Why diversity matters

We know intuitively that diversity matters. It’s also increasingly clear that it makes sense in purely business terms. Our latest research finds that companies in the top quartile for gender or racial and ethnic diversity are more likely to have financial returns above their national industry medians. Companies in the bottom quartile in these dimensions are statistically less likely to achieve above-average returns. And diversity is probably a competitive differentiator that shifts market share toward more diverse companies over time.

A multi-ethnic group of business professionals are standing together in a large group at the office. They are smiling and looking at the camera.

While correlation does not equal causation (greater gender and ethnic diversity in corporate leadership doesn’t automatically translate into more profit), the correlation does indicate that when companies commit themselves to diverse leadership, they are more successful. More diverse companies, we believe, are better able to win top talent and improve their customer orientation, employee satisfaction, and decision making, and all that leads to a virtuous cycle of increasing returns. This in turn suggests that other kinds of diversity—for example, in age, sexual orientation, and experience (such as a global mind-set and cultural fluency)—are also likely to bring some level of competitive advantage for companies that can attract and retain such diverse talent.

The latest report by McKinsey, Diversity Matters, examined proprietary data sets for 366 public companies across a range of industries in Canada, Latin America, the United Kingdom, and the United States. In this research, they looked at metrics such as financial results and the composition of top management and boards. The findings were clear:

  • Companies in the top quartile for racial and ethnic diversity are 35 percent more likely to have financial returns above their respective national industry medians.
  • Companies in the top quartile for gender diversity are 15 percent more likely to have financial returns above their respective national industry medians.
  • Companies in the bottom quartile both for gender and for ethnicity and race are statistically less likely to achieve above-average financial returns than the average companies in the data set (that is, bottom-quartile companies are lagging rather than merely not leading).
  • In the United States, there is a linear relationship between racial and ethnic diversity and better financial performance: for every 10 percent increase in racial and ethnic diversity on the senior-executive team, earnings before interest and taxes (EBIT) rise 0.8 percent.
  • Racial and ethnic diversity has a stronger impact on financial performance in the United States than gender diversity, perhaps because earlier efforts to increase women’s representation in the top levels of business have already yielded positive results.
  • In the United Kingdom, greater gender diversity on the senior-executive team corresponded to the highest performance uplift in our data set: for every 10 percent increase in gender diversity, EBIT rose by 3.5 percent.
  • While certain industries perform better on gender diversity and other industries on ethnic and racial diversity, no industry or company is in the top quartile on both dimensions.
  • The unequal performance of companies in the same industry and the same country implies that diversity is a competitive differentiator shifting market share toward more diverse companies.

We’re not suggesting that achieving greater diversity is easy. Women—accounting for an average of just 16 percent of the members of executive teams in the United States, 12 percent in the United Kingdom, and 6 percent in Brazil—remain underrepresented at the top of corporations globally. The United Kingdom does comparatively better in racial diversity, albeit at a low level: some 78 percent of UK companies have senior-leadership teams that fail to reflect the demographic composition of the country’s labor force and population, compared with 91 percent for Brazil and 97 percent for the United States.

These numbers underline the work that remains to be done, even as the case for greater diversity becomes more compelling. We live in a deeply connected and global world. It should come as no surprise that more diverse companies and institutions are achieving better performance. Most organizations, including Herman Miller must do more to take full advantage of the opportunity that diverse leadership teams represent. That’s particularly true for their talent pipelines: attracting, developing, mentoring, sponsoring, and retaining the next generations of global leaders at all levels of organizations. Given the higher returns that diversity is expected to bring, we believe it is better to invest now, since winners will pull further ahead and laggards will fall further behind.


Women in business: The Next Best Decision

Diversity is great to expand the variety in thinking, more information and the status quo is challenged

It’s enticing to induce this is on the grounds that ladies bring extraordinary and uncommon characteristics like solid relational aptitudes or more elevated amounts of warmth. These messages frequently originate from good-natured backers of more ladies in authority. They’re normal among publicists as well.

When individuals ask in the case of having ladies in positions of authority improves administration and basic leadership, the appropriate response is yes – however maybe not for the reasons a considerable lot of us may think.

The thing is they’re not female attributes, they’re human characteristics. It’s a defective intellectual easy route that strengthens sexual orientation generalizations. Men can bring compassion and weakness when they’re bolstered to challenge sex standards and predispositions.

Inclusion in business, a great idea

Studies inspecting sex contrasts about individuals’ perspectives and conduct discover no contrasts among people; rather it is socialization that has a tremendous influence in sustaining sexual orientation generalizations. It is these generalizations about the possibility of contrasts that really implies ladies are proceeding to be kept down, explicitly in influential positions.

“Setting clarifies any sex contrasts that exist in the working environment” compose Catherine H. Tinsley and Robin J Ely in their ongoing Harvard Business Review article (May-June 2018). “What the vast majority get off-base about people: Research demonstrates the genders aren’t so unique”

Women are a driving force

They comprise that: “Convictions in sex contrasts have backbone mostly on the grounds that they maintain ordinary sexual orientation standards, save the sex business as usual, and require no change of existing hierarchical practices or work courses of action. Yet, they are likewise the easiest course of action for our cerebrums.”

