For most of human history, work meant the use of strong backs and dexterous hands. Further, with the industrial revolution, labor became specialized, monotonous, and often mechanized. Where as, now in our information- and services-centric economy, work increasingly means applied expertise. The value this delivers is not primarily a physical product, but know-how. And the wealth it builds up is not merely physical capital, but intellectual capital as well. Delivering this value, and creating this wealth, depends on access to world-class expertise. And this is just the beginning. An organization needs to be able to apply, combine, and evolve its expertise, and that of its partners, suppliers, and even its clients, in a constantly changing marketplace and business ecosystem.

With the advent of globalization, having a workforce that closely mirrors the marketplace enables organizations to better understand and serve the needs of an increasingly diverse customer base. A diverse workforce also allows a broader view of the world and to identify issues that truly matter. And the unique perspectives that diverse employees bring to the organization enable creative approaches and innovative solutions for its customers and communities besides helping themselves.

According to Lloyd C Blankfein, chairman and chief executive officer, Goldman Sachs Group, one of the leading investment banking, securities, and investment management firm, diversity is at the very core of our ability to serve our clients well and to maximize return for our shareholders. It supports and strengthens the firms culture, and reinforces our reputation as the employer of choice in our industry and beyond.

The need is far greater particularly for organizations whose brand is reflected in its employees expertise far more extensively than in its products. As organizations increasingly realize that their business is only as strong as the people who comprise it, there is emphasis on creating a dynamic and challenging environment that maximizes employees productivity and connection to the enterprise on a global scale. Hence, diversity is seen as an obvious choice to engender the challenging environment. Take the case of IBM that has innovation as its core value. The company believes that difference is what drives innovation, and creativity flows when diverse minds meet; when people with a broad range of experiences work together to find a solution.

Rajesh Nambiar

Organizations like IBM ensure they extend diversity beyond the traditional realms of race, gender, religion, disability, or sexual orientation by aligning diversity with globalization so that it becomes a natural extension of the organizations strategy. The ability to draw upon a truly diverse workforce is fast becoming a key differentiator of truly global companies, as diverse representation in the workforce has been identified as a factor enhancing a companys bottom line as well as top lineglobally.

As the composition of the workforce continues to change and the growing need for professional and cutting-edge management skills at all levels increases, it is critical for organizations to focus on creating an inclusive and diverse workforce. An organizations philosophy on diversity should be based on respect for one another and recognition that each person brings his or her unique attributes to the corporation. The 21st century globally integrated enterprise truly believes that employees have commitments outside work and that they must help manage these responsibilities along with their work obligations.

The Tata Group, one of Indias largest and most respected private sector conglomerates, on the occasion of womens day announced the Second Career Internship Program for women professionals. The program seeks to provide an opportunity and explores the expertise of talented women professionals who have opted to take a career break after some initial years of work.

The goal of an organizations diversity and inclusion strategy should help increase the innovation and creativity of an increasingly diverse workforce and successfully build market share in several new markets. To this end, organizations today have multicultural resource networks where employees from varied backgrounds and experiences can work together and develop professionally. The network holds special events including guest speakers, receptions, art exhibits, fund-raisers, and even cooking and dancing demonstrations showcasing the rich cultural heritage of the community. In addition to this, members are active in the organizations recruitment efforts and volunteer with a number of community organizations building the organizations brand equity.

The demographic, geographic, and competitive challenges facing todays organizations have made it imperative to standardize and harmonize HR processes with diversity and inclusion as a vital component. Understanding both the internal and external supply and demand for labor is critical in effectively allocating resources across the globe, determining current and future sources of talent and expertise, and identifying workforce trends that will have a direct impact on corporate strategy.

For example, a company that recognizes it will lose certain skills due to the aging of its workforce may consider to dip into a secondary labor market for retirees who will work on a part time basis or tap into the expertise of a strategic partner. At IBM, the professional marketplace gives project managers access to information about IBM professionals, their expertise, and availability to work on projects. Other managers monitor the database and serve as matchmakers between jobs and people.

There has also been a growing importance of communities in decreasing the learning curve of new employees, responding more rapidly to customer needs, preventing reinvention of the wheel, and spawning new ideas for products and services. By making it easier for individuals to display their areas of expertise and receive feedback on their ideas, these communities help foster the development of connections, relationships, and common context that are critical to the flow of knowledge across traditional boundaries.

One also needs to keep in mind that diversity goes beyond the concept of people who just look different; it is equally important to think about it in terms of experience bases and backgrounds, and diversity of thoughtthe idea of bringing people into business who will question and challenge what the organization is doing.

Cisco Systems says that it likes to hire wild ducks, a process that they build into their selection process, so that they hire people who challenge the way they think. It has been critical to its success.

To sum it up, I will quote, Just as an entire forest can start with the planting of a single tree, we recognize diversity is a work in progress, one that takes time, commitment, and being open to fresh perspectives, says Carmen Baker, vice president, Enterprise Diversity, Carlson Companies in the companys brochure on diversity.

The author is general manager and vice president, Global Delivery, IBM India.

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