Diversity’s value in workplace goes far beyond appearances

When you think of a definition for the term “work force diversity,” you’d probably think in terms of race and gender, but is that all there is to it? What about all the characteristics we have as individuals to contribute to Energy Systems? That helps broaden the definition, doesn’t it?

How do the influences of age, language, family status, education, work history or military experience affect the workplace? Don’t these and many other factors play a part in how we work together? Jim Barnes, Energy Systems’ Work Force Diversity guru, says “yes.” He says the company’s definition of work force diversity is “an environment wherein differences are valued and integrated into every part of an organization’s operation.”

Now that we know work force diversity encompasses much more than just physical differences, I’ll bet you’ve seen instances of diversity and didn’t even recognize them as such. To find out what division-level managers considered to be good examples of diversity, Energy Systems President Bob Van Hook recently invited them to attend a Diversity Forum and bring their lists of characteristics that would create a model workplace.

“The purpose of the forum was to start the process that improves and enhances the diversity of our work force,” said Barnes. “[President] Bob Van Hook and [Executive Vice President] Gus Gustavson have established a Diversity Leadership Council to take the lead in meeting our diversity vision, which states, ‘To provide a business environment that values the diversity that makes individuals unique and enables all employees to reach their full potential while contributing to Energy Systems’ success.’”

The council, chaired by Gustavson, took the more than 200 ideas and categorized and is prioritizing them into lists. Several topics each will be chosen from the lists for the council to tackle this year and others will be chosen for the future. The lists are divided into improvements in communications (remember from last month’s ethics article that communications also was listed as a big concern in the last ethics survey), a model workplace, behavior and culture changes, and barriers for supervisors and mid-level managers. Gustavson is enthusiastic about the prospect of making significant improvements in Energy Systems. “Our vision in Energy Systems is ‘Guaranteeing America’s Security through Manufacturing Excellence.’ To do this we must make substantive changes that allow us to get the best efforts out of our most important resource—our people. We must be open to new ideas, and we must train all our people to be successful. This Council faces some big, complex issues; and I am excited about taking them on.”

Barnes said the forum helped “get everyone on the same train” and find out what are some of the critical issues concerning work force diversity. “We have to focus on the mission of the new Energy Systems and do things to continue to improve ourselves,” said Barnes. “The formation of the council is a big step for Energy Systems on the road to continuing to be the best.”

It would seem logical that if you don’t have something you need to be successful, you find it and work to make it yours. Sure, people, things and concepts that are foreign to you are not as easy to embrace as those things that you are comfortable with, but sometimes success outweighs comfort.

For instance, a few years ago, Y-12 was faced with a dilemma whose solution came from a body of knowledge most commonly possessed by students of the Navy’s nuclear programs. If that’s the information you need, it would seem to make sense that you would bring outside people to Y-12 to help remedy the situation, which is what happened.

But the solutions they provided required that Y-12’s business be conducted in a different manner. The disciplined operations concepts were tough to embrace, but the results have been worth it. The plant is fully operational again and, as Rep. Zach Wamp noted during a recent visit, Y-12 has cultivated a good relationship with the Defense Nuclear Facilities Safety Board, a relationship which has improved significantly over the past three years.

Implementing work force diversity takes some adjustments from everyone—behavioral, cultural, attitude and system, Barnes said. “Everyone wants to work where they can feel as if they are contributing and their contributions are appreciated. If you provide that place, then people’s attitudes improve, your product improves and the surrounding community is glad to have you as their neighbor. That’s what we’re working towards.”—E.B.