Summaries

1 Diversity programs Harm Organizations More Than Help Layal Hamad Alhellow American University of Sharjah WRI 204 Adnan Ajsic April 9, 2024 2 Diversity programs Harm Organizations More Than Help Introduction Organizational agendas have placed a greater emphasis on diversity, equity, and inclusion within the last ten years. Diversity programs have become essential to corporate strategies to foster equity and inclusivity within the organization. These programs aim to empower human resources to develop diversity in the organization, thus increasing the representation of employees from traditionally downgraded groups. This has become a crucial case of looking critically into the possible pitfalls of such diversity and inclusion efforts, something that has been recognized since corporations will continue doing so in their struggle with their complexities. Diversity training may heighten sensitivity to different protected qualities and attitudes. Still, more research is only necessary to determine whether it actually impacts the behavior of the people to whom it is addressed to. However, there is limited research to evidence such durable change in behavior post-training, even though that training often aims at decreasing biases and increasing inclusion. There is an urgent need for more empirical data that indicates the extent of the long-term impacts of diversity training on organizational culture and employee behavior. There is little statistical validation that diversity training changes long-run behavior, though there have been some changes in attitude in the short run (Dobbin and Kalev, 2016). Building a truly diverse and inclusive culture in the workplace demands more than some attitude correction. There are no scientific evidence supports the long-term benefits or effects of unconscious bias training in reducing behavioral or emotional biases. Furthermore, the rising concern is that diversity programs weaken organizational performance and efficiency due to their failure to affect individual beliefs or biases. This has brought up the growing realization that diversity initiatives must be assessed and redesigned to improve their performance effectively. 3 These efforts towards diversity and inclusion are growingly complex and demand more evidence-based approaches to help guide organizations through creating real cultural transformation. Diversity programs harm more than help, undermining a company’s performance and efficiency. Counterarguments First, counter to the assertion that diversity programs harm organizational performance, it can be argued that these initiatives actually enhance the decision-making process within companies. Diversity programs allow more varied viewpoints and insights to be brought to the decision-making process by creating a homogeneous workforce with different backgrounds, experiences, and perspectives (Chawla, 2020). First, when approaching a problem, a diverse team is more likely to do it from varied angles, which leads to more innovative solutions. Diverse individuals in cultural, educational, and professional terms bring differing perspectives, which can challenge the group’s thinking and further evolve divergent, creative approaches to problem-solving. At the same time, diversity of thinking helps to more elaborative analyses of potential risks and opportunities, leading to better decision outcomes. Diversity in teams tends to bring about high cognitive differences; these are differences among individuals in the processing of pieces of information and critical thinking. Cognitive diversity has been shown to increase problem-solving ability and make decisions more effective by reducing groupthink and increasing the probability that a team will consider a broader range of alternatives. In this same line, diversity programs enhance decision-making by increasing inclusivity and equity in organizations. Employees from underrepresented groups feel valued and 4 included. They will engage more in the process, and the likely outputs will be decisions that contain a wider set of perspectives and considerations. Secondly, in opposition to the idea that diversity programs undermine employee productivity, there’s a compelling argument that they actually boost productivity within organizations. Diversity programs should nurture a work environment that is both inclusive and supportive, in which all employees are enabled to give their best, are valued, and feel respected (Mellor, 2022). By definition, a team with more diverse skills is better prepared for problemsolving and innovation, which is exactly what it takes to increase productivity. Collaboration with diverse individuals brings them and their perspectives in completing tasks to reflect in better analysis of tasks at hand, thus, more creativity in problem-solving. Thus, this diversity of thought offers a dynamic working environment where employees are encouraged to think critically and explore new ideas that finally result in productivity gains. The employees are more attached and committed to their work when they strongly feel that diversity and inclusion are important for their organization. The sense of belonging has made them feel motivated and satisfied with their jobs, thus, high productivity. Besides, a diverse team that feels supported and respected will, in every way, work together and adequately develop their strengths for productivity. Further, diversity programs facilitate an organization’s full access to the available talent and, therefore, would normally find and retain the best talents more effectively. The fact that companies commit themselves to offering a supportive and equitable working environment points to the active promotion of diversity and inclusion. The organization attracts candidates of different backgrounds, bringing a different set of skills and perspectives. And by doing so, strengthening the organization’s workforce that further steers productivity improvement. 