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Diversity 2

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Tariq Mahmood Baloch

This document discusses managing employee diversity. It defines diversity and diversity management, including attempting to employ non-traditional employees by increasing diversity awareness and respect for differences. Reasons for diversity management include preventing legal issues, utilizing unique skills, and gaining creativity. Challenges include valuing diversity, individual vs. group fairness, resistance to change, and interpersonal conflicts. Ways to improve programs include top management commitment, training, support groups, and communication.

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MANAGING EMPLOYEE DIVERSITYMANAGING EMPLOYEE DIVERSITY TOPICSTOPICS 1. Defining diversity and diversity management. 2. Reasons for diversity management. 3. Challenges to diversity management. 4. Improving diversity programs.
I. Defining DiversityI. Defining Diversity 1. Simple: Differences among people in terms of their mental and physical characteristics. 2. Traditional: Differences among employees and applicants in relation to their protected class status such as race, sex, religion, color, national origin, age, and disabilities. 3. Broad/Current: Differences among employees and applicants in relation to their demographic characteristics (i.e., protected class status) and their experiences, perspectives, values, and attitudes.
Diversity ManagementDiversity Management See Figure 4.2 An attempt to employ and develop non-traditional employees and persons with wide-ranging backgrounds, experiences, and perspectives by (a) increasing diversity awareness, (b) building a culture of respect, fairness, and appreciation of differences, and (c) providing developmental and career opportunities for all employees in order to utilize their unique skills and abilities.
II. Reasons for Diversity ManagementII. Reasons for Diversity Management Organizational 1. Prevent misunderstandings which could hurt teamwork and productivity. 2. Prevent discrimination and legal complaints. 3. Allow all employees to participate and contribute. 4. Attract persons from an increasingly changing labor force. See Figure 4.3. Production 1. Gain increased creativity from diverse experiences and perspectives. 2. Gain better problem solving from increased expression of ideas and larger volume of ideas. 3. Gain greater system flexibility due to openness and tolerance for new ideas and approaches. 4. Gain in market awareness, especially in globally competitive industries.
III. Challenges to Diversity ManagementIII. Challenges to Diversity Management 1. Valuing Diversity 2. Individual vs. Group Fairness 3. Resistance to Change 4. Interpersonal Conflict 5. Resentment and Backlash 6. Segmented Networks 7. Retention of Minorities 8. Perceived Competition
1. Valuing Diversity Seeing diversity as an asset, not something that will threaten organizational conformity and cohesion.
2. Individual versus Group fairness Dont offer exclusive programs. (For example, if special training is needed by a certain group, offer it to everyone.) Communicate HR procedures used in making decisions about employees and applicants.
3. Resistance to Change Change is always frightening, even when it is positive. Organizational culture evolves over many years and becomes accepted. Management must explain the need for change and that employees will be supported.
4. Interpersonal Conflict Employees are accustomed to people like themselves. Diversity awareness and training can help reduce stereotypes and misunderstandings. Time and patience is needed for employees to break-down stereotypes and get to know others as individuals.
5. Resentment and Backlash Majority employees (e.g., Caucasian-American men) may perceive non-traditional employees as a threat to their status and career advancement. Top management commitment to diversity, communication of the value of diversity, and participation in the process is needed. The key: Diversity will help the organization compete in the 21st century and create more opportunities for all employees.
6. Segmented Networks People of similar gender, race, nationality, etc. tend to interact more on a personal basis. In an organization, this may be harmful in that: Benefits from diversity may be undermined. Familiarity with other employees is stifled. Opportunities for networking and advancement may be dampened. Solution Change culture, use teams, put different people on committees, etc.
7. Retention of Minorities Retaining minorities is an issue and is related to: People not feeling welcome. Being overwhelmed by work demands. Not being given proper training.
8. Competition for Opportunities8. Competition for Opportunities Traditional employees may believe that newly hired minorities are given special treatment and that their jobs and promotional opportunities are threatened. It is important to deal with these perceptions through: Diversity awareness. Diversity training. HR policies that are fair and explained well. Convincing employees the goal is to build a bigger pie.
IV. Improving Diversity ProgramsIV. Improving Diversity Programs 1. Top Management Commitment 2. Diversity Training 3. Support Groups 4. Mentoring 5. Apprenticeships 6. Information Technology 7. Communication Standards 8. Organized Activities 9. Diversity Audits 10. Management Accountability
Diversity 2

