Professional Documents
Culture Documents
Diversity programs that only address the most senior levels within
an organisation result in short lived and superficial improvements. In
order to create a sustainable change, diversity programs needs to
cascade down through the organisation. This requires broad
employee engagement and involvement. At IBM, in addition to
establishing minority specific task forces, the wider population was
asked for their ideas and input in relation to what would make the
company a more inclusive culture. These ideas were then
channelled to each of the relevant task forces for actioning. It is not
sufficient to test the effectiveness of diversity programs just at the
board and senior executive level, rather it is at the “grass roots”
level where a good deal of the challenge and the potential upside
resides.
The seven success factors for managing diversity are not complex
concepts, nevertheless, they are difficult to implement and require a
concerted and focused effort. It would appear that leading
organisations globally and within Australia are beginning to take on
this challenge but there is a long way to go.
http://www.diversityworking.com/employerZone/diversityManageme
nt/?id=10