The first natural impulses of the distressed heart often point out the best alleviation. You preach a doctrine which you know you do not believe, it is the way with you all. If you know that there is no Earthly happiness, why do you long to be a bishop or dean? Why do you want lands and income? Customers, employees, suppliers—all the participants in the World of Business—come in different ages, genders, races, and ethnicities, nationalities, and abilities, a truth that business has come to label diversity. Understanding this diversity means recognizing and accepting differences as well as valuing the unique perspectives such differences can bring to the workaday.

For every advantage she imparts, Civilization holds a hundred evils in reserve. When managers speak of diversity, in the workforces, these experts typically mean differences in gender and race. While gender and race are important characteristics of diversity, others are also important. We can collect these differences into primary and secondary characteristics of diversity. Age, gender, race, ethnicity, abilities, and sexual orientation represent primary characteristics of diversity, which are inborn and cannot be changed. Secondary characteristics of diversity—work background, income, material statues, military experience, religious beliefs, geographic location, parental status, sexuality (who you are attracted to) and education—which can be changed. We acquire, change, and discard them as we progress through our lives.

Let the savages be civilized, but civilize them with benefits, and not with evils; and let heathenism be destroyed, but not by destroying the heathen. Defining characteristics of variety, as either primary or secondary enhances our understanding, but we must remember that each person is defined by the interrelations of all characteristics. In dealing with diversity in the workforce, managers must consider the complete person—not one or a few of an individual’s differences.

No bond unites congenial hearts more firmly than that of a common great aim. The American workforce is becoming increasingly diverse. Once dominated by the mainstream culture, today’s workforce includes significantly more women, African-Americans, Hispanics, Asians, Veterans and the disabled, as well as senior citizens. As of 2014, women make up 51 percent of the workforce, and that is up from 47.9 percent in 2010, so clearly American is changing. The population in American is 75.1 percent European American, 12.3 percent African American, 0.9 percent American Indian, 3.6 percent Asian persons, 0.1 percent Native Hawaiian/other Pacific Islander, and 12.5 persons of Hispanic or Latino origin. However, it is estimated that within the next 50 years, Hispanics will represent 24 percent of the population, while African Americans will make up 15 percent, and Asians 9 percent. In the past, these groups may have faced some mild discrimination and higher unemployment rates and possibly were denied opportunities to assume leadership roles, in corporate America. Consequently, more and more companies are trying to improve Human Resources Management (HRM) programs to recruit, develop, and retain more diverse employees to better serve their diverse customers. Some firms are providing special programs such as sponsored affinity groups, mentoring programs, and special career development opportunities.

At US West, each manager’s contributions to the company’s diversity efforts are measure by a 16-point scorecard called the Diversity Accountability Tool. Managers implement the scorecard to rate their own efforts to foster diversity and then explain their score in a meeting with the company’s Chief Executive Officer. The manager receives an official diversity scores that is one factor in determining the manager’s annual bonus. Since the program was instituted, scores have jumped 60 percent. McDonald’s, Fannie Mae, Denny’s, Union Bank of California, Sempra Energy, Southern California-Edison, SBC Communications, Freddie Mac, PepsiCo, PNM Resources, and the Golden 1 Credit Union (the leading credit union in California) Sacramento Housing and Redevelopment Agency and Wal-Mart are known for effectively managing diversity in the Workforce by cultivating and valuing its benefits and minimizing its problems. They take customer concerns very seriously and are extremely professional.

Success supposed endeavor. There are a number of benefits to fostering and valuing workforce diversity, including the following: More productive use of a company’s human resources and revenue. More harmony and fellowship among employees of different ethnicities, cultures, religions, and sexual orientations as they learn to respect each other’s differences; other benefits include more productive working relationships among diverse employees as they learn more about and accept each other. There is also increased innovation and creativity as diverse employees bring new, unique perspectives to decision-making and problem-solving tasks. There is also an increased ability to serve the needs of an increasingly diverse customer base. Make ambition your business and indifference your relaxation and you will fail; however, make indifference your business and ambition your relaxation and you will succeed. So impish are the ways of the gods. Nothing is so dangerous, especially to those who are not much accustomed to it, as a little success.

Success in projects is everything—companies that do not value their diverse employees are likely to experience greater conflict, as well as prejudice and discrimination. CBS13, in West Sacramento, California is a perfect example, they even slander their own employees; Tony Lopez is one of the worst offenders. However, no matter how many times you ask them to stop or report to their parent corporation, they will keep doing what they want and will even threaten to have you arrested or fired if you speak up. Among individual employees, for example, racial slurs and gestures, sexist comments, and other behaviors by co-workers harm the individuals at whom such behavior is directed. The victims of such behavior may feel hurt, depressed, or even threatened and suffer from lowered self-esteem, all of which harm their productivity and morale. No evil is insupportable, but that which is accompanied with consciousness of wrong. In such cases, women and other employees may simply leave the firm, wasting the time, money, and other resources spent on hiring and training them. When discrimination comes from a supervisor, employees may also fear for their career and life. A discriminatory atmosphere not only can harm productivity and increase turnover, but it may also subject a firm to costly lawsuits and negative publicity.

The conscience is, like the spleen, a function whose uses are only to be understood in its derangement. A good conscience is the best of all narcotics. Astute businesses recognize that they need to modify their human resources management programs to target the needs of all their diverse employees, as well as the needs of the firm itself. These prestigious corporations realize the benefits of diversity are long term in nature and come only to those organizations willing to make the commitment. Most importantly, as workforce diversity becomes a valued organizational asset, corporations spend less time managing conflict and more time accomplish tasks and satisfying customers, which is, after all, the purpose of business.