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By: Michael P. Savitt

Based on U.S. Census Bureau estimates, the U.S. is on track to reach "majority minority" status by 2042 with the continued growth of Asian, black and Hispanic populations. Organizations must embrace such diversity in order to remain competitive, recruit and retain top talent and keep employees engaged.

In 2007, consultancy HR Solutions' Research Institute conducted a study to determine whether a correlation between diversity satisfaction and employee engagement existed. The study asked: If employees perceive their organization as treating "diverse" people fairly - including employees and customers - is employee satisfaction and engagement also perceived more favorably? The research unveiled a correlation between diversity satisfaction and overall job satisfaction and engagement, indicating that a positive and significant relationship exists between the two measures.

According to the study's findings, organizations must take proactive steps to foster an engaged, diverse workforce. In doing so, leaders will demonstrate to both current employees and potential applicants that diversity is valued by their organization. The study's findings prescribed the following five best practices:

1. An organization's diversity leaders should launch a company-wide diversity campaign, communicating the importance of diversity and highlighting how a diverse workforce is linked to higher engagement and increased company morale. A statement of the commitment to embracing and promoting diversity within the organization, if not already in existence, should be developed and posted in high-traffic areas. This statement should contain the organization's definition of diversity, which should be as inclusive as possible. Unfortunately, many organizations still define diversity only as differences in race, ethnicity and religion. Diversity also includes differences in gender, sexual orientation, marital status, educational background and age. A successful campaign will illustrate how employees directly benefit from a diverse workforce.

2. To coincide with a company-wide diversity campaign, diversity executives should also implement a diversity-related education and training program for the entire organization, developing the program in-house or hiring a consultant to assist with its creation. The program should be relevant, engaging and interactive in order to increase awareness of workplace diversity and help employees truly understand its benefits.

3. Diversity leaders should allow for the formation of employee resource groups, or ERGs, dedicated to promoting diversity throughout the organization. These groups, which would be established and facilitated by employees, could be based on aspects of diversity that employees have in common with one another. The ERGs also could provide recommendations to senior management on endorsing diverse events and causes, such as an LGBT fair or working with minority-owned business suppliers. An example of an ERG can be found in Google's online sales and operations department. Those employees recently launched a group called the "Guguelitos" to target the Hispanic market and make it more aware of Google's AdSense and AdWords services. As a result of the ERG's efforts, Google achieved deeper penetration of the two services in the Hispanic market and a higher bottom line.

4. Diversity executives should consider implementing an internal awards program to recognize employees who demonstrate a commitment to diversity and inclusion. For example, Boeing gives diversity awards to employees who drive the successful integration of diversity, equity and fairness principles into practices and processes. Boeing presents three awards - the Change Agent Award, Process Improvement Award and Affirmative Action Award - at its annual diversity summit.

5. Diversity leaders should recommend to senior management that their organization conduct an audit of its gender wage gap, promotion selection process and hiring and termination policies. Such an audit could reveal important information that can be used to make key changes. For example, an organization could perform an analysis of its past 10 promotions to ensure they were performance-based, not bias-based on diversity factors such as age, tenure or race.

Creating and maintaining a diverse, engaged workforce should be a top organizational priority. By following the aforementioned steps, organizations can start on their way toward embracing diversity and creating more effective relationships between coworkers as well as between employees and customers.

Michael P. Savitt is the PR/communications marketing manager at HR Solutions Inc. He can be reached at editor@diversity-executive.com.
Article Source: http://www.diversity-executive.com/article.php?article=1138