Beyond just checkboxes: Diversity for real impact, HR News, ETHRWorld

Time of India

13 hours ago

Advt
Advt
By & ,
ETHRWorld Contributor
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If you've been in a 'talent management' meeting in the last couple of years, you've probably noticed the predictable conversations around hiring that show up in almost all of them. Many advocate for upping the 'diversity quotient' by hiring more women at the entry-level cadre of management, adding a bit of representation from certain communities, maybe sponsoring an event for a social cause, and then someone asks, 'Oh, do we need to jump on the neurodivergence bandwagon that's trending with Gen Z?'These are still important conversations, even if they've become predictable. But let's be honest—debating and social media posting only create buzz. We only see superficial steps or half-baked ideas with little effort in implementation. Diversity can't remain a checkbox item. It deserves a meaningful place in the boardroom—alongside other functions like marketing, finance, strategy, purchase, supply chain management, logistics, people management, product development, and information management.Yet, despite all the talk, the hard truth is that the case for diversity in the workforce today remains weak. And even more flawed is the logic of pursuing diversity solely for profit. If diversity is to serve any real purpose in today's world, it should be about improving the representation of various sections of society. We have made progress—whether driven by tokenism, regulation, quotas, or face value. However, in this highly competitive landscape, the emphasis on hiring top talent directly contributing to corporate goals is understandable.The deeper question that still remains to be asked outside the whispered conversations in sensitivity training workshops is, 'What is the purpose of diversity in the workplace?' If we reduce it to correcting historical imbalances, appearing inclusive, or simply complying with directives, we risk overlooking its transformative and strategic potential.Off-the-record conversations with HR and business leaders reveal that diversity-based hiring is rarely prioritised unless mandated by quotas. The alternative—government-backed incentives for training DEI hires—fluctuates with political agendas, making diversity initiatives unstable. But then is diversity merely a political agenda? That is a conversation for a different country or context, maybe?Ensuring inclusive representation is a fundamental aspect of societal progress. A well-diversified portfolio absorbs risks and balances uncertainties, but what does a diversified workforce absorb? Decades of research on workplace diversity make some really strong points on the merits of diversity in enhancing individual and team productivity, firm performance, creativity, challenging groupthink, and inclusion.But these arguments only go so far before the counterarguments come in—? The answer lies not in compliance but in adaptability. Homogeneous teams function well in stable times, but what happens when faced with an unpredictable challenge? A workforce that lacks diversity lacks resilience —it is not prepared for the unexpected.Let's look at a compelling example from Indian Knowledge Systems (IKS), more specifically, the Mahabharata Shikhandi , a warrior with a complex gender identity played a pivotal role in the Kurukshetra war. Shikhandi was the only way to defeat the unbeatable Bhishma . Bhishma was invincible and bound by his vow never to fight someone he did not perceive as a man. Shikhandi, the reincarnation of Amba was believed to be a hermaphrodite, though modern research also suggests Shikhandi was a trans woman. Because of this unique identity, Bhishma refused to attack, allowing Arjuna to use Shikhandi as a shield and bring Bhishma down.Shikhandi was not the strongest warrior but the only one who could make victory possible. His role was not defined by strength alone but by the unique position he held—one that no one else could occupy. That is what diversity does. It may not always deliver the most conventional candidate or best fit for every situation, but it equips teams for moments when traditional approaches fall short. Diversity builds the capacity to respond when the standard playbook runs out of pages.Just as Shikhandi absorbed the risk no other warrior could bear, a diverse workforce absorbs the risk of organisations becoming too rigid, inward-looking, or slow to adapt. Homogeneity may offer comfort and predictability, but it also limits the range of responses available when complexity strikes. Diversity acts as a counterweight to that comfort—it challenges, stretches, and expands the way problems are understood and solved.In modern workplaces, Shikhandi is a metaphor for talent that often slips through the cracks. Those who don't fit the mould. And yet, these are often the individuals who bring in fresh thinking, challenge dominant narratives, and make a team more capable of navigating uncharted terrain. Diversity helps teams move beyond cookie-cutter solutions to tackle problems that are complex, non-linear and ever-evolving. In times like these, that may be the only real competitive edge. Like Bhishma, we might be startled by when and how the strongest yield. And yet, many still move through decision-making spaces without truly paying attention.We are more aware now than we've ever been. We live in a country built on a mosaic of layered, complex social identities of language, caste, religion, gender, region, and class. This is the reality we operate in daily, yet our understanding of diversity often remains narrow. How can we ignore the variety that we know that they know that we know?Diverse voices—in thought, lived experience, and worldview—exist all around us. But they are too often overlooked or undervalued. The corporate world doesn't suffer from a shortage of diverse talent. What it often lacks is the willingness to see and support it. It's time to stop treating diversity as a polite guest invited in for appearances. Rather, it is your MVP—essential, strategic, and central to growth.When diversity is siloed within HR while the rest of the organisation remains untouched, it becomes performative. To be effective, every function must own diversity—strategy, marketing, logistics, finance, product, and people management. In a BANI world—brittle, anxious, non-linear, and incomprehensible—the bigger risk is not hiring too differently; it is hiring the same profiles and the same perspectives repeatedly and still expecting innovation resilience , and breakthrough thinking