Marjolein Dennissen

50 The Herculean task of diversity networks Board members of the disability network call for an adaptation of the organization to accomodate the needs of the disabled employees who are literally not able to adapt themselves to the organization. However, their emphasis on mainly positive, uncritical interventions, the discourses of ability, empowerment, possibilities and change convey an impression of a naïve positivity that resembles the early happy diversity discourses (cf. Prasad & Mills, 1997). Young employee network The young employee network was initiated by several young employees in the organization. With 1300 members, it is the largest network of the organization. According to their annual plan, the goals of the young employee network are threefold. First, they want to bring young employees throughout the organization together for social activities, personal development and inspiration. Second, the young employee network wants to “build bridges”, meaning building relationships within the organization as well as between their own organization and other organizations. And third, the young employee network wants to “contribute to the development of the [organization] and its image”. Although these three goals are the formalized goals on paper, the network board members highlight that their “core business” is socializing: We just think it is cozy to get together for drinks and to learn from each other, to hear what everybody is doing. (Jenny) We are an informal network, where you get to know each other by being there and have a beer together and attend an activity. That is how we come to the fore. (Michael) These and the illustrative quotes in Appendix 3 show that board members use terms as “cozy”, “informal” and “having a beer” to describe the essence of their network. Drawing on a discourse of socializing, the network is presented as a place where it is just nice to meet, have drinks and talk to other young people. Organized social activities are for example monthly drinks, a gala, a bowling event, and a ski or sailing trip. These activities are not paid for by the network, but require an individual contribution. According to the initiators of the network, young employees in 1995 felt like the “lowest servants”. They established the young employee network to change the organization, because the ideas of the “newgeneration” about leadership differed fromthe “grey”management. Today young employees are regarded as talented employees who “determine the future of [the organization]” (Company website, 2014). The network is invited by top management to represent the point of view of the young employees, and they are involved in recruitment activities. Moreover, the network’s organizational problem solving committee advises the board of directors. I observe that the status of young employees in the organization has changed over time from “lowest servants” without power to “ambitious talents” valuable for the future of the