In recent years, we often hear the concept of “diversity and inclusion” in the business world. When we first hear the concept of diversity, it comes to mind some keywords such as gender, race and age . However, diversity, which includes both similarities and differences, basically means the similarities and the differences of ideas.
While the difficulties of keeping qualified employees within the organization increases in various sectors where the competition increases; the meaning of this concept begins to play a crucial role in the business life. On the other hand, when employees join to a new organization, they come to the companies with their diversity. Moreover, physical diversity in the companies has an important increase due to the demographic changes around the world with the globalization. Therefore, leaders are expected to manage the diversity in the companies in strategic ways where they can transform this vital term into corporate benefits.
According to Rosado, managing diversity is an on-going process that unleashes the various talents and capabilities which a diverse population bring to an organization, community or society, so as to create a wholesome, inclusive environment, that is “safe for differences,” enables people to “reject rejection,” celebrates diversity, and maximizes the full potential of all, in a cultural context where everyone benefits. This concept emerged as a positive action in the 1960s and 70s, and in the 1980s it took the form of “valuing differences” for institutions. In the 1990s, the management of diversity came to the fore and in the 2000s, the development of diversity management was emphasized.
However, the cosmetic advertising efforts of the companies to include representatives of all races, beliefs, ages and the progress they have made in this regard are not sufficient to reflect the reality however, it causes to move away the real benefits of diversity.
On the other hand, “inclusion”, which plays an important role in the realization of diversity, develops an understanding to appreciate diversity in actions with egalitarian structures that encourage the full participation of all members. It is not possible to consider these two concepts independently of each other.
Many companies describe themselves as diverse simply on the basis of ethnicity and gender. Do you think what makes an organization diverse is the embellished concepts of race and gender? Or is it -what makes an organization diverse- that the new understandings and strategies emerging from different thoughts are in a context that will benefit the company, rather than a community of employees who look alike and who are “pushed to think” in the same way at a meeting room?
We can talk about the concept of diversity in a culture where ideas are freely expressed within the boundaries of courtesy and professionalism and where the discussion of different ideas is encouraged. Development, change and transformations in a company can only be achieved by this way. Companies could not be successful and competitive with individuals, but they could be rather profitable with the mosaic of different ideas created by individuals.
I would like to share our interview with Mr. Nicholas Serritslev the Shipping and Commercial Operator on the concept of diversity. Note that the words and opinions expressed are his own and do not necessarily reflect the views of the organizations he has been a part of during his career.
Sevil Öge: There is a focus on women, but are there other demographics we are missing?
Nicholas Serritslev : There is rightly a focus on women, as it is painfully obvious that it is the largest demographic that shipping and trading is missing. However, I do reflect on other demographics which are under represented. When you look at a maritime hub such a Rotterdam, nearly 55% of the population (2018 census) comes from a non-ethnically Dutch background. Unfortunately this is not represented in the work force across the industry. In my career I have been lucky to have Danish managers (one of my nationalities) as well managers who resembled me ethnically. As an individual, to see people who look like you succeeding is important, and they are more likely able to relate to you on a personal level and empathise with your experience in an authentic way. In the same way that you risk excluding people when only having one major demographic represented in your business, you can also risk missing out on other communities, and minority demographics by focusing too much on one group. Diversity is all encompassing and businesses need to be aware of the many demographics, that they are not just missing out on, but potentially excluding by accident.
Sevil Öge: how do we show pride in diversity while remaining authentic?
Nicholas Serritslev: We live in an age of Social Media where many companies show their pride in their workforce’s diversity by championing their activities. Unfortunately simple gestures like changing your company logo to a rainbow flag for June looks more like a corporate requirement to market your diversity. It feels and looks like green washing rather than a celebration. Leaders at the top need to get in touch with their workforce at all levels, and first build from within a culture of pride in one’s diversity. I have said on many occasions I have been proud to share that I am part of a diverse team which allows me to interact with many cultures, which in turn helps me perform my role. I am so proud of it that I even use it as a selling point, when people in my network as what it is like working for my employer, and if they should consider a role there. We have been able to create an open environment with respectful people who have come to appreciate each others’ differences, and the results show. when that happens, it becomes easier for higher ups to genuinely be proud of their workforce, and praise/share their teams’ stories and successes.
Sevil Öge: how do you consolidate company culture, in a global environment?
Nicholas Serritslev: The challenge for global companies is employees becoming siloed in their ways of working and the people they interact with. The best way to combat this is to have a diverse workforce, and one that is able to directly interact with the many cultures and people they work with daily. This is not an endorsement for companies to fly everyone to meet their colleagues across the globe, but to create genuine opportunities to connect. I experienced this once where I had the pleasure to work with a Malaysian counterpart. Malaysia has a special place in my heart having grown up there, and that connection with my colleague allowed us to create opportunities and solutions that resulted in creating value. but as important, it helped me empathise, and work together with a colleague who others may have dismissed, leaving them to their jobs, and you your own. When people collaborate across cultures and borders, new values are brought forwards, and these values should be the over arching values of a company, and how they want to operate and show themselves in the market.
