Managing workforce diversity.

• Author: Wheeler, Roger D.

Editor's Note: This article is adapted from mr. Wheeler's remarks during a panel discussion at the American Bar Association's Annual Meeting in August 1997.

"Effectively managing work force diversity" is an issue that tax executives and business managers generally are addressing with increasing frequency. Based on my own experience, there is not a single magic formula for managing diversity. It is a challenge you must contend with on a daily basis.

This article,, addresses the following issues:

* The role of the business case in managing work force diversity. We need to always go back to our business case, and emphasize the value and benefits of work force diversity. This is -- and should be -- our bottom line.

* The role of change in managing diversity and the need to create an organization comfortable with change.

* Technology: the great equalizer. Technology can eliminate differences among us that do not matter; it can neutralize favoritism and bias. Targeted use of technology can be our tactical advantage in managing work force diversity.

* Leadership selection. Quite bluntly, we should get rid of, fix, or not hire leaders who cannot manage diversity.

* The need to make diversity management a routine business practice -- a pattern of behavior.

* How to be a catalyst for change. Our personal commitment and the commitment of others in our organization.

The Business Case for Diversity

The purpose of this article is not to establish the business case for diversity in the workplace. The need to value, to leverage, and to manage diversity has long been established. The purpose here is to underscore the role the business case plays in managing a diverse work force.

It is well established that, over time, heterogeneous groups outperform homogenous groups. They are better at problem-solving, better at decision-making, and better at generating creative ideas; different points of view engender better ideas as well as better approaches and methods. Have you ever heard of "thinking outside the box"? As tax professionals, have you ever played "devil's advocate" in order to test your beliefs? Many tax professionals I know have brought these activities to an art form. Have you ever experienced the power of brainstorming? Of course you have. And if all that's not enough of a business case for workplace diversity, think about this: teamwork, productivity, and work quality all increase when employees have, or perceive they have, a full opportunity to contribute and have influence. This is job ownership, project ownership, ownership of the outcome.

So, when confronted with a need to convince a reluctant management group about the need to manage diversity, you should start...