Three myths about diversity in the workplace - and how you can combat them

Don't let these common misconceptions stop your organization from tapping into a pool of highly educated and under-hired applicants.

Even with decades of successful active and mindful inclusion strategies, there are still lingering concerns around what it takes to implement a diverse recruiting strategy.

We’ve asked Kirsten Sutton, Vice President and Managing Director at SAP Labs Canada, to help myth-bust the most pervasive misconceptions about diversity in the workplace.

How has SAP Labs Canada built a culture of diversity and inclusion?

SAP Labs Canada, a leading developer of enterprise application software, employs 2,700 employees across four locations (Vancouver, Waterloo, Toronto, Montreal). SAP prides itself on a culturally diverse workforce and was recognized in 2019 by Great Place to Work as a best workplace for inclusion and by Mediacorp Canada as one of Canada’s Top 100 Employers and Top Employers for Young People.

Globally, SAP has a comprehensive diversity and inclusion strategy consisting of four key pillars:

1. culture and identity
2. gender intelligence
3. cross generational intelligence
4. differently-abled people

Each pillar is designed to promote considerations for untapped talent pools with unique skillsets and perspectives.

SAP has also taken strides to promote inclusion in other ways. Their Vancouver office is Accessibility Certified Gold by the Rick Hansen Foundation – a rating system that evaluates the meaningful access of buildings and sites to individuals with disabilities. Sutton hopes that new renovations to SAP’s Waterloo office will soon earn certification as well.

The benefits of diversity in the workplace: building innovation

Sutton firmly believes that a diverse and inclusive workplace promotes a more positive and innovative company culture. “To be innovative, you have to have diverse opinions at the table, diverse abilities, skills, thought-processes, diversity in how you manage your time,” says Sutton. “The more diverse a team is, the more likely you are to come up with a breakthrough innovation.”

By integrating individual needs into your daily workplace activities, you’re providing job access to qualified applicants you might not have previously considered. Tap into a vast and expansive talent pool by offering barrier-free employment. You never know who is going to be instrumental in leading your organization to achieve its full potential.

However, Sutton believes there are many misconceptions about taking on a diversity and inclusion strategy, but here are a few that she thinks stand out.

Are any of these myths holding your organization back?

Myth 1: It’s difficult to build a diverse and inclusive workplace

It's easy for organizations to view accessible hiring as a “problem” instead of an “opportunity.” But diversity and inclustion strategies don’t have to be complicated. They just need to be intentional and consistent so that your message is clear to potential hires.

“Intentionality is key,” says Sutton. “You need to be clear on what your organization is hoping to achieve through diversity and inclusion, and then build a strategy around it. Leaders need to be bought in on that strategy and prepared to talk about it.”

So, what does it take to let applicants know you celebrate diversity? Start small. For example, adding a line of text to a job description indicating you are interested in all applicants can make a big difference.

When it comes to diversity of skills, Sutton says that SAP looks for the right candidate based on more criteria than just academic background, whether it’s a full-time or short-term hire. “Many jobs like data analysis, communications, IT, hardware and marketing are currently filled by people not in tech programs. For example, most of the co-op roles on my team are filled by non-tech students.”

By simply appealing to a broader applicant pool and encouraging diverse applicants, you can start building a team that brings new and innovative ideas to the table.

Myth 2: It’s expensive to accommodate employees with diverse needs

Yes, there can be costs associated with having a diverse and inclusive workplace. Individuals on the autism spectrum, for example, may need quiet rooms, noise cancelling headphones and extra time to brainstorm and problem solve without interruption.

But according to Sutton, “When it comes to the price of accommodation, most of the things you would do for people on the autism spectrum are good for everybody. Those accommodations may seem expensive, but if you factor them in right away, everybody can use them.”

The initial costs of accommodation are well worth it. Research shows that organizations that hire people with disabilities tend to have a lower turnover rate, which reduces hiring and training costs. And a 2017 report by Canada’s Ministry of Economic Development and Growth showed that 86% of people with disabilities rated on par or better on attendance compared to their colleagues without disabilities.

Consider new accommodations as positive inclusions to motivate everyone you employ. Look at the bigger picture and think critically about how accessible changes can have a positive impact on your entire team.

Myth 3: If you decide to build a diversity and inclusion strategy, you’re in it alone

Sutton believes this is a common misconception, giving some people the idea that you must be a big company to make it happen. “It’s not true,” she says. “Anybody can and should do it.”

Implementing a diverse hiring strategy may seem like a daunting task. The good news is that your organization doesn’t have to face this task alone.

A wide variety of support systems are available to help you start making changes, including government funding to offset costs associated with creating accessible workplaces and hiring/training differently abled employees. There are also numerous support groups and online resources to help you discover the best practices for developing more inclusive hiring strategies.

Advice for hiring managers looking to build their own diversity and inclusion strategy

Sutton thinks that hiring managers need to look for unique abilities in every interview session. Getting to the crux of what each candidate can bring to the table, and the positive impact that could have on your business, is fundamental.

“I learn as much in a day from the young talent in our office as I do from my colleagues of 25 years,” says Sutton. “The more diverse your teams are, the more they reflect the world that we are building software for, the more likely we are to have a breakthrough.”