There is real value in diversity

Cultural, physical and professional diversity is a very healthy characteristic of modern Australian organisations. 

Legislative, political and social change over the past three to four decades has transformed the make-up of our workplaces.  The new diverse profile fosters tolerance, participation and the generation of new ideas and sharing of skills.

The corner stone of our diversity is the concept of equal employment opportunity.  Legislation demands our workplaces be free from discrimination, bullying or harassment of any type.  Employment, promotion and development must be fair, equitable and without bias.  Within the history of corporate Australia, these are still relatively new ideas.

Our parents, and certainly our grand parents, would have operated under the professional stereotypes that existed for gender, age, and marital status.  Not to mention the subliminal stereotypes (or prejudice) on the grounds of race, colour, religion, political affiliation or sexual preference.  Physical or mental impairment brought blanket exclusion from the workforce.

It is really only the current and very recent generations of female graduates who received the message in their youth that “Girls can do anything” in terms of career choice.  Similarly, today’s managers were the first to receive legislative protection against sexual harassment in the workplace.  The concept of women retiring upon marriage almost seems comical today.

Many organisations of the past were extremely hierarchical and closed to creative decision-making.  The autocratic leader would surround himself with like-minded managers who would indulge in ‘group think’.   A job was for life and promotion would eventually come to those who waited. 

However, globalisation changed all this.  With globalisation came the competitive forces that led to a significant widening of corporate thought and knowledge.

The demands of a competitive global economy coupled with rapid technological development brought about a growth in professional diversity.  Multi-skilling was born in the 1980’s.  The rigid lines of job structure began to blur as management and support staff began to share their skills, knowledge and functions. 

The breakdown of functional barriers has been embraced by training establishments who see the benefit of cross-fertilisation of an organisation’s professional divisions.   The traditional groups are deliberately merged by trainers to encourage a wider level of sharing of strategic ideas.  Professional networking within an organisation is a recognised benefit of a diverse workplace.

The changes in our corporate culture have required a new style of inspired leadership, increased flexibility and a commitment of time and resources.  It is one thing to comply with legislation and quite another to create the flexible environment that delivers competitive benefits.  Organisational structure and policies have had to move rapidly in order to harness the benefits of diversity whilst meeting operational imperatives.  Recruitment and selection policies, Occupational Health and Safety requirements and professional development plans have all been reassessed.  

The richness and vibrancy of our organisations today stems from the inclusion of all cultures and all abilities.  Recognition and acceptance of different styles, skills, strengths and weaknesses is the foundation of a productive and harmonious workplace.  The work/life balance is the ideal that diversity helps us achieve.