The Challenge of Managing Diverse Teams

 

“Research has consistently shown that diverse teams produce better results, provided they are well led. The ability to bring together people from different backgrounds, disciplines, cultures, and generations and leverage all they have to offer, therefore, is a must-have for leaders” (Ibarra and Hansen 2011: 71).

As the world is becoming a global village and organisations are expanding beyond their national boundaries, diversity at workplace has not remained to be something that organizations show off in their annual reports, but it has become a necessity (Mayhew n.d.). But managing a diverse team and deriving the benefits it offers require a unique set of leadership skills.

This article talks about the benefits of having diverse teams as well as the challenges they pose. It further discusses the Tuckman’s stages of group development along with real-life examples of managing diversity in energy sector followed by few recommendations to the energy sector’s managers on effective diversity management.

Diversity bring numerous benefits to the organizations such as (Mayhew n.d.):

Respect for Others

Working in teams comprising of members from different cultures and working styles teach to respect the differences and enjoy the benefits of synergy.

Resolution of Conflicts

Conflicts at workplaces cannot be ruled out. But the mutual respect that arises as a result of diversity helps to understand the differences and find an easier way to resolve such conflicts.

Business Reputation

Organisations promoting diversity generally maintain good reputation in the industry and succeed to attract qualified individuals.

Job Promotion

Organisations cherishing workplace diversity creates opportunities for existing as well as potential employees when entering new markets. Employees familiar with foreign languages and culture bring value to the business by engaging in the foreign projects of the organisation.

Increased Exposure

A diversified team comprising of members from both generation X and Y learn a lot from each other such as older employees learn new technology and processes from the millennial.

Challenges in managing diverse teams

However, managing a diverse team is easier said than done. Why go far to see the challenges posed by diverse team when a team of people from uniform background also present difficulties to work efficiently and effectively as illustrated by the Tuckman’s team theory – “Stages of Group Development”

The theory links the focus on the tasks with the relationship team members have with each other (Anon n.d.).

To derive the benefits that a diverse team offers, effective leadership is a must-have without which the organisation may have to face one of the following challenges.

Communication Gap

It may arise if the first language of the hired individual is different than the local language common among existing employees (Johnson n.d.).

Opposition to Change

Few staff may resist to accept the changes in their work environment and make it uncomfortable for the foreign employees, rejecting their ideas and ultimately reducing the productivity (Johnson n.d.).

Generation Gap

Organisations with teams comprising of teenagers as well as older employees may find it difficult to bridge this gap as both units find each other different (Renee n.d.).

Cultural Variations

Few people may hold prejudices against certain ethnicities and may resist to work along with them (Renee n.d.).

The energy industry is perceived to be made for males who are more suitable to work with heavy-engineering. But the energy sector has been very actively taking steps to create diverse teams at work and has seen growth in women becoming part of the industry.

POWERful Women (PfW) was launched by Baroness Verma to help females in energy sector who are close to top-level management positions in achieving those positions (Lloyd 2014). PfW is a good example of leading women to manage diversity in energy sector.  Although the proportion of women occupying the senior positions is still low, but people in energy sector admit that the situation needs to change. The Industry Chair of PfW speaks on gender diversity in the energy sector in the following video.

PWC UK 2016).

EDF Apprenticeship Scheme has seen a growth of 19% in female entrants where they are trained to become nuclear technicians – an occupation which was thought to be held by males only (Matthews 2015).

British Petroleum (BP) has several networks running to support the minorities such as Lesbian, Gay, Bisexual and Transgender (LGBT) network, disability network and ethnicity network. These networks arrange various events and meetings where members and employees of BP can participate and seek meaningful advice (Fox 2012).

BP also has a women network which strives to maintain male and female balance in the workforce and provide females with development opportunities (Fox 2012). These groups are not only active on-the-job but also work with external groups at investment banks or other energy companies so that members can benefit from a wider network.

Recommendations

Thus, in energy industry where women have also started to join in, a strong leadership is very essential. Leadership should explain the benefits a diverse team can bring to the organization and also the reason behind the need of diversity to the existing staff so that they are motivated to welcome diversity (Johnson n.d.).

Also, energy companies can hire experienced staff who are specialized in advising the leadership on steps and activities to be carried out to blend the new and existing staff (Johnson n.d.).

 

References

Anon, (n.d.) ‘ Team Work Theory: Tuckman’s Stages of Group Development’  [online] available from http://the-happy-manager.com/articles/teamwork-theory/ [30 July 2016]

Fox, T. (2012) ‘Diversity and inclusion developments in the energy industry’ The Guardian [online] 25 July available from < https://www.theguardian.com/careers/diversity-inclusion-energy-industry> [2 August 2016]

Johnson, R. (n.d.) ‘Examples of Diversity Problems in the Workplace’ Huston Chronicle [online] available from < http://smallbusiness.chron.com/examples-diversity-problems-workplace-19389.html> [29 July 2016]

Lloyd,C. (2014) ‘Female talent in the UK energy sector’ [online] available from < http://www.energyglobal.com/upstream/exploration/12062014/UK_initiative_encourage_women_to_engineering/> [30 July 2016]

Matthews, V. (2015) ‘Powering the nuclear energy industry with diverse talent’ The telegraph [online] 26 February available from http://www.telegraph.co.uk/sponsored/education/stem-awards/11437242/edf-apprenticeship-scheme-nuclear-industry.html>  [01 August 2016]

Mayhew, R. (n.d.) ‘Why is Diversity in the Workplace Important to Employees?’ Huston Chronicle [online] available from http://smallbusiness.chron.com/diversity-workplace-important-employees-10812.html> [29 July 2016]

PWC UK. (2016) ‘Igniting Change 2-Building the pipeline of female leaders in energy’ [online] available from https://www.youtube.com/watch?v=pWsDjIhsWZo [01 August 2016]

Renee, M. (n.d.) ‘Top 10 Diversity Issues at Work’  Huston Chronicle [online] available from < http://smallbusiness.chron.com/top-10-diversity-issues-work-24939.html> [28 July 2016]