Workplace diversity is beneficial
Jun 3 2008 by Liz Smith, The Journal
TODAY we will be launching a joint report with the TUC highlighting the real business benefits that firms reap from taking steps to improve diversity in the workplace.
The report shows that companies who look beyond the “usual suspects” for staff and employ people on the basis of their abilities and potential, regardless of their sex, race, age, disability, sexual orientation or religion, can benefit in many ways, including higher morale and productivity, improved retention rates and lower recruitment costs; a better understanding of customers’ needs and greater insight to reach untapped markets; and help with addressing skills shortages.
The report, Talent not Tokenism, shows that promoting diversity need not be expensive, complex or a legal minefield for business. And it identifies some key ingredients for bringing about change, including leadership from senior management and employee involvement, especially through unions and other workforce representatives.
It also makes clear that diversity can be improved through positive action – such as removing bias against older workers, developing strong links with local communities and offering flexible shift patterns to help working parents – not positive discrimination.
The report contains a dozen case studies.
They illustrate how companies, from small family-run firms to multinationals like IBM and GSK, have improved their workplace diversity and the advantages in doing so. North East-based transport company Arriva was featured as a case study.
Arriva works with its trade unions to deliver innovative training so that all staff are valued at work and treated fairly. It has sent 5,800 staff on diversity courses, set up 24 learning centres to raise skills, and begun a diversity recruitment programme.
The benefits of this have been felt across the organisation with Arriva North West & Wales seeing an increase of 60% in female bus drivers and Arriva Yorkshire has seen a reduction in the number of people leaving within two years of employment.
Both small and large companies have found that looking at what people can do rather than pigeon-holing them by one demographic characteristic or another has helped solve skills shortages in tight labour markets. This is vitally important for a region like the North East where our future growth will depend on the skills and talent of our workforce.
Liz Smith is assistant regional director of CBI North East
