Skip to main content

Mistakes managers make with a diversity programme

When developing a diversity programme based on the results of a diversity survey (see the article managing diversity in a business), managers should avoid making the following repeated mistakes:

• Managers should not expect of employees to formulate a diversity philosophy. Real diversity in the business should start with a change in its corporate culture. To create a real change in the business’ corporate culture should be the first priority, before focusing on customers. True change can only occur if the manager is committed and continuously involved in the process. A business’ corporate culture refers to the way things are done in the business, be it policies or how meetings are held based on shared beliefs.

• Real diversity issues should be addressed, for example, race, religion, gender, sexual orientation, age, national identity and disability. Diversity issues should not be broadened to only include individual differences.

• Managers should not use euphemisms (substitution of an expression) to refer to diversity in a business, for instance ethnic, lifestyles, etc. It will only illustrate discomfort with an issue.

• Of course there will be employees that will be unhappy with the business’ diversity programme. Expect resistance and learn to deal with it effectively.

• All employees should be subject to changes and actions and not only the previously excluded groups.

• Diversity training alone will not necessarily change employees’ behavior towards diversity. It must be part of a business strategy. Although diversity training will create an awareness of diversity, employee havior will not necessarily change. The strategy should include goals, skills training, evaluation and liability and be a continuous process.

Employees should learn to appreciate that that diversity does exist and that there is an increasing need for employees to treat each other with respect in the workplace. True diversity is challenging, but attainable.

Popular posts from this blog

The role of the manager in effective business communication

Business communication is no longer about how to write a letter, email or use effective writing skills.  It has also extended to other areas in the business, for example, excellent relationships within the business. A manager should not only concentrate on successful communication with its external clients, customers and stakeholders.  The employees of the business actually areinternal clientsand should also be treated with care.  Many scholars refer to this asinternal marketing, a very important feature of good business communication.  Employees’ well-being and work satisfaction play a large role in their productivity and how loyal they will be towards the business.  The role of the manager is to ensure good relationships with and among employees.   A healthy working environment is equally important.  Previous research has indicated that employees also have other career aspirations than only a salary.
Unhappy employees as a result of poor communication processes in the business can ne…

Why Feedback is important in your Business

Employees generally welcome feedback from managers, not only  constructive feedback  about their own work performance, but also about any undertakings in the business which directly relate to their tasks.  Managers tend to forget that well informed employees are more productive and also focused on achieving business objectives.
So what kind of  feedback should a manager give to employees?
Feedback on work performance without discouraging the employee, thus constructive remarks to help the employee grow and prosper to the benefit of business goals.   The annual performance interview is the ideal place, but feedback could also be continuous throughout the year in less formal settings.Feedback about all activities and undertakings in the business.  Large businesses have their own public relations officers dealing with internal communication according to an internal communication strategy.  But employees will also value information directly from the manager(s).  This will put their tasks…

About being an Emotionally Intelligent Leader who enhances Communication

Are you an emotionally intelligent leader who manages your emotions and also recognizes and manages the emotions of your employees?  Or do you merely act on your feelings and regret it afterwards? Do you constantly have to apologize to your employees for being insensitive?
Today having the ability to effectively communicate your emotions and to perceive and manage the emotions of your employees  is a highly desired leadership skill, a skill that can very much enhance communication in your business. 
Emotionally intelligent leaders have great self awareness, can manage themselves well, possess good social skills and can also manage employee relationships.  By being aware of who they are and what their strengths and weaknesses are, unsettling emotions are controlled  before they can harm the business communication culture.   These leaders are also generally very optimistic and always attempt to seize opportunities which will benefit the business in the long-term.  Healthy social relat…