ccording to only whats right for the company instead of whats right for them. And that spells disaster for workplace diversity. The key is to strike a balance. This may include flexible work hours, part time work, job sharing, and the option of working at home. These are human and humane responses to increasingly complex employee needs. Whats more, under such circumstances, employees work. And they work because they are based on a core value of respect for people (Kluge, 1997, p.173).Progress can be measured using five individual but interconnected criteria to gauge progress. The first is employee perception. How do employees feel about the organization? Do employees feel that they are treated with respect regardless of age, gender, race, religion or background? Do they feel that they are limited in achieving their goals within the organization? Next is business integration. How is diversity entrenched in day-to-day business activities? The third guideline is representation. Are the various designated groups represented at all levels of the organization? The fourth measurement is leadership. How sound is the company reputation as a leading edge organization in the area of valuing diversity? Are they involved in and aiding in building the community? The final measurement standard is public perception. How does the community regard the organization (Blank & Slipp, 1998, p. S7-S8)?As you build diversity into your culture, keep in mind as well that there are several dos and donts you may want to be aware of. First, the donts. Dont use quotas when establishing hiring or promotion policies. They dont work and often breed resentment in those who have not been selected for a position. On the other, they create doubt within those who have. Dont force diversity down peoples throats. It cant be imposed from above although management commitment is essential to its success. Creating culture is a bottom-up, gradual exercise....
