Diversity
Introduction
I believe based on my extensive reading that diversity is about understanding, valuing, and accepting the difference between people in an organization. These differences include but not limited to, the following: age, gender, ethnicities, race, disability, sexual orientation, disparity in education level, knowledge and skill set, experiences, and personalities. We all realize that employees have different characteristics that make them different in one way or another. One has a distinct personality while another comes from different ethnicity, and another has a higher experience than another, and so forth. These difference make the workplace diverse, and there is no way we can dictate on who should and should not be part of an organization lest we lose the moral stand to accept differences that define our society.
Interestingly, I realize that diversity is perceived differently by generations. Generation Y, perceive workplace diversity as the combination of experiences, perspectives, and different backgrounds, and taking advantage of these difference is what defines a successful organization in the 21st century. Generation X and Z, on the other hand, perceive diversity as a having equal and fair representation in the workplace regardless of demographics (age, race, ethnicity, gender, marital status, income, education, etc.) (Bresman and Rao, 2017). For this generation diversity and inclusion is what matters. These perceptions of diversity narrow down to my view that diversity and inclusion are what is needed in the workplace. I want to believe that with diversity and inclusion, it becomes easy to leverage from a diverse workforce and establish a competitive advantage in both the short and long term period. I explore in this paper, lessons from Googles leaked anti-diversity memo, elements necessary for inclusivity, barriers to diversity, and conclude with key learning on diversity and inclusion.
What can Google leadership learn from their leaked memo on anti-diversity?
I understand the leaked Google memo titled, “Google’s Ideological Echo Chamber,” suggested that women biological differences made them lesser beings in the technological field and that no amount of diversity would overturn that fact. The memo gave a viewpoint on why there were more men than women in technology and leadership and that Google’s diversity programs were ineffective and unfair (Brown, 2018). The memo reiterates the strong-pro left bias in the Tech Company and somehow proposed ways of promoting diversity in a technology company. I agree that while the memo presented some of the most critical issues on how to improve a diverse workforce, it failed miserably by perpetuating serious gender stereotypes especially in an organization that is known in defending inclusivity and diversity regardless of gender, race, etc.
It is clear that the memo sparked debate in and outside the company, especially among women, and equally raised more questions than answers to the leadership fraternity at Google inc. Demore, the memo architect, was fired two days later for perpetuating gender stereotype, and since then, several leadership lessons seem to have been learnt by google (Oliver and Chiu, 2017).
First, it became more evident to the leadership that communicating clearly and transparently was important. More so, in time of crisis such as the leaked memo, something that put the company’s philosophy in question, it is essential to stay open with employees. In a diverse environment such as that of google playing workplace politics can affect the overall goal of the organization. As such, stopping confusion fueled by rumours and gossip should be the first initiative leaders take (Oliver and Chiu, 2017). Google took the initiative by addressing the issue and stopping misinformation in and outside the company. It engaged with all stakeholders affected by the subject and ensured that all questions and concerns were addressed.
Secondly, we learn that in the event of a crisis, leadership should not hesitate but stand and signal their values. While the memo would have made sense to a portion of the workforce or the general public, upholding or subscribing to the content of the memo meant alienating a critical population in the workforce. Leadership, in this case, demanded quick and appropriate decision making. For a senior employee to suggest that some employees have traits that make them less biologically suited to some roles was an insult to the women fraternity and should not have been accommodated especially considering the platform (memo) at which the voice of the message was raised. I believe that leadership must emphasize their employees to channel suggestions and issues of that calibre using the right channel rather than trying to create a hostile working environment for women and minority (Bresman and Rao, 2017).
Thirdly, Google leadership can equally learn how to commit to its central promise. I realize that the sole purpose of that memo was to put an established philosophy in question. It solely aimed at the question the leadership intentions, using an inappropriate channel. I believe that the best way to counter the memo was to commit to diversity and inclusion as earlier promised. This meant increasing more programs on inclusivity and proving a point to the detractors that indeed, inclusivity and diversity was beneficial in attaining company objectives (Brown, 2018). Allow women into technology and negate the argument that women biological differences made them lesser beings in the technological field.
Which elements should be in place for people to feel included and appreciated at work?
I imagine how it is impossible to find purpose and energy to innovate in a workplace where you are looked down upon, belittled, or made less of a human being. From this, I reiterate that inclusion is a call within an organization to actively involving and engage every employee’s perspectives, ideas, approaches, styles, and knowledge to maximize the overall business goal. We all understand that in companies such as google inclusion can be measured using a sense of belonging and connection that exists between employees to employees and employees to employers (Dobbin and Kalev, 2016). I realize that companies that have mastered the art of inclusion can easily get the best out of employees. Google has over the years embarked on diversity and inclusive programs, and as early as 2014, it had initiated a full disclosure of all its diversity figures in the company. Its main goal, which I strongly support was to strive in creating a connection between employees and employers and collectively seeking for higher engagement and creativity in the workplace.
