Introduction

Integrating diversity into the day - to - day work of an organisation is more than just having policies, processes, goals and objectives on diversity in place.  It is about transforming the way organisations work.  One of the key drivers for integrating gender diversity in business functions is the increasingly important influence of women as employers, consumers, clients and shareholders.

Integration works best when leaders, particularly senior men in organisations, actively support  progress on diversity.  Tranforming organisational culture is also about integrating diversity into processes, such as appraisals, selection and promotion criteria, job characteristics and work structures.    In some organisations integration can be about setting up networks, encouraging role models, supporting a better balance between work and personal lives.

Integration has been described as the ' incorporation of the values of equality and diversity into the heart of an organisation so that it becomes part of the culture. (1)

It has further been described as ------------------

' integration means diversity being part of the DNA of the organisation'

' being part of the personality of the organisation'

' when the majority  of employees at all levels understand the importance of diversity in practice and adhere to its values and principles'

' when we don't need a diversity function anymore - it is implicit in everything we do'

One of the main challenges facing organisations taking action on diversity is where to start.  The challenge is all the greater for those organisations wanting to integrate diversity and change organisational culture.  In practice the starting points are different for each organisation.

Research shows there are two dimensions to integration:

• The dimension of breadth- meaning when diversity policies and processes are found in all parts of the business, and the term diversity is common in organisational discourse.
• The dimension of depth- when diversity is truly part of an organisations culture.

The issue isn’t so much fixing the women as it is adapting organisational cultures and management styles to new talent and market realities.