Boosting Appeal with Diversity
42 dimensions of diversity: Ethics, courage, power, age, character, humor – each and every person has his or her very own personal profile. Diversity management at Daimler makes use of the potential and the opportunities resulting from the wide variety reflected in its workforce. Daimler intends to number among the most highly regarded enterprises in this management discipline by 2010.
| Anmerkungen zu Diversity |
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1. Diversity is a more than a women’s issue Diversity management involves respecting differences between people and using them to a company’s advantage. It therefore encompasses much more than simply differentiating between men and women. |
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2. Diversity management does not set quotas Diversity is not about quotas; it’s about actively managing differences between employees. Measurable targets can, however, serve as an instrument for ensuring diversity by increasing the share of women in management positions, for example. While personal performance remains the key assessment parameter at Daimler, the company also takes the view that having fewer than eight percent of management positions worldwide filled by women indicates that some people with merit are still not being recognized as such. |
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3. Diversity is not a “soft” issue Daimler views diversity as a business issue much like quality management or safety. Diversity management systems are thus implemented in a strategic manner. The Global Diversity Council, which consists of Board of Management members and top executives both male and female, develops diversity measures and oversees their implementation. |
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4. Diversity management is more than mere implementation of Germany’s Equal Opportunity Act (AGG) Since going into effect in August 2006, the AGG has stipulated that no one in Germany may be discriminated against on the basis of their age, gender, ethnic background, religion, ideas, sexual orientation, or disability. Diversity management policies are designed to ensure that these stipulations are adhered to. Daimler’s understanding of this issue goes beyond AGG regulations by defining many other criteria for diversity. |
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5. Diversity is not a passing fad Diversity will remain a part of the global competitive system as qualified personnel become a scarce resource in the 21st century and talented individuals increasingly utilize diversity criteria to assess potential employers. |
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6. The Board of Management needs to “set an example” with regard to diversity A commitment at the highest level of the company is crucial for ensuring successful diversity management. However, because the most important aspect of diversity involves treating one another with respect, its successful implementation also requires the support of each and every employee. |