I realize that the reason behind Googles disclose was to protect employees and increase inclusivity. It ensured that from 2014 onwards that inclusion was going to be an ongoing exercise, not a one day exercise. More strategies to increase inclusivity was to increase the hiring and promotion of minority groups. The company realized that black engineers were lowly represented and one of its policy to ensure that this group gain representation was to create an engineering residency for blacks. Its programs further sought to address gender biases especially women in technology by creating programs that inspired girls to pursue computer programming, so they equally have a chance to play a role in Google (Oliver and Chiu, 2017)
I agree that the environment created by Google over the years has fostered fairness in employment, promotion, and remuneration. Several practices in place have maximized connection and joy and offered employees a greater sense of job security. Every employee’s idea and perspective count in the company, something that has helped every one of them thrive in their respective fields. Google created a culture whereby everyone has a voice without fear of ridicule or rejection. Ideas matter regardless of race, colour, ethnicity, experience, or any other demographic aspect, something that has made inclusivity an essential goal in the organization (Bresman and Rao, 2017). As a result of googles inclusivity and diversity, we see that the company has been able to innovate even more than it did before. Employees feel part of the company. I believe that employees who felt included at work were more engaged in their workplace activities and have brought their whole selves and less likely to shift to other companies. Inclusion has led to better results in the company, and it is something we must admit.
From your reading which barriers prevent people from open to differences in others?
I agree with the reading that diversity should promote acceptance, teamwork, respected, and collaboration despite demographic differences. Ideally, the benefits that accrue to a diverse workforce are massive. However, there several barriers that prevent people from accepting difference in others. The first barrier to acceptance of others difference is a lack of sense of acceptance and respect among some employees. We all know that a fundamental issue in as much as the diversified workforce is concerned is respect among employees. Acceptance and respect of other people culture, race, experience, age, among others, is important in attaining a diverse workforce (Brown, 2018). Employees who accept that we all different make it easy to establish a collaborative workforce. Respected promotes mutual respect and prevent conflict from arising. Organizations can increase acceptance and respect by training employees what diversity means and how they should respect employees with characteristics not similar to theirs.
Secondly, the accommodation of other beliefs and ethnic differences poses a challenge to diversity. The difference in religious beliefs and political perceptions often make it hard for employees to look eye to eye and get to solve problems together. There are instances in today’s workplaces where Muslim employees have been locked out of important team events and also instances where black employees have been discriminated for their culture. Employees must realize that personal beliefs especially religion and politics, are less important in the workplace. Judging another employee because of his political and religious inclination is a major barrier to collaboration in an organization seeking to establish diversity. As such, I think that leaders should seek ways of teaching employees to accommodate each other’s ethnic, cultural, religious, and political differences (Olivera and Chiu, 2017).
Thirdly, I consider gender equality as a major issue of total diversity. As long as we see several cases of sexism, discrimination against women in terms of promotion, job opportunities, and salary it will be impossible to create a diverse workforce (Olivera and Chiu, 2017). Gender stereotypes propagated against women makes it difficult for women to subscribe to diversity programs. Organizations, while seeking to promote diversity must cushion women against stereotypes that subject their biological abilities into question. I emphasize that diversity should focus on bringing everyone on board.
Finally, generational gaps such as Gen X, Gen Y, and Gen Z, and language and communication tend to challenge diversity. Different generation’s means that different employees have challenges fitting into new workplace cultures. For example, millenniums and generation Z will find it hard working with older generation X. Older generations will tend to isolate themselves from younger generations making it almost hard to attain the desired diverse workforce. Older generations have a way of doing things and proposing new ways might lead to disagreements (Bresman and Rao, 2017). As such, I suggest bridging that generational gap by first creating an open communication culture that allows new generations to learn from the older generation while still practising new ways of doing things. Language and communication is another challenge, and I find it ideal for companies to hire multilingual or bilingual employees to increase the success of diversity.
Conclusion: key learning
I learnt a lot in this reading, especially on diversity and inclusion and how leadership plays a role in cultivating the two. We live in a diverse society where everyone is different in almost every aspect. In the workplace, someone is older than the other; another one belongs to a different gender, another has more experience, another one subscribes to a different sexual orientation, another one is black or white, and so forth. These are differences we can do nothing about and the best way for leaders is to create an environment that leverages on these differences. I would love to see an organization that realizes that these differences exist and make everyone assimilate to the organization. With inclusion, we can make our workplaces welcoming so we can diversify our thoughts. Differences make us and exploring them in support of the wider organizational goal is more encouraging. We want diverse and inclusive workplaces that allow employees to grow, contribute to the bigger goal, and excel regardless of gender, heritage, and other differences that define us. Realizing that we different works best for organizations leading to new ways of doing things and advancing the bigger goal. I realize that with diversity and inclusion, several companies can attain the desired team that can push them higher in creativity and innovation. Inclusion and diversity pull brains together and allows them to solve problems without factoring in differences. It offers a broadened observation of problems and allows companies to navigate through market challenges easily. Nevertheless, creating a diverse and inclusive workplace remains a bigger challenge. Considering the many differences such as generation gaps, gender equality issues, religious and political difference, and cultural differences, it makes it quite hard for some companies to introduce a diverse culture. Ideally, these diversity barriers exist, and it all depends on how leadership handles. I realize that greater leaders can navigate through these barriers by allowing their employees to realize that they are different. While helping them realize their differences, the leadership should integrate fairness in the organization as well as encouraging interaction.
References
Bresman, H., & Rao, V. D. (2017). A survey of 19 countries shows how generations X, Y, and Z are—and aren’t—different. Harvard Business Review, 25. 1-6
Brown, K. (2018). To Retain Employees, Focus on Inclusion—Not Just Diversity. Harvard Business Review. Retrieved March 11, 2019.
Dobbin, F., & Kalev, A. (2016). DIVERSITY why diversity programs fail and what works better. Harvard Business Review, 94(7-8), 52-60.
Olivera. F. & Chiu. B. R. (2017). Google LLC: The Diversity Manifesto and Leader Candour, 1.-16.