5 Lastly, contrary to the idea that diversity programs have limited impact on attracting diverse talent and fostering innovation, there’s a strong argument that such initiatives are helpful in achieving these outcomes. Primarily, the functionality of diversity programs in organizations is to act as strong recruitment tools by relaying the message of the organization’s dedication to creating an environment that is unbiased and accepting of all. The firm’s emphasis on offering all its employees an equal opportunity to succeed by means of the diversity and inclusion method only elevates attraction even more. Often, prospective employees calculating the most practical career move for themselves look for an environment that is both accepting of all and encouraging open thought and input from everyone. Also, by creating diversity programs, we can create an environment where employees from diverse backgrounds can participate with their ideas and perspectives. When people feel respected and recognized, they are more likely to promote their ideas and cooperate with their team, producing a more creative and innovative corporate culture. Research study found that diverse groups or teams proved to be very innovative and more capable of dealing with complex problems than homogeneous groups, bringing a rich perspective and approaches. Diversity programs may well foster a culture of continuous learning and change. When employees feel more comfortable to question assumptions and put forward new ideas, the organization will realize a greater flow of ideas and methods for innovating beyond any inside-the-box thinking. Furthermore, diversity in teams will help any organization better meet the multiple challenges of the dynamic, and international markets, which are ever on the increase in the 21st century. Supporting Points (Rebuttal) 6 First, most organizations have initiated diversity programs to encourage the underrepresented group to join the organization by promising equal opportunities and inclusivity. Though these programs are meant to erase systemic inequalities, the unlikelihood is the management of resources. Diversity programs are sometimes criticized for their potential to emphasize giving resources to particular groups over giving other projects equal priority, particularly in times of deficit. First, this line of argument suggests that money might be more usefully spent either on core activities of the company or, for instance, in support of social projects, effects from which would be seen more immediately and visibly. For example, to be innovative and stay competitive in a highly competitive market, a firm may need to continue investing in R&D, marketing, or infrastructure. In addition, diversity programs will be seen in the same light as luxury items showing off an excessive company or organization’s wealth rather than being viewed as essential company expenses. Moreover, one common criticism leveled against diversity efforts is that the money may have been better spent on things that would have a more immediate impact on profits or product quality. Another argument advanced by those who oppose diversity efforts is the possibility of opportunity costs. Some companies may pass up opportunities to invest in staff training, new technology, or expanding into other markets in favor of diversity programs. When resources are scarce, or competition is high, this trade-off becomes more important. Businesses should focus on projects that improve their overall performance and provide the greatest return on investment (Devine & Ash, 2022). In addition, many wonder if diversity programs really work to improve society. While diversity initiatives may have good intentions, some say they will need help to solve core inequality. For example, it’s only sometimes the case that initiatives to increase mentorship or diversity training actually result in a more inclusive and diverse staff. Therefore, 7 the justification of investing in diversity programs is called into question when money is redirected to projects with unclear outcomes. Diversity program detractors also frequently bring up the possibility of pushback from specific employees. Employees may, however, view the diversity program as unfairly favoring certain groups of employees. Such a vision could lower the morale of all employees, create more conflicts, or even land companies in court, making implementing the diversity program very difficult. Thus, businesses could have to set aside more cash to deal with pushback or reduce the setback of any unintended effects. Seeking to highlight employee differences, primarily through diversity programs, may have adverse effects, such as potential division within the workforce and reduced collaboration. Even if the diversity efforts are well-intentioned, they might illuminate employee inequalities that draw responses of exclusion, hatred, or doubt. Emphasis on differences could further negative perceptions of favoritism or competitiveness that may divide the workforce. Workplace resource allocation may also develop into a sense of hierarchy, mainly when several groups receive overwhelming high levels of resources. At the same time, other employees remain unattended or feel neglected. This may result in conflicts and friction when individuals not in the specified categories or selected for the groups may not be happy because of what they think to be favoritism. It could place an unintentional spike in bias or stereotype reinforcement, which would further divide the workforce. If these kinds of programs are focused on the prominence of race, they risk legitimizing harmful stereotypes on issues of lesser salience, such as gender or color. Any person who does not fit comfortably in these pre-set categories or has more than one identity, which the diversity program fails to address appropriately, may risk downgrading. Further, overemphasizing differences may also hinder cooperation and collaboration. Employees who sense differences between their coworkers may need support in working 8 together productively and in trusting each other’s viewpoints and skills. Lack of this cooperation, communication, and idea exchange can destroy the performance of the organization and hinder creativity. Cooperation is required in most organizations’ performance and creativity to certain levels. Moreover, highlighting these differences could unintentionally establish workplace groups or “empathy groups,” which might only increase the divisions between various workforce groups and further hinder collaboration between departments. Therefore, Employees