Rich Peterson's Ten Up and Down Sides for Diversity in the Workplace:
a.) Organizations that continue to hire, develop, and promote minorities consistently outperform their competitors in good economic times as well as bad.
b.) Diverse workforces are better equipped to problem-solve and handle change.
c.) Promoting diversity creates happier employees. Diverse teams are more creative and innovative.
d.) If companies want employees to develop, excel, and move up in the ranks, the employee then develops high morale, positive attitudes, and remarkable loyalty.
e.)Investing in minority employees produces high achievers.
f.) Employees from different cultures, belief systems and socioeconomic backgrounds have access to a wider customer base and give their company an edge in marketing and sales.
g.) When people who have routinely heard ‘no’ start to hear ‘yes, and believe they will be rewarded for trying, they will work harder and more diligently.
h.) Multicultural workforces are more competitive globally. The majority of people in the marketplace who are your potential customers are not white men.
i.) Diverse backgrounds can take advantage of a wider range of experience, perspectives, skills, and ideas.
j.) Diversity-minded companies have a better public image.
k.) Earning a name for equality, diversity, and acceptance improves your appearance among customers, prospective employees, clients, and competitors.
a.) Where there is a lack of quantifiable measurements and payoffs, anecdotal evidence flourishes.
b.) Workplace discrimination actually increases in an economic downturn. It often pushes minority groups out of sight. (When times are challenging, people tend to look out for their own group and disengage outsiders).
c.) Companies often fall back on "head counts" in calculating diversity efforts because the issues surrounding measurement and surveying of other aspects can be too complicated.
d.) Diversity has been promoted on the foundation of social justice, but to be successful, programs must be built on hard evidence.
e.)There is a great deal of defensiveness amongst diversity program providers.
f.) Many companies track the success of their diversity efforts in terms of what they, “DO,” not necessarily what leads to a, “Payoff.”
g.) Companies do not approach diversity in terms of a dollar return on investment. This makes CEO’s frown and disinterested.
h.) Success is usually reported, but often only in shadowy generalities rather than compelling, quantifiable, or incontrovertible results.
i.) There are no strong positive or negative effects of gender or racial diversity on business performance.
j.) Since there is a distinct lack of reported evidence on the success or failure of diversity programs, most often what is presented is simply anecdotal evidence.
k.) Typecasts change very slowly and placing people of contrary groups together does little or nothing to lower narrow-mindedness.
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