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Managing A Diverse Workforce
 

Managing A Diverse Workforce

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    Managing A Diverse Workforce Managing A Diverse Workforce Presentation Transcript

    • Managing a Diverse Workforce Managing a Diverse Workforce Professor Hector R Rodriguez School of Business Mount Ida College Business, Society & Environment
      • Society
        • The Corporation and Its Stakeholders
        • People for the Ethical Treatment of Animals
        • Corporate Citizenship
        • The Social Responsibility of Business
        • The Shareholder Primacy Norm
        • CSR, Citizenship and Sustainability Reporting
        • Responsible Investing
        • The Community and the Corporation
        • Taxation and Corporate Citizenship
        • Corporate Philanthropy Programs
        • Employees and the Corporation
        • Managing a Diverse Workforce
      • Environment
        • A Balanced Look at Climate Change
        • Non-anthropogenic Causes of Climate Change
        • Sulfates, Urban Warming and Permafrost
        • Conventional Energy
        • The Kyoto Protocol
        • Green Building
        • Green Information Technology
        • Transportation, Electric Vehicles and the Environment
        • Geo-Engineering
        • Carbon Capture and Storage
        • Renewable Energy
        • Solid, Toxic and Hazardous Waste
        • Forests, Paper and Carbon Sinks
        • Life Cycle Analysis
        • Water Use and Management
        • Water Pollution
      Course Map – Topics Covered in Course
      • Knowing in what ways the workforce of the United States is diverse , and evaluating how it might change in the future
      • Identifying the role government plays in securing equal employment opportunity for historically disadvantaged groups
      • Assessing the ways diversity confers a competitive advantage
      • Formulating how companies can best manage workforce diversity, making the workplace welcoming, fair, and accommodating to all employees
      • Understanding what policies and practices are most effective in helping today’s employees manage the complex, multiple demands of work and family obligations
      Key Learning Objectives
    • Diversity and the GRI
      • Diversity
      • Refers to variation in the important human characteristics that distinguish people from one another
        • Primary dimensions: age, ethnicity, gender, mental or physical abilities, race, sexual orientation
        • Secondary dimensions: such characteristics as communication style, family status and first language
      • Workforce diversity: diversity among employees of a business or organization
      • Workforce diversity trends
        • More women are working than ever before
        • Immigration has profoundly reshaped the workplace
        • Ethnic and racial diversity is increasing
        • The workforce will continue to get older
      The Changing Face of the Workforce
    • Demographic Transition in the US
      • Following World War II, the proportion of women working outside the home has risen dramatically (See Figure 19.1 below)
        • Most dramatic increases have been married women, mothers of young children, and middle-class women
        • Increase in professional, technical and service jobs produced “demand-side” pull for women into the labor force
      Women and Minorities at Work
      • Labor force rates for minorities have always been high
        • Change is that wider range of jobs are available to minorities as discrimination barriers have fallen
      • Reasons for pay gap
        • Some believe is evidence of sexual discrimination
        • Some believe is women’s choices in pursuing lower paying jobs or slower advancement
        • Others believe occupational segregation is occurring
          • Inequitable concentration of a group in certain job categories
      The Gender Pay Gap
        • Women have made great strides in entering professional occupations, however “pink collar ghetto” still exists
          • Examples include preschool teachers and receptionists
      • Government involvement in securing equal employment for all began in the 1960s on a large scale
      • Is defined as discrimination based on race, color, religion, sex, national origin, physical or mental disability, or age
        • In U.S. is prohibited in all employment practices
        • Government contractors must have written affirmative action plans detailing how they are working positively to overcome past and present effects of discrimination in their workforce
        • Women and men must receive equal pay for performing equal work, and employers may not discriminate on the basis of pregnancy
      Equal Employment Opportunity
      • Well run companies go beyond required legal actions to welcome employees of all backgrounds
      • Actions taken by companies to manage diversity effectively:
        • They articulate a clear diversity mission, set objectives, and hold managers accountable
        • They spread a wide net in recruitment, to find the most diverse possible pool of qualified candidates
        • They identify promising women and persons of color, and provide them with mentors and other kinds of support
        • They set up diversity councils to monitor the company’s goals and progress toward them
      Diversity Practices
      • Companies that promote equal employment opportunity generally do better at attracting and retaining workers from all backgrounds
      • Businesses with employees from varied backgrounds can often more effectively serve customers who are themselves diverse
      • The global marketplace demands a workforce with language skills, cultural sensitivity, and awareness of national and other differences across markets
      • Companies with effective diversity programs can avoid costly lawsuits and damage to their corporate reputations from charges of discrimination or cultural insensitivity
      Advantages of Managing Diversity Effectively
      • Changing demographics of increasing number of dual income families have caused them to adopt wide strategies for combining full and part-time work with the care of children, elderly relatives, and other dependents
      • Helping “make it work” for employees trying to balance the complex, multiple demands of work and family life has became a major business challenge
      • Types of programs companies are offering:
        • Child Care
        • Elder Care
        • Parental and family leave
        • Work flexibility
        • Benefits to non-traditional families (see Exhibit 19.C)
      Work / Family Balance Issues
      • The United States is a diverse community
      • Diversity across the US is increasing in gender, ethnicity and age
      • Appropriate diversity management is a signal of a maturing enterprise.
        • It is also explicitly evaluated by external frameworks of social performance
      • Pay gaps with some minority groups exist
      • Some companies go beyond required legal actions to welcome employees of all backgrounds
      • Managing diversity effectively brings some advantages including:
        • Attracting and retaining workers from all backgrounds
        • More effectively serving customers who are themselves diverse
        • Meeting global marketplace demands, and
        • Avoiding costly lawsuits and damage to their corporate reputations
      Conclusion