are in danger of closing themselves off to the possible development of subcultures where new ideas or perspectives could be introduced. Such circumstances will lead to a less responsive approach to dealing with changes in the market environment, and fewer people feeling able to express opinions. Finally, well-designed diversity programs can expose organizations to legal issues, primarily regarding room for discrimination or inequity in the workplace. All diversity initiatives are set up with the best intentions. But poor planning and implementation can result in just those things—an expensive exercise in employment law violations that creates many problems for everyone. Mistakes can lead to lawsuit, loss of reputation, and eroded staff morale and trust. One of the central legal issues that come from poorly operating diversity plans is discrimination. Diversity initiatives usually set out to recruit and nurture engendered groups such as females, minorities, or persons with deformities. Even if the schemes do not ensue precisely, they will be toxic to other groups. For instance, if a group of women are elevated over some equally qualified participants, it may be seen as discrimination due to gender. On the other hand, if promotions or developments practice prejudice only to some unique traits, it results in public insult by racism. An additional concern stemming from the legal aspects of diversity involves how to accommodate the religious needs or disabilities of employees. As the composition of the 9 workplace changes, so does the menu of choices for addressing these issues. Primarily, the legal challenge of diversity programs that fail to be inclusive rises when those with religious or disability needs are poorly accommodated. It is important to consider the interests and concerns of all employees, not just those that fortunately share the views of the upper management. Refusing reasonable accommodations for such employees can violate many civil rights acts. For instance, a company could face lawsuits if diversity training sessions were scheduled at times that violated religious practices or materials for meetings involving disabled employees were inaccessible. Inclusivity must be well calculated. Furthermore, poorly executed diversity programs lack training and supervision, which may result in a toxic workplace. Diversity programs must include case studies on respect and what constitutes improper behavior. In that case, members of a minority group can feel ignored or isolated. When there is no thorough training program in place to deal with differences in background, there may be claims of harassment or discrimination. This states that an individual’s company is not an equal hiring opportunity company, and a lawsuit may be successful. Company leaders must take it upon themselves to ensure that every employee understands that diversity and inclusion are vital in the organizational culture and take advantage of the available resources and experts. Moreover, if diversity initiatives are viewed as token campaigns or unauthentic, they may escalate workplace disturbance instead of attracting sincere cooperation. Instead of being regarded as an essential part of the company, workers could frown upon being forced to become items on a corporate checklist. This may eventually cause engagement, productivity, and staff retention rates to drop while leaving the corporation open to legal procedures if workers believe they are being treated unequally. Conclusion 10 Programs designed to promote diversity are often praised as vital aspects of creating a welcoming environment and improving the effectiveness of organizations (Gonzales, 2023). The objective of these programs is to use the large number of different thoughts and ideas that come from having people of different genders and different races, social classes, and cultural backgrounds in the workplace while striving for fairness, dignity, and a sense of mutual respect in the way these people work together. Advocates argue that these programs are morally right and improve innovation and creativity, making it easier for a company to make strategic decisions. Nevertheless, some things could be improved about how the diversity programs are applied. Employees from different backgrounds have mixed experiences with how the programs work. Some employees feel discriminated against by the company’s strategic choices. In addition, there are questions about the effectiveness of training programs that seek to increase diversity and reduce bias. Critics say such mandatory training sessions yield only shortterm attitude adjustments, if any, and can entrench antagonisms by convincing the unwilling to agree to an agreed list of correct attitudes. Another opposed objection is that diversity efforts will likely result in negative results and be a waste of time and resources. And lastly, that wellthought-out diversity initiatives may expose businesses to legal problems, mostly related to the possibility of workplace injustice or discrimination. 11 References Chawla, S. (2020). Harmful Effects of Diversity Training. Race, Research & Policy Portal. Retrieved from https://rrapp.hks.harvard.edu/harmful-effects-of-diversity-training/ Devine, P. G., & Ash, T. L. (2022). Diversity Training Goals, Limitations, and Promise: A Review of the Multidisciplinary Literature. Annual Review of Psychology, 73, 403-429. https://doi.org/10.1146/annurev-psych-060221-122215 Mellor, E. (2022, August 4). Does diversity training work? The advantages and disadvantages of one of the most popular DE&I solutions. Blind recruiting within your ATS. Retrieved from https://www.mevitae.com/resource-blogs/the-advantages-and-disadvantages-ofdiversity-trainingnbsp Dobbin, F., & Kalev, A. (2016). Why Diversity Programs Fail. Harvard Business Review. Retrieved from https://hbr.org/2016/07/why-diversity-programs-fail Gonzales, M. (2023, December 21). Why Do Some DE&I Programs Fail? SHRM. Retrieved from https://www.shrm.org/topics-tools/news/inclusion-equity-diversity/dei-programsfail Yadav, S., & Lenka, U. (2020). Diversity management: a systematic review. Equality, Diversity and Inclusion, 39(8), 901–929. https://doi.org/10.1108/edi-07-2019-0197

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