New research highlights business case for diversity

A new study of four of Londonís leading global services companies found a shared appreciation of the business case for diversity but challenges in the implementation of best practice policies.

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The study, commissioned by business membership organisation London First, was undertaken by researchers from the University of Westminster. Implementing Diversity Employment Policies: Examples from Large London companies found that ëworkplace diversityí is defined in a variety of ways.

Every company studied had developed its own ëversioní. However, the study also found that the most successful examples of implementation came when diversity was absorbed completely in both core business strategy and day-to-day work organisation.

Baroness Jo Valentine, Chief Executive of London First, said: ìDiversity has both moral and business dimensions. The business case rests on optimising talent resources, reducing costs and stimulating innovation.

ìThe companies involved in this study are to be commended on their willingness to learn from each other and to share their learning with other organisations.î

Elisabeth Michielsens, principal lecturer at the University and research leader, said: ìWe found a number of organisational characteristics that played an important role in enabling diversity strategies.

ìThese included senior management endorsement and action, the embedding of diversity values in functional business language and objectives and the monitoring of diversity related data.

ìTo work, diversity policies had to be in evidence in every division and level of the company. The organisation is supported by a network of relevant diversity strategy decisions, clear top-down communication of values as well as practices and extensive monitoring.î

But in many cases, the researchers found that companies had to work out how to fight against long-established cultural issues that often affected the take-up of graduates.

ìWhile all companies are committed to providing flexible work arrangements, the research shows this is not organised without effort. We found line managers have a pivotal role in making flexibility happen, in terms of its communication, promotion and the impact on performance management,î said Elisabeth.

ìWe found that diversity in recruitment and retention lies at the core of a diversity strategy and is at the centre of its moral and business case argument. There must be recognition that talent comes in many forms,î she added.