Can Too Much Diversity Sometimes Divide Us?

Let me start with a provocative question:
Is striving for greater diversity always the best approach?  

According to numerous HR articles and forums, it certainly is. And as HR professionals we know that research shows that more diverse companies have better financial performance and more engaged workforces (please see references below (1)).   

We are aware that women in leadership positions are needed in order to improve equality of gender on all levels. We know that it is a complex topic that needs to be tackled jointly by the corporate and public world, and, in some countries, is driven by changes in legislation. SAP is dedicated to having more women in management (WiM), and has a Board commitment to reach 25% by end of 2017; we are at 24.5% WiM as of the end of 2016. Last year we were proud to become the first multinational tech company to achieve EDGE gender equality certification. But there is still work to do.

At SAP, we know that diversity is far more than just gender parity, but includes other aspects of equal opportunity, including age, religion, physical abilities, mental health, sexual orientation, and gender identity and expression. We truly value diversity, and are recognized as front runners and role models. Our 85,000 employees represent over 150 different nationalities. At our headquarters in Walldorf, Germany, there are over 100 nationalities represented. We have a strong LGBT support community, and our Pride@SAP community has more than 8,000 members. Our Autism at work program, initiated in 2013, now includes 116 employees on the autisim spectrum in 9 countries and 17 locations. And this is only one example of enabling our differently-abled colleagues.

And yet, I still wonder if diversity is truly a strategic topic. Why? Because I see that in some areas we take things a bit too far, and we can end up looking too much at our differences rather than trying to compromise and find the common ground.

  In terms of the corporate world, this means that we should always keep in mind the common goals that a company wants to achieve – and rather than looking at differences and sometimes taking offense when none is meant, we need to focus on the shared vision that each single employee -- man or woman, gay, or straight, Catholic or Muslim -- should strive for.

  At SAP, our vision is to “make the world run better together and improve people’s lives.” And honestly, this is the reason why I have worked for SAP for more than 10 years now; because I truly feel that my work has an impact on making the world better.

  I am an Italian who has been living in Germany for almost 30 years; a man working in a line of business dominated by women; and I am gay. I know what it means to be part of a minority -- and have experienced discrimination like so many other people who are part of a minority. I am also an HR professional, and that shapes my perspective, as well. And I believe that, while we want to be sensitive to the needs of all colleagues, it is not by highlighting our differences that we increase our performance; instead, we bring out the best in everyone when we focus on common goals and ensure that all people have the same fair chance to deliver their best work.

  However, this doesn’t mean we don’t need to apply an individualized and unbiased approach to creating the right work environment: employees with small children might need flexible work times (or not!), people on the autism spectrum might need a space with limited distractions (or not), employees who do not eat meat might (or might not) feel we need more vegetarian food options at the canteen. The point is, we can accommodate the individual needs of colleagues, while still appreciating what we all have in common. The key to success is in balance and tolerance.  

The digital transformation gives us a great opportunity to move forward in this regard: with the help of machine learning we can do "business beyond bias". We can use technology to help us find the best candidates for an available job – without being influenced by our personal biases – either conscious or unconscious. While this approach will not replace the input and judgement of the recruiter, nor the qualifications of the applicant to ensure that the job is really the best fit, it can ensure that great candidates are not overlooked and help to level the playing field so the process is more fair from the start.  

If an open-minded, tolerant environment is created, and it is supported by a true culture of respect and appreciation for differences, innovation will flourish. This is the type of workplace that encourages different thinking; where ideas are shared, discussed, and become even greater ideas. This is a place where employees’ different strengths are not only noticed, but leveraged in a way that allows for the greatest impact. This, in my view, is strategic workforce management at its best. Diversity is an important part of the equation, but it is not the only dimension.   

So, while measurement and KPIs are important, perhaps we shouldn’t focus solely on meeting certain numbers.  

Instead, maybe we can spend more time on three other areas:  

1.  Let’s think about how we can create a vision that is inspiring for every employee, and that shows every colleague the impact he or she can make. Explain it in a way so that the employee not only understands what is expected at the moment, but also what direction he or she could/should take to further develop. In our fast-paced environment, focus on the future becomes more and more relevant. We need to encourage a true Learning Culture mentality -- where learning and development is happening in every moment. 
2. Let’s use digitalization to our advantage: dare to leverage technology to automate and get rid of administrative processes. It will allow us to focus more on value-add activities, and enable us to make better and faster fact-based decisions. Ensure that your employees effectively use these technologies. Create a cloud mindset. See “business beyond bias” as the core of inclusion.  
3. Let`s critically challenge ourselves to see if the work environment really gives equal opportunities to every employee, or only to the mainstream. And if we don’t like what we find, be bold and change it. Make the first step towards an open culture of respect, and appreciation of differences. While there are limits to how much individualization we can do, and we understand our need to standardize and simplify some processes. But innovative leaders will find the sweet spot in between. Challenge the status quo, and be disruptive.

This is our task as HR Professionals. 

References:
(1) For example: Gender diverse management teams generate 48 percent higher operating margins (McKinsey & Co.); Inclusive workplaces have 39 percent higher customer satisfaction (Gallup); The Diversity Inc. Top 50 companies outperform stock exchanges by an average of 25 percent. (Diversity Inc.); 85 percent of enterprises agree that diversity results in the most innovative ideas (Forbes)