Multi-cultural workforce-an imperative

For most of human history, “work” meant the use of strong backs and dexterous
hands. Further, with the industrial revolution, labor became specialized,
monotonous, and often mechanized. Where as, now in our information- and
services-centric economy, work increasingly means applied expertise. The value
this delivers is not primarily a physical product, but know-how. And the wealth
it builds up is not merely physical capital, but intellectual capital as well.
Delivering this value, and creating this wealth, depends on access to
world-class expertise. And this is just the beginning. An organization needs to
be able to apply, combine, and evolve its expertise, and that of its partners,
suppliers, and even its clients, in a constantly changing marketplace and
business ecosystem.

With the advent of globalization, having a workforce that closely mirrors the
marketplace enables organizations to better understand and serve the needs of an
increasingly diverse customer base. A diverse workforce also allows a broader
view of the world and to identify issues that truly matter. And the unique
perspectives that diverse employees bring to the organization enable creative
approaches and innovative solutions for its customers and communities besides
helping themselves.

According to Lloyd C Blankfein, chairman and chief executive officer, Goldman
Sachs Group, one of the leading investment banking, securities, and investment
management firm, “diversity is at the very core of our ability to serve our
clients well and to maximize return for our shareholders. It supports and
strengthens the firm's culture, and reinforces our reputation as the employer of
choice in our industry and beyond.”

The need is far greater particularly for organizations whose brand is
reflected in its employees' expertise far more extensively than in its products.
As organizations increasingly realize that their business is only as strong as
the people who comprise it, there is emphasis on creating a dynamic and
challenging environment that maximizes employees' productivity and connection to
the enterprise on a global scale. Hence, diversity is seen as an obvious choice
to engender the challenging environment. Take the case of IBM that has
innovation as its core value. The company believes that difference is what
drives innovation, and creativity flows when diverse minds meet; when people
with a broad range of experiences work together to find a solution.

having a workforce that closely mirrors the marketplace enables organizations to better understand and serve the needs of an increasingly diverse customer base

Organizations like IBM ensure they extend diversity beyond the traditional
realms of race, gender, religion, disability, or sexual orientation by aligning
diversity with globalization so that it becomes a natural extension of the
organization's strategy. The ability to draw upon a truly diverse workforce is
fast becoming a key differentiator of truly global companies, as diverse
representation in the workforce has been identified as a factor enhancing a
company's bottom line as well as top line-globally.

As the composition of the workforce continues to change and the growing need
for professional and cutting-edge management skills at all levels increases, it
is critical for organizations to focus on creating an inclusive and diverse
workforce. An organization's philosophy on diversity should be based on respect
for one another and recognition that each person brings his or her unique
attributes to the corporation. The 21st century globally integrated enterprise
truly believes that employees have commitments outside work and that they must
help manage these responsibilities along with their work obligations.

The Tata Group, one of India's largest and most respected private sector
conglomerates, on the occasion of women's day announced the 'Second Career
Internship Program' for women professionals. The program seeks to provide an
opportunity and explores the expertise of talented women professionals who have
opted to take a career break after some initial years of work.

The goal of an organi­zation's diversity and inclusion strategy should help
increase the innovation and creativity of an increasingly diverse workforce and
successfully build market share in several new markets. To this end,
organizations today have multicultural resource networks where employees from
varied backgrounds and experiences can work together and develop professionally.
The network holds special events including guest speakers, receptions, art
exhibits, fund-raisers, and even cooking and dancing demonstrations showcasing
the rich cultural heritage of the community. In addition to this, members are
active in the organization's recruitment efforts and volunteer with a number of
community organizations building the organization's brand equity.

The demographic, geographic, and competitive challenges facing today's
organizations have made it imperative to standardize and harmonize HR processes
with diversity and inclusion as a vital component. Understanding both the
internal and external supply and demand for labor is critical in effectively
allocating resources across the globe, determining current and future sources of
talent and expertise, and identifying workforce trends that will have a direct
impact on corporate strategy.

For example, a company that recognizes it will lose certain skills due to the
aging of its workforce may consider to dip into a secondary labor market for
retirees who will work on a part time basis or tap into the expertise of a
strategic partner. At IBM, the professional marketplace gives project managers
access to information about IBM professionals, their expertise, and availability
to work on projects. Other managers monitor the database and serve as
matchmakers between jobs and people.

There has also been a growing importance of communities in decreasing the
learning curve of new employees, responding more rapidly to customer needs,
preventing “reinvention of the wheel”, and spawning new ideas for products and
services. By making it easier for individuals to display their areas of
expertise and receive feedback on their ideas, these communities help foster the
development of connections, relationships, and common context that are critical
to the flow of knowledge across traditional boundaries.

One also needs to keep in mind that diversity goes beyond the concept of
people who just look different; it is equally important to think about it in
terms of experience bases and backgrounds, and diversity of thought-the idea of
bringing people into business who will question and challenge what the
organization is doing.

Cisco Systems says that it likes to hire 'wild ducks', a process that they
build into their selection process, so that they hire people who challenge the
way they think. It has been critical to its success.

To sum it up, I will quote, “Just as an entire forest can start with the
planting of a single tree, we recognize diversity is a work in progress, one
that takes time, commitment, and being open to fresh perspectives,” says Carmen
Baker, vice president, Enterprise Diversity, Carlson Companies in the company's
brochure on diversity.

Rajesh Nambiar

The author is GM and VP, Global Delivery, IBM India