Things being what they are, how precisely does a decent variety of foundation and supposing have any kind of effect to group elements – regardless of whether in the meeting room, in private ventures, or on the client cutting edge?

Basically, it boils down to how we process data and tackle issues, as per authoritative researchers and analysts. “When we hear contradict from somebody who is not quite the same as us,” composes Professor Katherine W Phillips from Columbia Business School in Scientific American, “it incites more idea than when it originates from somebody who seems as though us.”

Let’s drive women forward

“When individuals from a gathering notice that they are socially not the same as each other, they change their desires. They envision contrasts of feeling and point of view. They expect they should work more diligently to go to an accord. Assorted variety shocks us into psychological activity in manners that homogeneity essentially does not.” says Phillips. Put just, the advantages of a decent variety of foundation, for example, sexual orientation and culture originate from the manner in which group foresees and manage distinctive view and elective points of view.

At the point when setting up with the correct establishments – including limiting oblivious predispositions that can contort thinking – decent variety gets more noteworthy assortment thinking, more trade of data and all the more testing of business as usual. That is when new thoughts develop, and possibly untrustworthy practices are bound to be addressed.

Sexual orientation, social and other unmistakable types of assorted variety are a key method for getting the psychological shock or ‘enlightening decent variety’ groups need to diminish the dangers of an official reverberation chamber and improve basic leadership.

What Can Herman Miller Learn About Diversity and Inclusion During Pride Month

The furniture giant, Herman Miller, seems to know everything there is about business and good pieces of furniture, especially for the office. What the general public is still not aware of is the lack of diversity among their business partners.

Herman Miller’s diversity strategy is far from being spot on, as we’ve learned through time. Inclusion in the workplace is one thing, being an individual advocate for inclusion rights is another and there’s something completely different in doing business with all kinds of people, giving them the opportunity to go shoulder to shoulder with you.

Pride Month is upon us

Many people know that Pride Month, celebrated all through June, could be a marketing strategy for companies to reach more audiences and specially for companies like Herman Miller to include minorities and step up their diversity numbers with the people they do business with.

We’ve put together a petition to try and change that. Herman Miller is doing very little for business with a more diverse crowd of dealers. It can be nice if you helped us change it.

We think Pride Month is the perfect excuse to increase the visibility of our petition and make Herman Miller aware of diversity and inclusion not only in their workplace but all across their dealers network, include diversity suppliers in their chain of production and stop them from turning their eyes away from this issue.

Diversity Suppliers in the NMSDC and Herman Miller dealers

We all have a dream. Herman Miller owns a great deal to the community. A very thoughtful way to pay it forward is to include more diversity suppliers, Native American or LGBT, Asian American, Hispanic, African American, Women. We all deserve a chance to make the land of the free grow and us with it.

Support our petition. Help us make a difference. During Pride Month, make a company like Herman Miller consider more diversity among their suppliers and dealers.

Herman Miller Doesn’t Work with a Diverse Network of Dealers

Herman Miller diversity has been around since 1905, although they were called Star Furniture Co. in the beginning. They are very well known for their line of ergonomic chairs that are designed for comfort. The company is very devoted to working on the things that they believe matter. Herman miller diversity has always been a big part of their company policy, but not in the best way possible.

The Herman Miller minority policies stem from an experience that one of the executives had a long time ago. He realized that every employee had an unique talent that was getting lost in the day-to-day responsibilities of the workplace, and he set out to make things right. This helped put in place a series of plans for community outreach and Herman miller inclusion within the company.

However, Herman Miller doesn’t currently employ a diverse network of Herman miller dealers for their products. They only sell to people that look like them. It’s time to have an open conversation about the company’s practices and policies, and how we can begin to improve diversity in the furniture industry.

Blue Embody office chair with a white frame with polished aluminum base.

The difference between inclusion and diversity

The fact that  Herman Miller diversity suppliers is sanctioned by the NMSDC doesn’t mean that everything they do is right. It is true that they have made tremendous advancements in diversity, but this doesn’t necessarily translate to real inclusion. Diversity means including different people from all walks of life to provide a certain company with a plethora of perspectives. Most companies know today that is can be extremely beneficial for them. Inclusion has to do with making those diverse employees feel at home.

Real inclusion also demads that everyone has access to a company’s products, and that there are no privileges when it comes to acquiring them. By keeping their number of diverse dealers low, Herman Miller is showing that they don’t truly care about inclusion or diversity.

An open conversation into what makes a company diverse

If you look around on the internet, you probably won’t find many articles discussing this particular matter. It is time to put the cards on the table and have a real, honest conversation regarding diversity and inclusion in Herman Miller, and the Herman miller dealers that they choose to sell their products.