From the two case studies, it is evident that Lilly implements a reactive diversity management approach, while IBM implements a proactive diversity management approach. Although Lilly has several ongoing diversity management programs, it relies to a large extent on guidelines, rules, and regulations that have been put in place to guard against workplace discrimination and harassment. On the contrary, IBM has implemented its diversity initiatives by undertaking a holistic approach in the involvement of employees through practices such as recruiting individuals with disabilities, developing work/life balance for employees, as well as facilitating women in the workforce through female mentoring and encouraging girls to seek fulfilling careers in the IT industry.
Another key difference is predicated upon the fact that Lilly diversity management initiatives are overemphasized in various diversity policies implemented by the company though they lack effectiveness in practice; on the contrary, IBM has been successful in integrating its diversity policies and practices into its core business strategy, hence ensuring that employees from diverse social and cultural strata are able to assist the company in understanding and serving its customers better. Lastly, IBM uses more initiatives (e.g., diversity calendar, diversity taskforces, diversity network groups, diversity councils, Shades of Blue, etc) to move its diversity agenda forward than is the case at Lilly.
Choice of Diversity Management Approach
In my own opinion, the proactive diversity management approach implemented by IBM is far much better due to a number of factors that are either absent or inadequately represented in Lilly’s diversity management approach. These factors include
- direct involvement of employees in making decisions relating to diversity,
- training and mentoring programs targeted at women and minorities,
- direct involvement of the senior management and lower-level managers in understanding the communication styles and behaviors of diverse cultures ,
- linking of diversity initiatives to IBM’s business strategy,
- acting on employees’ input on diversity through continuous feedback,
- developing well-structured and elaborate plans for recruiting, training and promoting disabled people, women, and minorities.
It should be recalled that the class action against Lilly is largely reinforced by the company’s lack of an effective infrastructure to successfully implement some of the mentioned issues. For example, there is no feedback on employees’ complaints on workplace discrimination, not mentioning that middle-level managers at Lilly seem uninterested in solving the diversity issues illuminated by employees, as diversity implementation is reactive rather than proactive.
Achieving a Broad and Deep Diversity Strategy
In my view, it is evident that IBM has achieved a broad and deep diversity strategy as it has been able to assume a holistic approach in involving all stakeholders in the development of diversity programs and practices that add value to the employees as well as the company itself. Additionally, a broad and deep diversity strategy has been achieved by aligning the diversity initiatives to the core business strategy, hence enabling IBM to not only understand and serve its customers better using employees with diverse social and cultural background, but also to expand its market by obtaining business from small and medium sized enterprises owned by women and minorities. Lastly, a broad and deep diversity strategy has been achieved by developing well structured and elaborate plans as well as incentives for recruiting, training, and promoting people with disabilities, women, and minorities.
Ultimately, the key factors in achieving a broad and deep diversity strategy include involving all stakeholders in the development of diversity programs and practices, aligning diversity initiatives with the core business strategy, and developing well structured plans for recruiting, training, and promoting employees, particularly the disabled, women, and minorities.