The new frontiers of diversity management in companies
Diversity, equity, inclusion, diversity management: these are the new words circulating in companies. But do we really know what they mean?
What do we mean by "diversity"?
We can define "diversity" as one or more aspects that distinguish, qualitatively and/or quantitatively, an individual or a group. The premise is the concept of identity, of recognising oneself as a unique being, with characteristics that vary over time and space. We can group the areas of diversity into: gender, sexual orientation, age, disability, ethnic and cultural differences.
According to Loden and Rosener, some relate to an innate, unchangeable dimension (primary dimensions), others derive from acquired, often cultural, elements (secondary dimensions). It is essential not to underestimate that people often carry, even simultaneously, several dimensions of diversity: ignoring their intersectionality can lead to errors of judgement.
Diversity, equity and inclusion in the world of work
Since companies are organizations of individuals, understanding and managing diversity is a key factor. Managing diversity well improves organizational wellbeing and brings economic and business-development benefits.
"Diversity management"
In the 1980s, in North American organizations, "diversity management" developed, aimed at managing the coexistence of different national cultures. The discipline reached Italy in the 1990s thanks to multinationals, focusing first on gender differences. The starting point is the awareness that every person carries many characteristics and that differences can create value: the goal is to improve the work environment to achieve company objectives, valuing diversity.
The dimensions of diversity can be divided into internal (the individual's characteristics), external (environment, experiences, family, education) and organizational (job content, contract level, seniority). In a 2020 ISTAT-UNAR study it was estimated that in 2019 more than a fifth of Italian companies had adopted at least one non-mandatory measure to manage and value diversity. The greatest attention goes to gender and disability, followed by age, citizenship/ethnicity and religious beliefs; the percentages vary by company size and geographic area, with greater uptake in northern and central Italy.
The reasons companies approach diversity management are three: an ethical dimension (it's the right thing to do), a regulatory one (it's required by law) and an economic one (competitive advantage or a rewarding context).
From "diversity" to "Diversity, equity and inclusion"
In recent years studies have shifted from simple "diversity management" towards two fundamental constructs: Equity, i.e. managing people in terms of both opportunity and outcome; and Inclusion, the creation of a culture that promotes belonging and the appreciation of different groups. The three concepts are strongly correlated: inclusion practices support the sense of equity, develop a sense of belonging and generate motivation, encouraging everyone to collaborate while keeping their own uniqueness.
Diversity management becomes measurable with UNI/PdR 192 and Complify.
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