01.12.2014 Aufrufe

Synergie durch Vielfalt - Synergy Consult

Synergie durch Vielfalt - Synergy Consult

Synergie durch Vielfalt - Synergy Consult

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However, let me say that, in general, I am not a<br />

strong proponent of this kind of formal ROI analysis<br />

concerning diversity-related change efforts.<br />

My reasons are twofold. First, the isolation of<br />

specific effects of diversity-related change work<br />

on something as complicated as profits or net<br />

surpluses of firms is extremely difficult. Usually,<br />

too many things are changing at once to really<br />

know the impact of any one effort. Secondly, too<br />

much focus on this motive for diversity work<br />

takes attention away from what I believe are<br />

more straightforward reasons, such as to ensure<br />

fairness, to remove diversity-related barriers to<br />

productivity (such as stereotyping ), and to reduce<br />

poverty (with all of its associated ills).<br />

Is cultural diversity a relevant topic only for<br />

international organizations?<br />

I think that clearly the challenges of cultural<br />

diversity are relevant within countries. For example,<br />

virtually all organizations have diversity<br />

of gender, work function, age cohort and other<br />

human group affiliations which have social and<br />

cultural importance. Therefore, the basic tenets<br />

of the cultural diversity work are applicable<br />

domestically as well as internationally, and this<br />

is true not just here in the United States.<br />

What are the most important points of a<br />

diversity management program?<br />

The single most critical thing is senior leadership.<br />

This means being a visible and consistent<br />

communicator on the subject, role modeling<br />

diversity-supportive behaviors, integrating<br />

diversity management with other aspects of the<br />

business strategy and holding people accountable<br />

for the necessary organizational changes.<br />

Second, one needs an ongoing education plan<br />

for the workforce for continuous learning about<br />

diversity dynamics and how to build diversity<br />

competence.<br />

Third, diversity-relevant research should be<br />

reviewed and new research created to help<br />

build the case for investment in diversity interventions,<br />

to guide planning and to evaluate<br />

progress. Fourth, all people-related practices<br />

and systems must be reviewed and changed<br />

as necessary to ensure that they are diversity<br />

supportive.<br />

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