So much of what happens at work - both good and bad - happens because of how employees and leaders perceive others and how they believe others perceive them. As the variety and visibility of minority religions and creeds (belief-systems) grows in the United States, religious diversity at work is becoming both an increasing challenge and a strategic basis for competitive advantage in employee and customer outreach and retention. Many Human Resource practitioners and business leaders are unaware of how religious diversity has affected and continues to affect the work environment. Further, many lack religious cultural competence, basing decisions on incomplete, or worse, incorrect information.
Example: A devout Baptist employee played radio Gospel music during the workday because it reminded her that she must work with diligence as "all work is for God's glory." Her Atheist office-mate began playing heavy metal so she wouldn't have to hear "Jesus music." The dueling radios got louder and louder until coworkers complained. HR, fearing the conflict would tear apart the team, decided to end its policy allowing music at work. The loss of this perk infuriated everyone: some were angry with the Atheist who "wouldn't just live and let live"; some were angry with the Baptist who "wouldn't leave her religion at home"; everyone was angry with HR.
Example: A Wiccan employee caused uproar when she wore a pentagram necklace in the office. Her coworkers, fearing she was a "devil-worshiper" complained to HR that the star represented a threat, fearing "the Wiccan employee would use it to put a curse" on them. They asked that the star be removed under the company's violence-prevention policy. The employee refused, asserting her right to religious expression. HR required the employee to wear the star only under her shirt where it would not be visible. Because the coworkers were not educated that there is no concept of the "devil" in Wicca nor that Wiccans do not put curses on people, they began to avoid the Wiccan employee, calling her "the witch," and continuing to fear her. The employee felt increasingly outcast.
In this example, and every day on the job, decisions are made based on incomplete information and understanding by business leaders doing their best to respect all views - or at least maintain order. Managers and team-members need religious cultural competency and an expanded awareness of how differently we view religion and other creeds and their "place" at work to sustain productivity. HR Practitioners use these understandings to build cross-cultural competencies, create inclusive environments and meet the legal, logistical, and relationship challenges that may be presented by their employees', suppliers', and customers' diversity of religions and creeds. Leaders use this knowledge to create a competitive advantage by going beyond a limiting monolithic culture to one that values the religious and creed diversity of all its constituents.
Illysa Izenberg conducts training programs in Understanding Diversity, Religious Diversity at Work, Coaching to Create Sustained Superior Performance, Managing Multiple Priorities, Project Management, Preventing Harassment, and others.
