0035754
⁵ Schneider, J. & Eckl, V. (2016). The difference makes a difference: Team diversity and innovative capacity. https://www.oecd.org/sti/015%20-%20SKY_Schneider_Eckl_201607025.pdf
⁶ Gaucher et al (2011). Evidence that gendered wording in job advertisements exists and sustains gender inequality. Journal of Personality and Social Psychology 101, 109-128. https://ideas.wharton.upenn.edu/wp-content/uploads/2018/07/Gaucher-Friesen-Kay-2011.pdf
⁷ Nübling, D. (2018). And whether the genus with the sexus. Genus refers not only to gender, but also to gender order. https://ids-pub.bsz-bw.de/frontdoor/deliver/index/docId/7874/file/Nuebling_Und_ob_das_Genus_mit_dem_Sexus_2018.pdf
⁸ Sczesny et al (2016). Can gender-fair language reduce gender stereotyping and discrimination? Front. Psychol. https://www.frontiersin.org/articles/10.3389/fpsyg.2016.00025/full
⁹ Kübler et al. (2017). Be a Man or Become a Nurse: Comparing Gender Discrimination by Employers across a Wide Variety of Professions. https://www.wzb.eu/de/pressemitteilung/frauen-werden-bei-der-ausbildungssuche-diskriminiert
¹⁰ https://ethz.ch/de/news-und-veranstaltungen/eth-news/news/2021/01/recruitment-diskriminierung.html
¹¹ https://www.spektrum.de/news/unbewusste-einstellungen-halten-wir-maenner-doch-fuer-klueger/1749368
Author
Esmir Davorovic
HR Strategies
Esmir Davorovic is passionate about diversity. As an HR Strategies Consultant, he shows companies what levers they can pull to promote equal opportunities.