DIVERSITY COMPETENCIES IN THE PROFESSIONAL WORKPLACE:
Beginning the Conversation

THOUGHT LEADERSHIP: from Diversity in the News

Thought leaders are considering whether development of diversity competencies will drive D & I forward as a strategic business function. The idea is fast gaining currency.

What are competencies, and why develop them?

There is no single, controlling definition of "competency" as applied to the task of growing diversity and inclusion in the professional workplace. To begin the conversation, however, here are proposed working definitions:

• A competency may be defined as the particular knowledge, skill, or behavior required to be successful in a role.
• A diversity competency is the particular knowledge, skill or behavior required to be successful in the role of creating an organizational climate that respects and values differences.

Why diversity competencies?

The need for diversity competencies stems from understanding that development of a diverse and inclusive organization is a strategic business function; it is a key to development of a successful, stable, competitive enterprise. In corporate, government, and other institutions, diversity is no longer merely an accommodation to demands, a response to advocacy by discreet groups, or a compliance-driven tactic. The rationale for developing a set of diversity competencies is that diversity should be framed, managed and assessed according to its strategic business value.

A set of diversity competencies would allow for clear communication of what management has determined stakeholders must know and practice to fulfill their explicit diversity roles and the diversity roles functions inherent in their various business functions. With diversity competencies in place, diversity goals and expectations are understandable, communicable, manageable, and measurable.

KEY CONCEPTS FOR DEVELOPMENT OF DIVERSITY COMPETENCIES

Competencies apply to a role, not a person

Human Resources and Organizational Development experts often point out that competencies are applied to a particular role rather than an individual person. In other words, a competency is a key requirement for fulfilling a role that has strategic business objective, and the question is whether an individual meets that competency to an acceptable standard.

Accordingly, a diversity competency should be developed by asking, What knowledge, skill, or attribute will a person in this particular role need in order to further the strategic objective of a diverse and inclusive workplace (and a more successful and responsible company)? Thus a person’s diversity competency is not a question of whether or s/he believes in diversity, and wants to see more of it. It is a question of whether s/he has the knowledge and skills to fulfill his or her various roles in a way that help bring more diversity and inclusion about, and thereby forwards the goals of the organization.

For example, an intellectual property law firm may be concerned that it is not recruiting sufficient women. In developing a set of competencies, the firm may determine that members of the recruitment committee need to have knowledge of regional law schools that offer outstanding media or patent law electives, regardless of whether those schools have traditionally been outside the firm’s recruitment catchment. Deep knowledge of curricula at a broad range of law schools, and the ability to articulate how a law school’s previous status as outside the firm’s traditional purview may clash with diversity objectives, are competencies that members of the recruitment team must develop to fulfill their roles.

Types of competencies

It can be helpful to distinguish between two types of competencies: knowledge competencies and skill/behavior/attribute competencies:

• A knowledge competency can be measured by an objective test or question. For example, to ascertain whether an attorney has the competencies to take on an external relations role, knowledge competencies might include: the ability to articulate the company’s commitment to diversity, comprehension of the business case for diversity, and knowledge of the company’s policy on same-sex health benefits.
• A skill or behavior competency must be demonstrated in practice, and experienced by others. For example, for the competency related to the role of giving constructive feedback across differences, management might observe whether supervisors who give feedback use language that enhances self esteem and have well-developed listening skills.

Developing the content of diversity competencies

Below are six suggested content areas for developing diversity competencies in a specific workplace. These are offered to stimulate thinking; diversity competencies will vary according to the business function of each stakeholder as well as the strategic business goals of each organization.

1. Ability to define diversity and inclusion in the context of the professional workplace.
2. Knowledge of institutional and individual actions, practices, language and symbols that communicate respect/disrespect for identities and groups.
3. Understanding of institutional and individual dynamics that enhance the expression of diversity in the professional workplace and grow a culture of inclusion.
4. Knowledge of how diversity functions as a source of organizational effectiveness.
5. Awareness of major demographic trends, executive, legislative and court decisions, as well as common business practices that significantly impact diversity in the professional workplace.
6. Skills and behaviors to participate in, develop, and eventually lead conversations, meetings, and group activities that are inclusive, and that rely on diversity rather than homogeneity of perspective and ideas.

Summary and recommendations

A diversity competency is the particular knowledge, skill or behavior required to be successful in the role of creating an organization that values differences. The reason for developing a set of diversity competencies is to make diversity goals and expectations understandable, communicable, manageable, and measurable. A good way to develop a competency model might be to ask what knowledge, skills, and behaviors does someone in a certain business function need to have, in order to fulfill his or her role as a builder of diversity and inclusion in a particular organization.

Development of a set of diversity competencies for a given workplace will require competency itself—knowledge of and skills in competency development, knowledge of diversity and inclusion subject matter, and knowledge of a particular organization. Development of a successful diversity competency tool will likely take input from many constituencies, consultancy with experts, and excellent project management skills.

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