Issues around diversity and inclusion - and their direct relevance to the work of HR - is the focus of the latest entry in our ongoing series in which leading HR thinkers, writers and doers present their take on one single topic: "If I could change one thing about HR..."Eric Peterson, Diversity and Inclusion Manager at the Society for Human Resource Management (SHRM) is the author of today's post. As he explains below, Eric has substantial experience in dealing with diversity and inclusion issues, stretching back some 14 years.
You can access SHRM's extensive content resources on diversity and inclusion here, and I would also strongly recommend that you follow Eric on Twitter.
Eric Peterson: If I could change one thing about HR...
If I could change one thing about HR, the topic of Diversity & Inclusion wouldn't be seen as one discipline among many, but as a part of everything that an HR professional does.
Anyone who knows me, personally or professionally, will not be surprised by this statement. I've been working in the Diversity & Inclusion space for almost fourteen years, the last three in the employ of the Society for Human Resource Management (SHRM), the world's largest professional association for HR professionals. I work in the Office of Diversity & Inclusion here, and my primary job is to provide resources, content, and thought leadership to our members and potential members, both Diversity & Inclusion practitioners (like me), and HR leaders and generalists.
It's a great job. My colleagues are friendly, my boss is a supportive
leader and coach, and the work itself is (I believe) important.
The Office of Diversity & Inclusion is unusual at SHRM, as we are the only department in the entire organization dedicated to a content area. At SHRM, there is no Office of Employee Engagement, Office of Recruiting & Staffing, or Office of Compensation & Benefits. Certainly, we employ experts in each of those fields, but they are to be found in Member Care, Education, Publications, and a host of other departments (for the most part, departments you'd find in just about any large membership association).
When I arrived at SHRM, it didn't worry me that our office was unique in this way. In fact, I think it's probably exactly the way it needs to be. The Office of Diversity & Inclusion (all two of us) provides necessary expertise to our members, and our colleagues, most of whom would hasten to call themselves "diversity experts." This isn't a fault where my employer is concerned, but I do believe it's emblematic of an issue that pervades the entire HR field.
One cannot reasonably claim to be an "expert" or a "thought leader" in HR without a basic knowledge of training & development, HRIS systems, or pertinent laws - like the Family Medical Leave Act or the Fair Labor Standards Act - that impact an HR professional's role. However, a knowledge of diverse groups, the ability to advocate for those different than yourself, and the ability to change organizational cultures to be more inclusive are seen as "extras" in the HR field.
But HR is about human resources. And humans, by definition, are diverse. Significant differences will exist between any two people chosen at random - even siblings (seriously, think about it) - and these differences multiply in number and significance when you start talking about diverse subgroups within any sizable organization.
And where there is diversity, there is bound to be conflict and misunderstanding. This is especially true if no proactive steps are taken to make that organization more inclusive, a place where all employees, regardless of identity, style, or characteristic, have equal access to opportunities and resources that will enable them to contribute to their fullest potential.
Research clearly shows us that a more diverse workforce, working in an inclusive environment, is good for business, in myriad ways. And if we are the leaders when it comes to our organization's human resources (and we are), then Diversity & Inclusion touches everything we do, every candidate we hire, every promotion we facilitate, every performance appraisal we approve, every employee benefit we consider, every flexible work arrangement we create, every policy we write, and every disgruntled employee who walks through our door.
And if I could change one thing about HR, we'd all wake up to that particular reality.
The Office of Diversity & Inclusion is unusual at SHRM, as we are the only department in the entire organization dedicated to a content area. At SHRM, there is no Office of Employee Engagement, Office of Recruiting & Staffing, or Office of Compensation & Benefits. Certainly, we employ experts in each of those fields, but they are to be found in Member Care, Education, Publications, and a host of other departments (for the most part, departments you'd find in just about any large membership association).
When I arrived at SHRM, it didn't worry me that our office was unique in this way. In fact, I think it's probably exactly the way it needs to be. The Office of Diversity & Inclusion (all two of us) provides necessary expertise to our members, and our colleagues, most of whom would hasten to call themselves "diversity experts." This isn't a fault where my employer is concerned, but I do believe it's emblematic of an issue that pervades the entire HR field.
One cannot reasonably claim to be an "expert" or a "thought leader" in HR without a basic knowledge of training & development, HRIS systems, or pertinent laws - like the Family Medical Leave Act or the Fair Labor Standards Act - that impact an HR professional's role. However, a knowledge of diverse groups, the ability to advocate for those different than yourself, and the ability to change organizational cultures to be more inclusive are seen as "extras" in the HR field.
But HR is about human resources. And humans, by definition, are diverse. Significant differences will exist between any two people chosen at random - even siblings (seriously, think about it) - and these differences multiply in number and significance when you start talking about diverse subgroups within any sizable organization.
And where there is diversity, there is bound to be conflict and misunderstanding. This is especially true if no proactive steps are taken to make that organization more inclusive, a place where all employees, regardless of identity, style, or characteristic, have equal access to opportunities and resources that will enable them to contribute to their fullest potential.
Research clearly shows us that a more diverse workforce, working in an inclusive environment, is good for business, in myriad ways. And if we are the leaders when it comes to our organization's human resources (and we are), then Diversity & Inclusion touches everything we do, every candidate we hire, every promotion we facilitate, every performance appraisal we approve, every employee benefit we consider, every flexible work arrangement we create, every policy we write, and every disgruntled employee who walks through our door.
And if I could change one thing about HR, we'd all wake up to that particular reality.
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