Defining Diversity: Diversity means difference.

In an employment context, it means ensuring that organizations recruit and retain the best person from the widest possible talent base regardless of sexual orientation, age, race, religion or disability. It also means that organizations should recognize different approaches are required for different people who have different needs and expectations. The emphasis is placed on valuing difference as opposed to fitting in. Origins of Diversity: Diversity in the workplace was virtually non-existent until stronger voices among the minority workers slowly changed the work place from a single domain to better reflect a multi-cultural society. Factors include a declining overall population, increases in minority ethnic population and migrant workers, increasing numbers of women entering the workforce; people with disabilities challenging stereotypes. These changes will mean that traditional patterns of employment are changing together with employees also having higher expectations of their employers to accommodate their needs, through for example, flexible working and "work-life balance". Recognizing diversity means understanding how peoples differences and similarities can be mobilized for the benefit of the individual, the organization and society as a whole. Different groups of people offer different skills that can improve an organizations ability to deliver goods and services, adding value and sustainable competitive advantage. This holds true for all organizations whether they are large or small, public or private or not for profit sectors, including Trade Unions. Context of Diversity: The following theories assist in the understanding of which processes take place within multicultural co-operation in organizations: 1. Power theory If there is a situation of established people and outsiders the dominant or self-evident will be the norm and the minority is often described in negative terms as a deviation from the dominant, so forcing the minority party often to prove that his or her way of working is possibly different but need not necessarily be worse. 2. Token theory The token theory opens up a number of mechanisms which occur when one single individual has to operate within a majority/tokenism. Tokens are people with a symbolic function. They will always be in the spotlight and followed critically. Their reaction to that can be 'not to stand out' but also emphasizing their exceptional position or contrariwise to behave as a 'super specimen' of the majority.

In any case a token soon ends up in a special role in which there is little room for independent action. This is reinforced by the fact that the token is addressed as the representative. As a representative the token realizes that if she fails the next person from that same group will get it a lot tougher. Another pattern is that the majority starts behaving, consciously or unconsciously, as a group. The differences amongst the members of the majority appear to get smaller by the use of language, jokes, codes, communal experiences etc. The effect on the token can be a feeling of exclusion. A token then has the hard task of choosing to adapt and join in or to remain an appendage. 3. Identity theories Everyone has different identities: a sexual identity (man/woman), an ethnic identity (black/ white/immigrant), but also for example a job identity. People from minority groups often react from a victims role. To be a victim or to have been a victim is a genuine experience, despite the negative overtones. But this is not the most effective role when changes need to be achieved. People can take up a different position, that of warrior or strategist. The dominant groups too are often caught in a certain role, and can feel threatened or guilty. Here too it applies that there are developments possible for making alliances: what do we expect from each other and what can each person do from a different position in order to achieve as fertile a working climate as possible. Before an organization will reap the rewards of a diverse work environment, it's essential to have an infrastructure set up that not only supports diversity, but also celebrates it. The company's culture needs to reflect an environment where all employees feel comfortable and valued, and where offering their opinions are encouraged. Causes: Several phenomena have contributed to the prevalence of diversity in the modern workplace. The population of organizations is becoming more ethnically and racially diverse. Over decades, enforcement of civil rights and antidiscrimination laws has helped create an atmosphere of tolerance for individual differences. The median age of the population has also increased, meaning more older people are working. Finally, companies want to reach consumers in the global marketplace, and they need employees who understand consumer culture inside countries and overseas. For instance in software firms the academic background is not very diversified as compared to any educational institution where there are physicists, mathematicians, philosophers, architects, geologists, linguists, etc. This makes an interesting mix of perspectives. On the other hand exchange of idea and learning curve gradually becomes flat and employees in software firms start feeling detached to co-workers losing job satisfaction. To meet up with this challenge many biggies in this business have established global diversity councils. The Council's membership is

reflective of diverse workforce and business environment, thereby adding to the group's effectiveness. In public sector companies the age diversity plays the vital role. The age gap between a subordinate and its reporting authority is remarkably high which mostly leads to centralized power and diminishes career growth of the young population, which again leads to failed job satisfaction.. Gender discrimination in manufacturing units can be sited as a major challenge for HR department. Lack of recognition can be defined as a major cause behind attrition or poor performance of female employees. Another factor in this category may be special disabilities. However organizations are trying to meet up with such challenges. For instance some MNCs have teamed up to host a unique event for Private and Public sector organizations who are pro-active and keen to address Dyslexia in the workplace and are willing to make reasonable adjustments through the use of assistive software. Such workshop welcomes Diversity Managers, Human Resources Managers and Training & Development Managers who have an interest in products and practices that provide reasonable adjustments for staff with dyslexia in the workplace. Unconscious bias is a new way of describing an age-old problem. We can often see it in others, but its hard to know our own. It affects how we interact with people at work, the decisions we make and the way we manage. But because its unconscious, and because it goes to the core of who we are and how we think, mostly we keep it buried. These kinds of engaging sessions have surfaced in many manufacturing units, which explores unconscious bias, assumptions and first impressions - it gets people thinking and doing things differently. Using experiential techniques and talented facilitators, participants develop tools and techniques to understand their own biases, and challenge negative bahaviours in others. This session helps you to focus on inclusion and develop coaching techniques that foster an inclusive culture. Consequences: People from diverse backgrounds, be it race, age, gender, or geography, could approach a problem from different viewpoints, and, armed with a collective range of knowledge and experience, produce a better finished product. In order to overcome the differences in background, employees should downplay their personal identities in order to align themselves with the goals of the team. Groups with members who externalize their personal identities i.e. who express individuality are more successful than groups with members who tend to downplay their personalities. In essence, diversity indeed foster innovation but only if that diversity is embraced by the group. Our research indicates that expressing personal identities in groups seems to have beneficial effects because those who express themselves are more likely to feel known and understood, because they actually are better known and understood. Feeling known and understood causes people to open up, which can foster creative solutions to problems confronting the group.

An organization that recognizes and embraces employee diversity creates opportunities for people to interact in meaningful ways within the organization. That diversity can be leveraged, too. For example, large companies like Coke have historically set up affinity groups, which are cross-organizational teams set up with members from a similar demographic or social background. Setting up these groups may benefit your organization for a variety of reasons. First, such groups can teach new employees about the organizational culture, and educate them how to be successful within the company. Second, the group gives existing employees a way to develop relationships and connect with people across company groups. Perhaps most importantly, these groups can be used as resources for your company's marketing needs. By setting up mini-focus groups of an intended demographic, these affinity groups can gauge the effectiveness of a marketing campaign. Having a diverse workforce with a strong culture of individualism has profound effects on internal employee relations, but it can also assist in obtaining new clients. Diversity gives greater access because it is actually a building an environment where potential customers recognize a different element within organization. It all comes down to creating a vibe, or a feeling, that helps employees love being there. The employees transfer that feeling to the customers and bring them into the business.