“Valuing the differences between people and the ways in which these differences can contribute to a richer, more creative and more productive working environment.”
Chartered Management Institute, U.K.

Greater understanding, respect and value for the benefits that ‘difference' can bring are becoming increasingly relevant for modern business, in the age of globalisation. Organisations that create an environment in which every individual feels and is valued, are succeeding in getting the best out of, and for, their workforce.

The National Centre for Diversity (U.K.) , an independent body which aims to help employers share best practice, has produced a new set of ‘Diversity' guidelines for business and has recently launched ‘Investors in Diversity', a new standard which enables Organisations to benchmark their performance and receive recognition for their efforts.

What is diversity? Diversity in the workplace acknowledges, includes and values any difference between individuals. Encouraging and harnessing different talents enhances the performance of the Organisation, raises job satisfaction and increases employee retention.

What is diversity not? Diversity is not about removing our prejudices; it is about recognising them and ensuring that we question them before we act. It is not about reducing standards. Like quality, effective diversity management is a standard by which performance is measured.

Why diversity?

•  Improved morale and job satisfaction, leading to greater productivity, reducing absenteeism and labour turnover.

•  Retention of staff, reducing knowledge loss and costs of recruiting and training new staff.

•  Positive public image for the Organisation , both in the community and the market place, which also enables it to attract the best talent to join its workforce.

•  Competitivity : Diverse teams are more creative and innovative. Their multi-dimensional perspectives enable the business to generate a diversity of new product ideas.

How to manage Diversity:

•  People: Ensure that senior management is committed to diversity initiatives: “It's absolutely vital that the key decision-makers are inspired and believe (in diversity)... Once you have a diversity ‘champion' at the top of the Organisation, then managers can work successfully within that environment,” says Sue Crabtree of Crucial Management Training Ltd. “Managers need to make sure they are acting as good role models,” says Sneha Khilay of Blue Tulip Training .

•  Processes : Create opportunities for the development of diversity (eg. focus groups, coaching, networks). The British Telecom Group successfully uses a coaching approach as part of its efforts to create a more inclusive workforce: The opportunity to become a BT diversity coach is open to anyone, regardless of their role or seniority. Candidates take part in a Diversity training course and then provide the training to teams within their department. Pam Farmer, HR manager for equality and diversity at BT Group , says the coaching system has provided BT with “an expert group of people deep in the heart of the organisation, who are committed and enthusiastic about valuing everyone's talents and abilities.”

Tricia Smart of the University of Bedforshire Business School , believes that managers also need to pay more attention to communication within diverse work teams: Understanding body language, gaze and intonation within different cultures can help managers build stronger relationships. An insight into how different cultures deal with issues such as authority and uncertainty also helps to create harmony and improve performance in business negotiations. “We have very different ways of communication and we need to project the image that is relevant to others, but also to communicate in a way they will understand,” says Smart.

Deutsche Bank recognizes the value of diversity and is dedicated to providing an inclusive and supportive environment in which all employees can advance their careers and professional skills. Global networks provide opportunities for individuals with similar professional interests and corporate values to meet and network across all levels. They assist the business in achieving its diversity goals by improving retention, employee development and community outreach. Additionally, they help the Bank to discover a more diverse customer base, identify issues and create solutions.

Deutsche Bank Women's Network aims to further career development, leadership and business opportunities for women, encouraging the development of business know-how, by focusing on the exchange of ideas and cross-divisional networking.

Deutsche Bank's Annual Women in European Business (WEB) Conference is organized by a group of senior women on a voluntary basis. The event acts as a catalyst for building the business community of women in the workplace, promoting an environment in which women can share their experiences, develop contacts and identify role models to help further their careers. Caroline Turner of BREAKTHROUGH was invited to take part in this year's (6 th ) WEB Conference, held in London on 21 June. The theme, “Taking Ownership of Your Career,” explored the individual's role in managing and taking ownership of her career, strategies for planning and progression. The event was attended by close to 1000 delegates from business and banking throughout the City.

The panel of speakers included: Barbara Cassani, former Chief Executive of airline "GO"; Larry Hirst (CBE), Chief Executive of IBM UK Ltd; Nicola Harrison, Head of Institutional Client Group Sales (Northern Europe) at Deutsche Bank; and Caroline Sami, Chief Executive Officer, Id:ology. The event was moderated by BBC2 Newsnight's main presenter, Kirsty Wark.

Elaine Sullivan, Chief Operating Officer of Global Banking at Deutsche Bank said "We are delighted to have hosted the WEB London Conference for the sixth consecutive year... to equip women from across the UK business community with new ideas and tools for planning and furthering their career."