Let’s start right off by saying that yes, we know the title of this article can be read in two ways; and no, we are not suggesting that businesses and business leaders should revert to some kind of divide and conquer relationship. On the other hand, the drive to improve diversity levels across organisations is in danger of being becoming a box ticking exercise rather than an approach which will benefit people, organisations and the wider society.

One example of this is starkly apparent at the time of writing. With two weeks to go before the deadline for large companies to report gender pay gaps, reports are emerging that some 70% of companies have yet to reveal their pay data. In the light of this the Equality and Human Rights Commission have announced that they will be “fully enforcing” the legislation and reminded companies that they face unlimited fines should they fail to comply.

Admittedly the data which has emerged so far has revealed some startling differences in pay which need to be addressed. Of itself therefore it has been an extremely valuable exercise, but it should not be seen as an end in itself rather than as a means to an end. And the reason is simple. True diversity isn’t a matter of equal representation in the boardroom or equal pay. True diversity comes through giving everyone an equal chance to maximise their talents, to learn and to grow. When that happens, when people are truly able to bring themselves to their work or to any other part of society, then other benefits follow on behind.

The true benefit from diversity

It’s an important lesson for organisations to learn. When you focus on box ticking it can be all too easy to lose sight of people. And at the end of the day it is your people who can make all the difference across the business spectrum from customer relationships to reputation and from deliverables to profitability. But the true benefit from diversity only comes when you see your people as individuals with individual talents and abilities. When that happens, it’s easy to help people to develop, to provide the training and resources which they need, to challenge them and to reward them.

At the end of the day paying attention to diversity and inclusion isn’t a cost to the business; rather it is a pathway towards enabling fulfilled and engaged employees to bring their talents for the benefit of the business and its customers. And that means that everyone (employees, customers, investors and others) can and do profit from diversity. As ex-CEO of Ford Alan Mullally once said “diversity is the only business case we need – the only way to satisfy diverse customers is to include their perspectives inside the company.”