Diversity management at Work Place

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Diversity management at Work Place

  1. 1. Diversity Management at Work Place Harshad Jain
  2. 2. What is Diversity?
  3. 3. Diversity is ubiquitous. We all are aware that no two persons are similar. The world has been and is a stage of huge mix of people with different backgrounds, religion, castes, race, culture, behaviour, age, marital status, nationality, educational qualification, political affiliation, levels of ability, personality, gender and many more which vary across the globe. Other sources of differences include socio - economic background of individuals, membership and non membership of unions, forms and quality/quantity of education, period and nature of employment, drives to work, and work styles. Work place diversity therefore, intends to also consist of social, economic and political visible and non visible differences which might not have a direct creational origin from the work place, but certainly have direct impact on work attitude and performance at the work place. Diversity itself relates to the fact that we are all unique individuals. Introduction
  4. 4. Organizations are becoming increasingly multicultural. A typical organization is emerging as a place of diverse workforce in terms of gender, race and ethnicity. One can find a Shastri rubbing shoulders with a khan, both jostling with a Reddy, and all shaking hands with a Singh. Then there are physically handicapped, gays and lesbians, the elderly and even people who are significantly overweight. Though they work together, they maintain their distinct identities, diverse culture and separate lifestyles. Managers of today must learn to live with these diverse behaviours. Diversity, if properly managed, can increase creativity and innovation in organizations as well as improve decision making by providing different perspectives on problems.
  5. 5. Managing Diversity
  6. 6. Managing diversity means managing people in the best interest of employee as well as employer. Managing diversity is an on-going process that explore the various talents and capabilities which a diverse population bring to an organization, community or society, so as to create a wholesome, inclusive environment, that is “safe for differences,” celebrates diversity, and maximizes the full potential of all, in a cultural context where everyone benefits from Multiculturalism, as the art of managing diversity, is an inclusive process where no one is left out.
  7. 7. Why Manage Diversity ?
  8. 8.  A large number of women are joining the work-force.  Work-force mobility is increasing.  Young workers in the work-force are increasing  Ethnic minorities' proportion constantly in the total work-force is increasing.  International careers are becoming common.
  9. 9. Diversity can be seen through these figures in Indian context
  10. 10.  Over 400 million women are employed in various streams  Around 30 per cent of the workforce in the IT sector is women  Old employees have grown in number because of improved medical and health care.  IT Industries like Infosys, TCS and Wipro are actively recruiting foreign nationals and women, both by choice and design.
  11. 11. Challenges in Managing Employee Diversity
  12. 12.  Individual versus Group Fairness: This issue is closely related to the “difference in troublesome versus better” i.e. how far management should go in adapting HR programs to diverse employee groups.  Resistance to Change: Long established corporate culture is very resistant to change and this resistance is a major roadblock for women and minorities seeking to survive and prosper in corporate setting.
  13. 13.  Group Cohesiveness and Interpersonal Conflict: Although employee diversity can lead to greater creativity and better problem solving; it can also lead to open conflict and chaos if there is mistrust and lack of respect among groups. This means that as organizations become more diverse, they face greater risks that employees will not work together effectively. Interpersonal friction rather than cooperation may become the norm
  14. 14.  Segmented Communication Networks: It has been seen that most communication in the organization occurs between people with some similarities either by way of gender or by way of same place.  Retention: The job satisfaction levels of women and minorities are often lower than those of majorities. Therefore it becomes difficult to retain such people in an organization.
  15. 15.  Competition for Opportunities: Already, there are rising tensions among the disadvantaged groups jockeying for advancement. Employers are being put into the uncomfortable position of having to decide which disadvantaged group is most deserving.
  16. 16. Diversity as an Asset
  17. 17. 1. New Products and Services: Diversity generates ideas in geometric progression fuelling greater creativity and innovation. This results in flurry of new products and services to meet the customer's expectation and needs. 2. Better teamwork: Organizations are operating in such a fashion that it is impossible to function without teamwork. Interacting with diverse workforce is leading to better ideas and enhancing the morale and motivation in the organization
  18. 18. 3. Better Image: Companies that have diverse workforce are having better image, reputation and patronage than those who do not encourage diversity. This has huge impact on expansion of business as it can reduce the talent crunch by targeting the diverse groups. 4. Expansion of Markets: Globalization has brought together heterogeneous teams to enhance the problem solving capabilities and produce creative solutions leading to expansion of business landscape.
  19. 19. How to Manage Diversity in an Organization?
  20. 20.  Embrace Diversity: Successfully valuing diversity starts with accepting the principle of multiculturalism. Accept the value of diversity for its own sake not simply because you have to. The acceptance must be reflected in actions and words.  Recruit Broadly: When you have job openings, work to get a diverse applicant pool. Avoid relying on referrals from current employees, since this tends to produce candidates similar to existing work force. An exception is that if the present workforce is fairly diversified then there is no harm in accepting referrals from current employees.  Select Fairly: Make sure your selection process does not discriminate. Particularly ensure that selection tests are job related.
  21. 21.  Provide Orientation and Training: Making the transition from outsider to insider can be particularly difficult for non-traditional employees.  Sensitize all Employees: Encourage all employees to embrace diversity. Provide diversity training to help all employees see the value in diversity.  Strive to be Flexible: Part of valuing diversity is recognizing that different groups have different needs and values. Be flexible in accommodating employee requests.
  22. 22. Policies that support Diversity at HP
  23. 23.  No Discriminating Policy  Electronic job posting  Harassment-free work environment  Employee network groups  Open Door Policy  Education Assistance Program  Employee Assistance Program (EAP)  Open communications  Management by objective (MBO)  Share in company's success  Provide development opportunities  Flexible work hours  Safe and pleasant work environment
  24. 24. Conclusion
  25. 25. • A diverse workforce is a reflection of a changing world and marketplace. • Diverse work teams bring high value to organizations. • Most workplaces are made up of diverse cultures, so organizations need to learn how to adapt to be successful practices. • Diversity, if positively managed, can increase creativity and innovation in organization as well as improve decision making by providing different perspectives on problems. When diversity is not managed properly, there is a potential for higher turnover, more difficult-communication, and more interpersonal conflicts.
  26. 26. Thank you.

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