Thus, I would very much want to have a diversity statement at the organization that I work for. If one does not exist, I would try to approach people in the administration who might be responsive to see what could be done about creating one. (This is actually something that I would very much like to see the School of Information create, as I have seen other I-Schools or LIS programs that do have one, and it seems to create more of a welcoming environment for students who have been traditionally underrepresented in our field.)
However, a statement by itself is not enough, if its goals are not enforced. It is not clear from many of the diversity statements posted in the lecture slides whether the institutions that created them have any means of enforcing or evaluating the effectiveness of their policies, and without an identifiable means of evaluation and/or accountability, such statements run the risk of only paying lip service to the idea of diversity. For instance, IBM Australia's creation of a Diversity Council and Diversity Contact Officers, in addition to its networking groups and events, seems to be a step in the right direction towards accountability, but it is unclear whether this is instituted on a wide basis, as the US page for IBM's diversity statement does not make any mention of these elements. Likewise, the RBS has only vague guidelines for how its individual member institutions should implement the policy, while the Taft Museum and the Tippecanoe County Public Library only present a list or statement of values.
It seems that in order for an institution's diversity statement to truly have an impact, it should be applied as uniformly as possible, and the institution should provide specific guidelines with identifiable goals and timelines for monitoring and evaluating the policy, the results of which should be included in the organization's annual report to present to the stakeholders. (For instance, if the goal is to increase minority recruitment or retention by a certain amount, the institution should set a timeline and present some proposed steps for accomplishing this goal.) This can be accomplished by the means of a strategic plan, which should probably accompany any type of statement that refers to the organization's mission and/or values.
Managing a diverse group of people will no doubt require a great deal of negotiation and hard work. Some key things that I picked up from the reading for this week include the following:
- Know, understand and follow federal, state and company policies.
- Be consistent when accommodating employees, whether it is for religious, disability, family or other reasons.
- Be fair to all employees, not just the ones asking for an accommodation or who receive training.
- Make hiring, promotion or work assignment decisions based on who is the best suited for the job (don't assume certain employees are not able or not willing to do the work without asking first).
To manage a diverse group of employees and to get them to work together, I would first need to know what my organization's policy covers and doesn't cover, and I would also need to familiarize myself with state and federal laws that pertain to diversity. If existing policies do not include certain groups, such as GLBT employees, I would see if it is possible to revise the policy, or I would try to come up with creative ways to be more equitable to employees if the policy cannot be changed. (Case in point: at UT, same-sex couples are not eligible for university housing for married couples, due to state law that prohibits gays from marrying. A recent report sponsored by the Queer Students Alliance suggested that "married student housing" be renamed "family" or "partner" housing, as many of UT's comparison institutions call it, so that housing will become more equitable for all applicants.)
Responding to employees' different requests for accommodations can apparently cause some resentment among other employees. I would try to ensure that employees are aware of existing laws related to accommodations, as well as what the organization's policy states. Situations such as allowing parents to leave early to pick up their children can be resolved by asking them to come in earlier, if they are non-exempt employees, to make up for the time, or allowing them to work from home, as was discussed in another unit. However, to be fair to all employees, such options should be made available to all employees, and not just those with children. Situations that pertain to religious accommodations can be more difficult, as there is such a great variety of religions, each with different requirements. On page 221, the book mentions that the law distinguishes what the religion requires from what the employee prefers, which I think is a good guideline for determining accommodations. Unfortunately, as was the case with the Sikh employee who refused to wear the hard hat, sometimes what is required by a faith cannot always be reconciled with what is required in the workplace. (Although in that instance, I wonder whether it could not have been possible for either the employee or OSHA to come up with some more ideas so that the employee could have kept his job? Could the employee have worn a different type of head covering or could OSHA have found a different type of helmet?)
I very much liked IBM Australia's Diversity Council and Networking Groups (which I very much hope are also implemented in the US!). I think that it is important for employees from underrepresented groups to have a "safe space" in which to connect with others like them, and to have a point person of influence who can represent them in the wider organization. I would try to identify employees who seem supportive of promoting diversity intiatives within the organization, and appoint them to a committee that addresses diversity issues, and I would also consider instituting a mentoring program that pairs up senior members with new or entry-level employees. However, this may create resentment among employees who do not fit into one of these groups, and who may perceive the groups or individuals as receiving an unfair advantage. I would try to ensure that employees are aware of current anti-discrimination laws, and the reasons for them (this especially for international employees, who may not be that familiar with certain aspects of U.S. history), possibly through compliance training and/or the sponsoring or recognition of certain cultural events. (For example, the notary public at the UT Libraries organizes a soul food luncheon every year during Black History Month, as a means of bringing people together.) I would also open up such groups to all employees who have an interest in joining, as many employees who do not fit into an underrepresented group may wish to attend to express their support for their colleagues and/or for the group, and I would not limit the mentorship program to address only racial and/or gender issues. This will help make diversity seem more like an organization-wide goal, rather than the specific provence of people of certain backgrounds. (After all, we are all diverse, in our own ways.)
No comments:
Post a Comment