Instead of bringing in new expertise by using consultancy services, why not to utilize its human resource potential within the company? Diversity among workforce is quite often seen as a positive phenomenon, but it seems to be the case that the potential for companies to maximize benefit from differences among …
Instead of bringing in new expertise by using consultancy services, why not to utilize its human resource potential within the company? Diversity among workforce is quite often seen as a positive phenomenon, but it seems to be the case that the potential for companies to maximize benefit from differences among workforce to promote new thoughts and views is not fully exploited. However, differences in skills, education and work experience can encourage creativity, innovation and improve group problem solving, which at later stage improves the competitiveness of organisation. If management is proactive in realizing and accepting that, the potential of human resources can be leveraged.
The desire for being “innovative” is postulated by numerous companies. But what can be done so that innovation activity will have its place in the organisation? What are the conditions for that? With response to this, innovation activity can be generally divided into two major steps: generation of new ideas and then its implementation. Establishing a coherent journey from the spark moment of a new thought to its beneficial result is very crucial. If we focus on the first step of innovation – ideas, differences among workforce allows to have certain benefits in this case. First, global economy forces to have diverse workforce so that the company can satisfy the needs of diverse customer base. This allows to increase the market share of the entity. Secondly, diverse personnel allows to look at the problem from various points so that some ideas are excluded and others, if seen feasible, developed.
Empirical results show that differences among people in the organisation is a fertile ground of having new thoughts and ideas. However, managing diverse personnel is contingent on the situation. The findings suggest that there are no simple rules that can be applicable in all situations. The probability of success of extracting benefits from diverse staff depend on organizational culture, strategy, people and their jobs. However, some main aspects of diverse management can be still highlighted. Success is achieved when everyone in the organisation is eager to learn from each other how better to accomplish the task and allows others to express their views on that. Undoubtedly, this requires a strong support from the manager, as a leader who advocates creative initiatives. Another aspect is making sure that sound communication is established. It means that all team members have a common understanding of the task and have an opportunity based on their professional variety to exchange their viewpoints and proposals.
To conclude, debates that surround the link between diversity and creativity are not a fashion fad. On the contrary, it is a response to the changes in global economy and the need for the companies to be on top of the competitive game. Workforce diversity alone does not guarantee immediate, tangible improvements in organisation or a group. However, it can yield results in a long term perspective.