Acquired Diversity: Varied Life Experiences Create a Stronger Team

Some people assume that diversity initiatives aren’t for them. They think diversity only includes inherent traits such as race, gender identity, or sexual orientation. However, acquired traits like education, veteran status, socioeconomic class, places lived, and age are also dimensions of diversity. And eventually, all of us will assume one or more of these identities. Diversity really does include everyone.

Both inherent and acquired diversity drive processes critical to business success. You’ve likely heard the statistics about inherent diversity: companies in the top quartile for gender diversity on executive teams were 25% more likely to have above-average profitability than companies in the fourth quartile and top-quartile companies in ethnic and cultural diversity outperformed those in the fourth by 36% in profitability. But there are also benefits to acquired diversity.

There’s limited research tying acquired diversity directly to quantitative outcomes, as acquired diversity is difficult to measure due to its malleable nature. However, we can logically deduce several benefits. 

Let’s take places lived as an example. Imagine you lead a global company with clients throughout North America, Europe and Asia. Employees who have lived in these places and are multilingual would be an asset to your company. Such employees could provide valuable cultural insights that would allow you to better serve your clients.

Veteran status is another strong example, as veterans gain several desired skills through their service, including leadership capabilities, problem-solving, loyalty, discipline, and quick decision-making. Veterans who have been deployed overseas also gain cultural competence and are likely to be multilingual—both highly desired traits in today’s global business world. 

Groups with varied educational backgrounds or thinking styles drive innovation and problem-solving. Diversity of thought is the core of what makes diverse teams successful. Different perspectives on a problem enable teams to consider several vantage points before coming to a decision. They also lead to rich brainstorming sessions that drive creativity. For example, when solving critical business problems, you may want to speak with team members who are analytical, who are customer-oriented, and who are solution-driven. Having these three perspectives allows you to assess the root of the problem, keep your clients top-of-mind, and prioritize moving forward.

Acquired diversity and inherent diversity must both be prioritized to gain maximum benefit from your diversity initiatives. But, how do organizations intentionally form teams with acquired diversity?

1. Expand awareness. The first step in driving acquired diversity is ensuring company-wide understanding of what it is and recognition of its benefits.
2. Recruit culture “adds,” not culture “fits.” Many companies prioritize recruiting new hires who fit into their existing culture. However, they should instead prioritize recruiting new team members who bring new perspectives and ways of thinking. Hiring for acquired diversity goes hand in hand with hiring culture adds.
3. Broaden your network. Look past your typical recruiting platforms and consider where you might post instead to obtain acquired diversity. Consider partnering with your local veterans association, community college, Further Education College, or cultural center.
4. Reevaluate your hiring requirements. Have you always required a college degree? Proficiency in English? Traditional career trajectories? If so, consider if these are truly requirements for your job openings or if they are simply preferences. These “requirements” may alienate otherwise highly qualified candidates who can bring new perspectives to your organization. 
5. Use inclusive language. Recruiting diverse talent is one thing; retaining diverse talent is another. Make sure that you are using inclusive language for all dimensions of acquired diversity. For instance, be mindful of using metaphorical words and phrases such as “go to war,” as they make light of the real, lived experiences of your veteran employees. 

Expanding acquired diversity within your organization should be as much of a strategic priority as expanding inherent diversity. And due to people’s multifaceted identities, these priorities and the strategies to achieve them often overlap. Ready to reinvigorate your diversity, equity, and inclusion program? Contact us today.