"UNITY IN DIVERSITY"
Laura Artusio - Fabi Training Department
The optimism behind these words has characterised the dialogue involving the partner countries taking part in the N.O.R.M.A. project. It has led to a comparison of contexts which, while part of the European Union, display profound differences, both as regards cultural perceptions of anti-discrimination measures in the banking sector, and as regards the intensity of the dialogue between the social partners on this subject.
While our various nations are moving closer and closer in socio-economic terms, there remain significant differences in the way discrimination is dealt with. Although these differences are interesting for the N.O.R.M.A. project, and are an expression of Europe's cultural variety, they constitute a challenge for employers and trade unions.
This involves opening up to new ways of acting, by freeing our minds of culturally sedimented "layers". It involves promoting the implementation of EU Directives in Italy and in the banking sector through dialogue among the social partners and debate with other countries leading to a greater knowledge and awareness of union representatives on
these issues.
Diversity in the workplace may concern outer aspects of the individual, such as shifts, duties and job positions or inner aspects, relating to ethnic group, sexual orientation, age, gender, beliefs as well as physical and mental characteristics.
Diversity may concern even more intimate and hard-to-change dimensions like personality, attitudes and values. Different values and convictions can lead to the presence of discriminatory attitudes in "highly evolved" companies such as those operating in the financial sector.
In other cases the causes are due to individual interests, as a result of which discrimination may be considered "strategic".
The term "diversity" is a very broad concept, and it is often used improperly as a synonym of "difference". Kreitner and Kinicki (Apogeo, 2008) define diversity as "the host of individual differences and similarities that make people different from each other". The survival of our species is guaranteed as a result of its diversity, by what in statistical terms is defined as "variance" i.e. the distance from the "mean" of each single variable possessed by every individual. During the social dialogue workshop in Cyprus the term "normality" came up on several occasions, and its meaning was widely debated.
Continuing with the statistical theme, normality is that portion around the "mean value" in which the majority of the reference population is concentrated. Thus, if most employees in a given company were disabled, the "non-normal" persons would be those with no physical or mental disabilities. The globalisation of migrant flows and mergers within the banking sector have led to greater diversity.
Once dominated by the middle classes, this sector is currently experiencing considerable changes. This must lead to a new awareness on the part of senior bank managers. The greater effort required in terms of management and planning will be amply rewarded with a workforce that is more creative and more representative of the society in which banks operate. Diversity must therefore not only be tolerated and managed, but must be appreciated and constructively valued, while ensuring that the beneficiary groups are never stigmatised. By recognising the uniqueness of the contribution that every worker can make, a company can create a self-generating virtuous circle in which the employee positively modifies the organisation, and is at the same time influenced by it.
What is behind people's "resistance" to diversity? Often it is the fear of change and the unease they experience in the face of difference, which they perceive to be a threat to the "status quo".
Sometimes it is a sense of guilt about those who are forced to experience harsher and more painful living conditions than their own. These unresolved personal problems can even generate hatred of the other. On other occasions resistance can take a more subtle form, motivated by the personal interest of those who enjoy the privileges associated with their condition.
People are reluctant to change because mental openness requires effort and energy to recreate a new equilibrium that can replace what they have been used to and what they already know. The management of diversity in the workplace is a complex and sometimes inconvenient subject that often has low priority in the organisation, which prefers to focus on getting "normal" work done. A strong commitment is necessary on the part of top management, although this is not enough to ensure the success of initiatives to combat discrimination in the workplace. Managers must be trained to achieve a real cultural change and break down prejudices, which often unknowingly lead to discriminatory attitudes.
Human beings have an innate tendency to "simplify" complex situations so as to simplify their lives. But this often increases the risk of stereotyping people and of producing prejudices.
Many anti-discrimination schemes that have been successfully implemented in Europe see the "participation" of employees as fundamental, not only as regards their respective company roles, but also in the decisions on the initiatives to adopt and the risks attached, thus enabling employees to develop personal strategies.
This "interactive" method of managing employees not only reduces discrimination, but can also prevent "work-related" stress. These issues are provided for by Italian legislative decree no. 81/2008 on the subject of health and safety in the workplace.
Trade unions play a fundamental role in all this, and they have a duty to intervene proactively where organisations have shortcomings, by also conducting their own research on these issues. With this in mind FABI is in the process of setting up a Centre for Psychological Support to deal with work-related stress and mobbing for workers in the banking sector. Its aim is to improve the quality of life and of the work environment. Just as in chess, every single move can change the outcome of the game.