In 1996, I wrote an article for Training magazine entitled “Ending the Workplace Diversity Wars.” A lot has changed in the last three decades, but as I reread the article recently, I realized that it validates the famous idea that history repeats itself.
Recap
Back then, I wrote that diversity training programs often undermined the very ideals they were designed to further. These programs arose from the need to change how people interacted at work. At that point, civil rights laws were weakened by many factors. While recent changes had increased discrimination penalties, broadened the reach of the laws, and added jury trials, significant issues remained to be addressed.
Many organizations recognized that external tensions and internal practices contributed to divisive and often illegal workplace behaviors that needed to be stopped. Diversity training became an antidote, but while the objective was to build a diverse and inclusive workplace, many of the tactics had the opposite impact. Often, these efforts perpetuated stereotypes, divided employees, and generated substantial legal risks and large settlements. Many of these programs undermined the stated goals and purposes, which led to their implementation in the first place.
Changes to Diversity
Much has changed in the nearly 30 years since. Divisions remain among those in protected legal classes like race, sex, religion, age, nationality, disability, and sexual orientation. Additionally, a range of social pressures and outrageous events, such as George Floyd’s murder, an increase in hate crimes, and an extraordinarily charged political climate, have caused organizations to again recognize the need for efforts to bring people together.
Just as I noted in 1996, the goals of seeking talent from a wide array of populations and fully welcoming all employees as valued, equal members of the organization are vital. However, the tactics used to do so often have been flawed. Many programs and practices tend to stereotype certain groups and make assumptions about them that are polarizing and divisive. In some instances, they have prioritized selection and treatments that are contrary to the core principle that standards of behavior should apply equally to everyone.
Through decades of experience in helping organizations activate their values to build civil, welcoming cultures, I’ve learned that it requires a vision, method, and process for implementing and enforcing common behavioral standards based on the civil, fair, and respectful treatment of all.
Behavioral Standards
When an organization’s behavioral standards are based on civility, it brings people together in a way that reduces compliance risk, minimizes conflict, and improves engagement. In addition, such an environment will support important business goals such as increased collaboration, talent development, and recruitment.
Consider your organization’s mission, vision, and values to establish such an environment. Your values are often aspirational in nature yet difficult to apply in practice. Why not use those core values, which often include respect, teamwork, and accountability, as pillars for your behavioral standards?
By setting behavioral boundaries aligned with these principles, organizations can activate their values meaningfully. First, it will prevent risk, minimize conflict, and reduce the disruption that bad behaviors often cause. It also will enable people to engage and collaborate in harmony despite their differences.
Achieving such a goal can’t be accomplished via a one-and-done training session, nor can it be seen as purely a compliance or HR initiative. Starting with leadership, instilling behavioral boundaries based on civility, respect, and fairness must be treated as an organizational priority. It requires an enterprise-wide commitment that applies to everyone in the organization, based on a few simple behavioral standards using models that tie back to the organization’s values. It must set expectations clearly and provide leaders and associates with the tools to effectively follow and enforce them. Communications should reinforce that establishing a civil, respectful, and fair workplace is inherent to everyone’s success—individuals, teams, and the organization as a whole.
2024 Challenges
In 2024, organizations face a wide range of challenges that can impact behaviors more than ever before. Hybrid work environments mean new and different communication methods, for better or worse. Generational and cultural differences are more acute than ever, with social media providing new channels of communication that can influence perceptions. The pending presidential election and a polarized population will only add opportunities for conflict.
Now more than ever, having common standards of behavior based on organizational values and supported by simple and clear enforcement processes will help reduce divisive, disruptive, and disrespectful behaviors. By addressing these issues at the source, organizations can achieve the ideals set forth by the diversity programs that have been challenged since their inception. When considering the long-term impact an optimized culture can have on operational and financial performance, it’s more than worth the effort.
