Is the challenge to be functioning as a strategically diverse company any different in Chicago than it is anywhere else? Perhaps, only in the sense that Chicago is truly a melting pot of race, gender, and ethnic group and age. Workplace diversity in 2011 truly means the differences and similarities between people in an organization.
However, in today’s global economy, managers, executives, business owners and employees the challenge pushes outward to include diversity of function, department, personality, education, learning styles, leadership styles and culture.
In today’s work environment, the challenge to participate on teams with multi-dimensional purpose is an everyday occurrence. The ability to communicate with our team members challenges us to reach past our comfort zone and participate with team members who we might just as well never speak too. Yet, in order to stay competitive, viable and most importantly employed, employees and employers must develop new tools/skills in team participation, problem solving, communication and conflict.
At no other point in American history except the perhaps the American Revolution were we faced with a more global perspective of integration of cultures, personalities and impact. Across the globe, American corporate executives struggle to manage teams and cultures as we push the boundaries of production and exportation.
Moreover, on a daily basis, foreign nationals continue to take up positions of management and leadership in American companies. Challenging the leadership, the culture and employees to grow and change in the new global workspace.
Companies like Weber Shandwick and Marcus Evans of Chicago, demonstrate the importance of inclusion, diversity and the impact on the corporate reputation. Corporate relationships and human resources have become a strategic tool for addressing key potential challenges to the corporate bottom-line through commitment to employee involvement. To meet that challenge here are keys to consider:
- Integrate Corporate Mission to team and departmental goals.
- Clarify individual, team and department outcomes in alignment with corporate objectives.
- Develop clusters of understanding though integration of national cultural norms and integrate into communication and problem solving strategies.
- Establish shared values which acknowledge with dignity and respect community needs, perspectives, goals and objectives.
- Create a vision plan, which communicates a determination to do whatever it takes to get to the finish line.
- Establish a growth plan that includes team, department, community and corporate outcomes.
Using these keys, corporations are meeting the challenge of global diversity and going beyond the age-old consideration of diversity and inclusion as an affirmative action initiative.