ow more attention given to searching across borders to identify and recruit the management talent needed to steer a company. This approach is now readily employed in key technical skill areas, where the dearth of resources in local markets is continuing to present recruiting challenges. Whether this trend exists because companies wish to encourage diversity, or simply to spread the net in the hope of accelerating appointments, is difficult to gauge, but ultimately it is a positive course to set and must be employed at all levelIn the world of human resources (HR), everywhere you turn these days people are talking about diversity in the workforce. In particular, companies that operate globally are aware that to go beyond what is required of them legally and morally in eradicating discrimination can bring about a positive climate that will engage their employees, improve their productivity and enhance the effectiveness of their organization. The view has long been held that by encouraging applications from candidates across the broad spectrum of age, gender, race and disability, companies can acquire a wide range of knowledge and perspectives and thereby increase their competitive strength on a number of different levels.

What is workforce diversity?

Most people refer to workforce diversity as employing people from identity groups that may lack representation in their existing workplace structures, either across the organization or at the departmental level. In certain industries, there are strong logical arguments to encourage diversity in different sections of the business; for example, an employee could bring with him 'buy-side' knowledge about a particular demographic group.

There is more to diversity in the workplace than this, however. Companies need to start looking at diversity more comprehensively and begin to relate the benefits of an employee's potentially unique perspective to new and creative approaches to working. And it is here European companies have a significant opportunity. Operating within a collection of 25 national states with a combined population close to 460 million people, European companies have the ability to leverage this diversity to their competitive advantage and to strengthen their position in the global economy.

European companies, by positively embracing the unique conditions of the European Union, can assemble richly diverse workforces to contribute to the innovation and creativity of knowledge-based organizations in which employees can learn from each other and stimulate growth.

At the executive end of the pharmaceutical market, there is now more attention given to searching across borders to identify and recruit the management talent needed to steer a company. This approach is now readily employed in key technical skill areas, where the dearth of resources in local markets is continuing to present recruiting challenges. Whether this trend exists because companies wish to encourage diversity, or simply to spread the net in the hope of accelerating appointments, is difficult to gauge, but ultimately it is a positive course to set and must be employed at all level

ender, race and disability, companies can acquire a wide range of knowledge and perspectives and thereby increase their competitive strength on a number of different levels.

What is workforce diversity?

Most people refer to workforce diversity as employing people from identity groups that may lack representation in their existing workplace structures, either across the organization or at the departmental level. In certain industries, there are strong logical arguments to encourage diversity in different sections of the business; for example, an employee could bring with him 'buy-side' knowledge about a particular demographic group.

There is more to diversity in the workplace than this, however. Companies need to start looking at diversity more comprehensively and begin to relate the benefits of an employee's potentially unique perspective to new and creative approaches to working. And it is here European companies have a significant opportunity. Operating within a collection of 25 national states with a combined population close to 460 million people, European companies have the ability to leverage this diversity to their competitive advantage and to strengthen their position in the global economy.

European companies, by positively embracing the unique conditions of the European Union, can assemble richly diverse workforces to contribute to the innovation and creativity of knowledge-based organizations in which employees can learn from each other and stimulate growth.

At the executive end of the pharmaceutical market, there is now more attention given to searching across borders to identify and recruit the management talent needed to steer a company. This approach is now readily employed in key technical skill areas, where the dearth of resources in local markets is continuing to present recruiting challenges. Whether this trend exists because companies wish to encourage diversity, or simply to spread the net in the hope of accelerating appointments, is difficult to gauge, but ultimately it is a positive course to set and must be employed at all level

nt sections of the business; for example, an employee could bring with him 'buy-side' knowledge about a particular demographic group.

There is more to diversity in the workplace than this, however. Companies need to start looking at diversity more comprehensively and begin to relate the benefits of an employee's potentially unique perspective to new and creative approaches to working. And it is here European companies have a significant opportunity. Operating within a collection of 25 national states with a combined population close to 460 million people, European companies have the ability to leverage this diversity to their competitive advantage and to strengthen their position in the global economy.

European companies, by positively embracing the unique conditions of the European Union, can assemble richly diverse workforces to contribute to the innovation and creativity of knowledge-based organizations in which employees can learn from each other and stimulate growth.

At the executive end of the pharmaceutical market, there is now more attention given to searching across borders to identify and recruit the management talent needed to steer a company. This approach is now readily employed in key technical skill areas, where the dearth of resources in local markets is continuing to present recruiting challenges. Whether this trend exists because companies wish to encourage diversity, or simply to spread the net in the hope of accelerating appointments, is difficult to gauge, but ultimately it is a positive course to set and must be employed at all level

ation close to 460 million people, European companies have the ability to leverage this diversity to their competitive advantage and to strengthen their position in the global economy.

European companies, by positively embracing the unique conditions of the European Union, can assemble richly diverse workforces to contribute to the innovation and creativity of knowledge-based organizations in which employees can learn from each other and stimulate growth.

At the executive end of the pharmaceutical market, there is now more attention given to searching across borders to identify and recruit the management talent needed to steer a company. This approach is now readily employed in key technical skill areas, where the dearth of resources in local markets is continuing to present recruiting challenges. Whether this trend exists because companies wish to encourage diversity, or simply to spread the net in the hope of accelerating appointments, is difficult to gauge, but ultimately it is a positive course to set and must be employed at all level

ow more attention given to searching across borders to identify and recruit the management talent needed to steer a company. This approach is now readily employed in key technical skill areas, where the dearth of resources in local markets is continuing to present recruiting challenges. Whether this trend exists because companies wish to encourage diversity, or simply to spread the net in the hope of accelerating appointments, is difficult to gauge, but ultimately it is a positive course to set and must be employed at all levels of the organization.

Using workforce diversity

What is clear is that having a diverse culture within your organization does not ensure that a company will improve its effectiveness in researching, developing or commercializing new products in the global market place. It is how you organize this diverse workforce that will harness the advantages they bring. Leadership and management must cultivate a working climate in which it is acceptable for people from diverse backgrounds to contribute their ideas and contest current practice.

This variety of opinion must be truly valued and should lead to constant learning as ideas and experiences are shared and new ways are found. Fostering this type of culture is difficult, however, and those companies that instil the necessary values will gain greater returns from their diversity. The challenge of diverse workforces begins with opening the doors but finishes with the opening of minds, and leads to the ideas and insight that these individuals contribute to strengthening your company through alternative and effective approaches to the process of work.

If European companies are progressive, and can begin to adopt viable alternative working patterns such as remote working, they will be able to attract and employ larger sections of the European and global workforce. With effective management and organization of people, and by looking at diversity holistically, they can unlock the true potential that a diverse workplace can offer and take advantage of their unique positioning.