Diversity and Inclusion: A Shift from Fringes to the Center Stage

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Diversity is a burning and hot debate in the circles of human capital management to politics to business to Hollywood. Gleaned from the leading companies, there are various examples which the HR leaders have led by. Deloitte chief human resources officer shunned the practice of Employee Resource Groups (ERGs) and other such affinity groups. Google chief of human resources comes out with its diversity report every year to let the world know with a holler that this is how it improves every year in making people feel more at home.

This is the moment of all the people who are diverse and call to be included not as a separate and disconnected lot called ‘minority’ but as the part of the bigger universe of the ‘majority’. What else will you call different sets of minorities- based on the differences of race, ethnicity, gender, religious affiliation, sexual orientation, generation, disability, thinking style, and personality type- but the majority? After all, the majority is made up of the continuum of such discrete and diverse group of individuals.

The global understanding of the diversity and inclusion is seeing a radical shift. The ‘out-groups’ are anachronistic. 1970 welcomed it with open arms but the contemporaneity has different demands. Obsoleteness of these groups requires them to be chucked out and replaced by the cognizance that it is the dominant class which needs to evolve. The ‘cover’ concept of leaving your true-self at home needs to be covered by the carpet of authenticity.


It is the irony of our times that we live in that the future of the diverse groups lies in the hands of chief of human resources belonging to the dominant groups who still have to come to the terms of diversity and inclusion (D&I). An Aldermore report claims that 26% SMEs don’t see any workforce diversity planning for the coming year with other 22% saying they place it very low on priority.

Another report by PWC presents a shoddy picture. The HR leaders and chief of human resources at top companies see diversity as an impediment to progression. 82% respondents in the global organizations state that employees are welcome to the idea of inclusion while 67% of the respondents in local companies see it as a progression-barrier.

The HR leaders and especially chief human resources officer must initiate the exacting interaction about the unconscious bias that exists in the human capital management and the ways to remove that by listening to people and by giving them leadership and management skills-development initiatives for promotions and leadership positions.

The aim of chief human resources officer for the leadership and management is to break down the barriers of intimidation and myopic mindset is a great growth strategy for the human capital management. Base that on the consistent feedback on policies and insights from the RoI metrics. Any change in the leadership and management can only be ever-lasting if it is not a one-off but continuous progression.

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