Diversity of a Climate in an Organization

Diversity of a climate in an organization is reflected in the attitudes of the organization's members towards diversity. As a manager, the diversity climate can be addressed by understanding the level of diversity in the organization, its diversity climate and then implementing strategies to improve both. There are significant benefits to improving an organization's diversity climate. A superior diversity climate has been found to improve the recruitment, promotion and retention of top talent, particularly where that talent is minority in origin (Price et al., 2005). Hicks-Clarke & Iles (2000) also showed that improving the diversity climate of an organization delivers superior human resources outcomes.

The first step to improving an organization's diversity climate is to develop a procedure for analyzing diversity in the organization. The Loden and Rosener's Four Layers of Diversity Model can be used to better understand an organization's diversity. The first layer is related to work status -- management, union, location, division and seniority are among the different types of organizational dimensions. The next layer consists of external dimensions such as religion, education, experience, appearance and income. The third layer consists of internal dimensions such as age, gender, sexual orientation, ethnicity/race and physical ability. The fourth layer is comprised of personality, highlighting that different personality traits (dominant, aggressive, cooperative, etc.) can contribute different outlooks to plans and strategies.

For the organization to adapt this model will require it to track these different dimensions. The organizational layer is relatively easy to track, since the organization should have this information already. The external dimensions are difficult to track -- some of that information is considered to be private personal information and it is bad form or in some countries illegal for employers to demand such information. The internal dimensions are the most commonly-thought-of dimensions of diversity. Organizations seeking to improve their diversity will often track these dimensions and may even set targets for them. Personality can be tracked, but often is not. If human resources issues personality tests at hiring, this information can be gathered over time, to provide a better picture of where the organization stands. All told, much of the information from three of the four layers should be gatherable.

The model I would develop would therefore focus on the three relatively easy to gather layers. The internal and organizational layers are probably already gathered. I would focus on functional level/classification as the most important elements. These elements are particularly useful when building cross-functional work teams, to ensure that a variety of perspectives are granted. My model would also incorporate some elements of the external dimensions. In particular, work experience and educational background are important because they can have a significant impact on one's outlook and how one approaches challenges. Also, this information is among the only information in the external dimensions that the company already has it its possession. With respect to personality, I would focus on initiating personality tests at hiring, as a means of beginning to gather this information.

Building the results into a diversity training program is another challenge. The most important thing to remember about the training program is that it does not delivery diversity specifically. What the training program does is it helps to unlock the diversity that exists within the organization. Jackson (2011) asserts that a long-term approach is necessary. Enhancing an organization's diversity culture is something that is permanent, so a long-term approach aligns well with that permanency. The first component of the program is that it needs to include everyone in the entire organization. It needs to become part of the organization's culture. The trainers need to be well-educated on the subject and preferably have experience with building diversity cultures. This may require the use of outside talent if necessary. For the long-run, in-house trainers will need to be developed, so that they can impose the culture change on the organization with each new hire and each round of annual training.

Jackson also recommends that the training program be integrated. Employees will respond better to the program if it is built into other training elements. The program will be less effective as a standalone program that may be seen as clubbing people over the head with diversity buzzwords. Training is a process, one that takes time and necessitates a lot of hard work, so the training program will include short-term, long-term and ongoing elements. If the training is short-term only, the culture change risks losing momentum. The ongoing elements, therefore, are crucial because they are what constantly reinforces the organizational culture.

The different elements of diversity must be included. One of the most important aspects of the training program will be to shape how the organization views diversity and how it utilizes the diversity within its ranks. The result of this should be improved diversity outcomes and a stronger diversity culture that is self-perpetuating over the long-run. The company should be able to measure the outputs of the program as well, because it should be better able to identify the different dimensions of diversity within the organization and how those elements are utilized in daily practice.