Diversity Branding Strategy: Concealing Implicit Stereotypes and Biased Behaviors

Abstract

The Problem From a business perspective, the expression valuing diversity is commonly used as a branding strategy to enhance an organization’s competitive advantage. The problem with diversity branding is its potential to decenter biased behaviors that could actually conceal the detrimental effects of unfair treatment under the banner of valuing difference. Presenting diversity as a utopian state without an ethical and moral concern for the people it represents is a misnomer and is in itself a misrepresentation of value. This article will argue for a more holistic philosophy of diversity that is concerned with the value of people as well as the value diversity brings to an organization’s financial success. The Solution Socially responsible leadership and the action efforts of those seated at the strategic planning table are key to reframing a more holistic philosophy for valuing diversity. Human resource development (HRD) professionals are strategically positioned in multiple roles within the organization to participate in matters of diversity and bringing about social change. Diversity intelligence will be discussed as an emerging model for guiding leaders and decision makers toward upholding an antidiscrimination commitment through the integration of business and social justice perspectives of valuing diversity. The Stakeholders HRD researchers, practitioners, and educators who are committed to social justice outcomes for marginalized groups in the workplace; and organizational leaders responsible for developing and implementing diversity strategy.