Promoting diversity in the workplace has become increasingly important in recent years. Companies are recognizing the benefits of diversity, different perspectives and experiences. If you read the job advertisements, you will notice that gender-neutral and non-discriminatory wording is particularly noticeable. The topic seems to be limited to gendering. Gendering is part of promoting diversity in the workplace and refers to the process of adapting language and social structures to promote gender diversity and avoid discrimination. In recent years, laws and political measures have been passed to promote gender equality. These can range from quotas for women in leadership positions to laws against discrimination on the basis of gender. But diversity actually goes much further.
An often overlooked but equally important dimension of diversity is age. Age diversity in the workplace refers to the diversity of age groups. Many companies focus on younger applicants when looking for new employees, assuming that younger people are cheaper, more capable, more mentally agile and easier to manage. However, this stereotyping is prejudice. As a result, older applicants are often automatically sorted out. Those in charge forget that the diversity of age groups is not only an ethical imperative, but also a strategic advantage. Scientific studies prove it: Companies that respect and use the diversity of generations are more successful and better able to cope with the challenges of the modern job market.
Behavioral diversity in the workplace is completely ignored and overlooked by many. This refers to different ways of acting. For example, people with a high level of the personality trait "extraversion" are preferred for management positions and in sales jobs. They are automatically expected to perform better than an introverted person. However, drawing conclusions about how people act in practice from certain personality traits is speculative. At best, personality traits can only predict very general tendencies for how people act in practice.
Instead of taking a speculative detour via personality traits, it is much more productive to directly record a person's actions in practice. By recording actions in practice, behavioral diversity in the workplace can be influenced. The advantages compared to personality traits are obvious:
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