Abstract of advisory report:
Staff diversity
(Diversiteit in het personeelsbestand, 2009/03)
The growing diversity of the labour market poses new challenges for companies and
their employees. Increasingly, staff diversity is proving to be an important factor in
business. It gives companies and institutions access to talented individuals, regardless
of the group they belong to. That has a positive impact on the organisation and, in turn,
on society as a whole. A number of critical success factors apply, however: for one
thing, management must be committed to diversity, and the organisational culture must
be “inclusive” and tolerant.
Diversity: shifting attitudes
Diversity is a broad concept. It can encompass gender, age or ethnicity, but also less
high-profile characteristics such as disability or sexual orientation. The advisory report
describes a shift in attitudes towards diversity. For example, the idea that differences
between individuals should be appreciated and can be valuable to organisations is
gradually gaining ground. A comprehensive diversity policy in the public and private
sector will take those differences into account. The challenge for organisations is to use
the diverse characteristics and talents of their employees to best advantage.
Challenge
With the labour market growing more diverse, staff diversity is increasingly becoming a
given for companies and institutions. Staff diversity poses new challenges for
companies. It requires sound diversity management and a tolerant corporate culture
equipped for that purpose. Capitalising effectively on diversity can produce advantages,
for example the synergy generated by having people from different cultures working
together. Collaboration of this kind can lead to new incentives and creativity.
Individual approach
There is no golden rule for diversity policy. In many respects, the key is to take an
individual approach. This became clear in the interviews that the Committee held with a
number of experts while preparing this advisory report. The report outlines the basic
conditions and tools needed to pursue an effective diversity policy. For example,
organisations should have a well-defined strategic agenda for diversity, related directly
to their own objectives. Each organisation will have to consider which diversity targets
are desirable and realistic.
Critical success factors
It is further essential that the organisation’s senior management is committed to its
diversity policy. Whether the organisation is large or small, it is essential for its senior
managers to consistently and visibly endorse its diversity policy as a matter of urgency.
Another critical success factor is to work towards becoming an “inclusive organisation”.
For example, it is important that the corporate culture is a tolerant one in which all
employees, regardless of their individual or group characteristics or competencies, feel
respected and appreciated. In addition, lasting results can only be achieved if the
diversity policy is embedded in the organisation's overall and personnel policy.
The report also looks more specifically at staff recruitment and selection. It notes the
importance of combatting exclusion mechanisms (which are often unconscious in
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nature). New employees often closely resemble existing staff members. Stereotyping
other groups can also obstruct diversity.
Lasting results depend to a large extent on an organisation’s ability to retain new
employees. The organisational culture is an important factor in this respect. Employers
and co-workers should cooperate in creating an environment in the workplace that
allows everyone to fulfil their potential.
The Government’s role
Beyond the specific request for advice, the Council also considers the extent to which
the Government can promote staff diversity in organisations. The Council considers it
important for the Government to pursue an effective policy so that it can achieve its
targets with respect to the employment participation of particular groups.
© Social and Economic Council. All rights reserved. Material may be quoted, providing the source is mentioned.
Translation: Balance, Maastricht/Amsterdam