There’s an old saying that goes, “Birds of a feather flock together.” This Statement also runs through many companies. You will hire someone, if the person is similar to you. But this limits companies to their own potential, because it shows: Diversity Management is the key to success.
In the search for the right employees, managers often tend to repeatedly hire the same type of person. One that is very similar to themselves. Why? In short: You know each other, you like each other. Explained in more detail: companies try to function as smoothly as possible. People who hold the same values, have the same views and even come from the same culture seem to generate less friction than those who are very different. But friction in particular can also provide positive energy that companies should take advantage of. One method of bringing a breath of fresh air and thus regularly new impulses into a team is so-called diversity management.
Diversity Management is desirable on many levels
There are many reasons why companies should practice diversity management. One possibility, for example, is the discrimination and fairness approach. The basic idea here is that everyone should have the same opportunities, regardless of gender, background or other factors. Another way of looking at it is the access and legitimacy approach. This approach builds on economic considerations. For example, managers hope to tap into new markets and target groups by hiring employees with the appropriate attributes. Of course, an integrative approach that combines economic and moral reasons is also conceivable.
Above all, companies are called upon to respond to the current opportunities and problems offered by the labor market. For example, companies are confronted with demographic change, globalization, a change in values, a declining workforce and a shortage of skilled workers. In addition, more and more women and people with a migration background are entering the labor market, who have different needs and to which companies must adapt. Demographic change in particular is a source of concern for many company managements. Over the next 20 years, around 24 million people will retire. At the same time, fewer and fewer children are being born to fill this gap. According to estimates, there will already be a shortage of more than six million workers in 2025. However, many companies are already noticing this. In addition, the trend is for the retirement age to rise, which means that companies are faced with the challenge of meeting the needs of Generation Traditionals through to Generation Z .
Utilize potentials
In order to utilize the full acquisition potential, companies should therefore not limit themselves, but instead make a point of ensuring that their team is diverse. Therefore, attributes such as age, gender, national and cultural origin, religion or belief, sexual orientation or identity, and disabilities should not be exclusion criteria. In this way, companies can benefit not only from the professional expertise of employees, but also from unusual perspectives, different experiences and different solutions. As a result, the company is less stuck in its mindset, can react more flexibly to problems, avoids shitstorms and strengthens its external image.
Companies that maintain good diversity management appear more international and cosmopolitan to the outside world. This makes them attractive not only to different potential candidates, but also to different customer bases. This also has positive effects internally. When employees feel they can be themselves, this has a demonstrably positive impact on performance and also improves the working atmosphere. In addition, the operating profit of listed companies where the board of directors consists of both men and women is significantly higher than those with only male board members.
It all comes down to the right planning
Good diversity management can rarely be implemented overnight and should therefore be firmly anchored in the corporate structure. To achieve this, the corporate culture and market presence must be adapted in such a way that they appeal to a diverse range of talent. Secondly, the recruitment and work processes should be checked for possible discrimination. It can also be helpful to bring in external consultants who have a certain distance from the company and are thus more likely to perceive unconscious discrimination. Talented people should also be given the opportunity to develop and feel that their individual characteristics and circumstances are valued. In addition, equality and anti-discrimination are legal obligations and employees can sue for their rights. Those who have good diversity management from the outset therefore minimize the risk of not behaving appropriately toward their employees.
Self-reflection is the first step in good diversity management. As part of this process, the personnel structure must first be analyzed and long-term personnel requirements planned in order to define the company’s own needs. Furthermore, one’s own leadership style should be reviewed and adjusted if necessary. It is important to encourage other managers and in-house or external recruiters to build diverse teams in line with the company’s strategy. Working spaces and hours should also be geared to the needs of all employees. In addition, a strategy can be developed on how to best utilize the potential of individuals. Other measures include: Gender management (promotion of women to management positions), the provision of company kindergartens for employees with families, programs to retain older employees (age diversity), the establishment of workplaces for people with disabilities, concepts for balancing work and leisure (work-life balance/work-life integration) and the development of international culture management.
Even small changes can create an atmosphere in which employees and potential candidates feel comfortable. But if you want to utilize the full potential of a diverse team in the long term, you need to systematically anchor diversity management in your corporate culture. This can ultimately improve not only a company’s performance, but also its image.
