Clearly we are experiencing profound changes on People Management and Organizational Behavior within organizations as a result of the incorporation of women into management positions, the aging population, globalization of the economy and migratory movements.
Functional structures proliferate within organizations such as Corporate Services Centers divided into areas EMEA (Europe, Middle East and Africa), Asia Pacific, USA and Latin America or where members coordinate and operate with different teammates sited in remote parts of the world by question of minutes.
Therefore, and due to the existence of a highly competitive global environment, companies are pressured to develop the proper organizational flexibility and dynamism that impact significantly on People Management to foster coordination and responsiveness.
U.S. was a pioneer in terms of diversity and inclusion, perhaps out of necessity and the rest of the world is recently experiencing a growing interest in new management and leadership models that provide coverage to the demands of these diverse teams, as belonging to that new reality of business.
In order to lead Diversity efficiently as an integral and indispensable part of the People Management policies, it must be part of the company’s mission, flowing down from Top Management, and injected into the business processes of the organization, with goal setting, monitoring and evaluation of results.
Diversity policies should increase the satisfaction of both employees and and stakeholders demonstrating the absence of boundaries and thus banishing concepts like strange or foreign.
Studies in the field claims that diversity brings enrichment of the team as a whole in areas such as: new skills, variety of information and knowledge, experience and culture, contributions that produce very positive effects, such as extending their social network members, the formation of new common values, new working habits as well as styles of communication and teamwork. Also, Diversity should bring the generation of more creative solutions, increasing the flexibility and dynamism facing the opening of new markets or management of multinational Project Management Offices (PMO).
These new organizational changes at global scope require a plural handling of situations and deep analysis of decision making process that should be more efficient with the participation of diverse teams.
Despite all of this, some experts in People Management think Diversity might be a double-edged sword, becoming at times a powerful barrier that makes inaccessible certain areas of knowledge, put in risk the best understanding between critical departments and slows down the achievement of objectives.
For others, the positive discrimination that often accompanies policies of encouraging diversity may create comparative grievances between employees, organizational discomfort and even rejection. Besides the fact, these policies could expand the idea that an employee occupies a particular position because of their race, ethnicity or gender and not by his/her strict professional value.
Therefore, and despite well-managed diversity means a source of benefits for the organization, nothing should replace the need to apply equal merit in an environment in order to ensure the attraction and retention of top talent, based on qualifications and appropriate experience.
Within this combination we find the challenge.