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Diversity 2

  • 1. MANAGING EMPLOYEE DIVERSITYMANAGING EMPLOYEE DIVERSITY TOPICSTOPICS 1. Defining diversity and diversity management. 2. Reasons for diversity management. 3. Challenges to diversity management. 4. Improving diversity programs.
  • 2. I. Defining DiversityI. Defining Diversity 1. Simple: Differences among people in terms of their mental and physical characteristics. 2. Traditional: Differences among employees and applicants in relation to their protected class status such as race, sex, religion, color, national origin, age, and disabilities. 3. Broad/Current: Differences among employees and applicants in relation to their demographic characteristics (i.e., protected class status) and their experiences, perspectives, values, and attitudes.
  • 3. Diversity ManagementDiversity Management See Figure 4.2 An attempt to employ and develop non-traditional employees and persons with wide-ranging backgrounds, experiences, and perspectives by (a) increasing diversity awareness, (b) building a culture of respect, fairness, and appreciation of differences, and (c) providing developmental and career opportunities for all employees in order to utilize their unique skills and abilities.
  • 4. II. Reasons for Diversity ManagementII. Reasons for Diversity Management Organizational 1. Prevent misunderstandings which could hurt teamwork and productivity. 2. Prevent discrimination and legal complaints. 3. Allow all employees to participate and contribute. 4. Attract persons from an increasingly changing labor force. See Figure 4.3. Production 1. Gain increased creativity from diverse experiences and perspectives. 2. Gain better problem solving from increased expression of ideas and larger volume of ideas. 3. Gain greater system flexibility due to openness and tolerance for new ideas and approaches. 4. Gain in market awareness, especially in globally competitive industries.
  • 5. III. Challenges to Diversity ManagementIII. Challenges to Diversity Management 1. Valuing Diversity 2. Individual vs. Group Fairness 3. Resistance to Change 4. Interpersonal Conflict 5. Resentment and Backlash 6. Segmented Networks 7. Retention of Minorities 8. Perceived Competition
  • 6. 1. Valuing Diversity Seeing diversity as an asset, not something that will threaten organizational conformity and cohesion.
  • 7. 2. Individual versus Group fairness Dont offer exclusive programs. (For example, if special training is needed by a certain group, offer it to everyone.) Communicate HR procedures used in making decisions about employees and applicants.
  • 8. 3. Resistance to Change Change is always frightening, even when it is positive. Organizational culture evolves over many years and becomes accepted. Management must explain the need for change and that employees will be supported.
  • 9. 4. Interpersonal Conflict Employees are accustomed to people like themselves. Diversity awareness and training can help reduce stereotypes and misunderstandings. Time and patience is needed for employees to break-down stereotypes and get to know others as individuals.
  • 10. 5. Resentment and Backlash Majority employees (e.g., Caucasian-American men) may perceive non-traditional employees as a threat to their status and career advancement. Top management commitment to diversity, communication of the value of diversity, and participation in the process is needed. The key: Diversity will help the organization compete in the 21st century and create more opportunities for all employees.
  • 11. 6. Segmented Networks People of similar gender, race, nationality, etc. tend to interact more on a personal basis. In an organization, this may be harmful in that: Benefits from diversity may be undermined. Familiarity with other employees is stifled. Opportunities for networking and advancement may be dampened. Solution Change culture, use teams, put different people on committees, etc.
  • 12. 7. Retention of Minorities Retaining minorities is an issue and is related to: People not feeling welcome. Being overwhelmed by work demands. Not being given proper training.
  • 13. 8. Competition for Opportunities8. Competition for Opportunities Traditional employees may believe that newly hired minorities are given special treatment and that their jobs and promotional opportunities are threatened. It is important to deal with these perceptions through: Diversity awareness. Diversity training. HR policies that are fair and explained well. Convincing employees the goal is to build a bigger pie.
  • 14. IV. Improving Diversity ProgramsIV. Improving Diversity Programs 1. Top Management Commitment 2. Diversity Training 3. Support Groups 4. Mentoring 5. Apprenticeships 6. Information Technology 7. Communication Standards 8. Organized Activities 9. Diversity Audits 10. Management Accountability