Diversity Management Presentation


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Diversity Management Presentation for Nampak DivFood

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  • Read Slide Any surprises? (If Caucasian/ US or European/ Christian – all minorities)   Debrief : This course will help us begin to realize how important it is to recognize that we tend to view the world through our own lenses – formed by our environment and experiences, and how important it will be to “ clean our lenses ” and think about how others may see the world.
  • Read Slide Any surprises? (If Caucasian/ US or European/ Christian – all minorities)   Debrief : This course will help us begin to realize how important it is to recognize that we tend to view the world through our own lenses – formed by our environment and experiences, and how important it will be to “ clean our lenses ” and think about how others may see the world.
  • Diversity Management Presentation

    1. 1. Diversity Management Workshop
    2. 2. INTRODUCTION AND CHECK-IN© Mandate Molefi HR Consultants CC
    3. 3. OBJECTIVES OF THE WORKSHOP• To cultivate respect and understanding between individuals who come from diverse backgrounds within Nampak DivFood.• To provide a platform for participants to engage in Diversity crucial conversations.• To share knowledge on Diversity and its impact on the society, demographics, legislation and the workplace.• To create a common understanding of the barriers and the limiting values that impact on valuing Diversity within Nampak DivFood.• To highlight the business imperative of managing Diversity.• To include employees in mapping a way forward towards creating an inclusive and values driven culture within DivFood.
    4. 4. DivFood Mission StatementDivfood exists to exceed stakeholder expectations in providing Food and Diversified Metal Can Packaging Solutions.
    5. 5. DivFood Values
    6. 6. WHAT IS DIVERSITY?…… a collective mixture ofdifferences and similarities Dr. Roosevelt Thomas
    7. 7. AN INTEGRATED APPROACH TO DIVERSITY MANAGEMENT Intra/Interpersonal Level Diversity Management Client/Customer/ Organisational/Systemic Stakeholder Level LevelClient/Customer/Stakeholder Organisational (Systemic) Intra/Interpersonal LevelLevel Level-The Business Case -The Individual -Policies-Customer Interface -One-on-One -Systems-Environmental Analysis -One-on-Group -Procedures-The Imperatives -Teams -Practices To facilitate personal To highlight the Business To integrate diverse values transformation and to cultivateImperative of managing diversity, into the culture, systems, respect and understanding underpinned by the need for policies and procedures of between diverse groups in every business to excel. your organisation. your organisation.
    8. 8. A GLOBAL PERSPECTIVE: THE EARTH’S POPULATIONIf we could shrink the earths population to a village of precisely100 people, it would look something like this: 60 would be Asian 12 would be European 15 would be from the Western Hemisphere (9 Latin American, 5 North American, and 1 Oceanian) 13 would be African 50 would be female 50 would be male 80 would be non-Caucasian 20 would be Caucasian (white) 67 would be non-Christian 33 would be Christian Source: UN Department of Economic and Social Affairs, Population Division, "World Population Prospects: The 2000 Revision." Source: U.S. Bureau of the Census International Data Base, Table 094: Midyear Population by Age and Sex 2001.
    9. 9. A SOUTH AFRICAN PERSPECTIVE: If we could shrink South Africa‘s population to a village of 100 people, it would look like this: 78 African, 11 White, 8 Coloured, 3 Indian 23 Speak IsiZulu, 17 IsiXhosa, 14 Afrikaans, 10 Setswana, 10 English, 8 Sepedi, 8 Sesotho, 10 Other 73 Christian, 21 of the 73 belongs to the ZCC or other independant churches 33 is younger than 16 years 5 is older than 65 years 13 is HIV positive 50 would not use bank services 68 of people older than 16 years would not have matric 8 would have a degree Source: Rapport, 4 May 2008
    10. 10. HOW IS DIVERSITY DEFINED IN SOUTH AFRICA? SA Constitution: Chapter 2, Section 9 No one may unfairly discriminate directly or indirectly against anyone on one or more grounds, including race, gender, sex, pregnancy, marital status, ethnic or social origin, colour, sexual orientation, age,disability, religion, conscience, belief, culture, language and birth.
    11. 11. Elephant and Giraffe Story
    12. 12. CROSSING THE LINE© Mandate Molefi HR Consultants CC
    15. 15. WHY WE HAVE MOVED?
    16. 16. Intrapersonal Level Diversity Management
    17. 17. CHANGE Begins with ME “Be the change you want to see in the world” Gandhi The journey continues when we recognise “our own Baggage”© Mandate Molefi HR Consultants CC
    18. 18. WE ALL HAVE BAGGAGE Thoughts, feelings, beliefs, attitudes, values, needs, hurts, experiences, etc.
    19. 19. THE ICEBERG Behaviour My Early Messages Our early messages inform our behaviour towards others (Thoughts, Feelings, Values, Attitudes etc.)© Mandate Molefi HR Consultants CC
    21. 21. REINCARNATION EXERCISE Achievements / Successes Failures / Regrets1. 1.2. 2.3. 3.4. 4.5. 5. Success is a result of:
    23. 23. REINCARNATION DEBRIEF ACHIEVEMENTSPersonal Drive UnearnedPerformance Privilege / Competence Advantage
    24. 24. GROUP DISCUSSION© Mandate Molefi HR Consultants
    25. 25. DIVFOOD LIMITING VALUES Values Behaviour Examples Manifestation• Blame• Confusion• Cost reduction• Job insecurity
    26. 26. DIVERSITY GAME© Mandate Molefi HR Consultants
    27. 27. DAY 2© Mandate Molefi HR Consultants CC
    28. 28. RECAP© Mandate Molefi HR Consultants
    29. 29. Employment Equity Act© Mandate Molefi HR Consultants CC
    30. 30. Purpose of the Employment Equity Act• As a result of apartheid and other discriminatory laws and practices, there were disparities in employment; occupation; and income within the national labour market.• Those disparities create such pronounced disadvantages for certain categories of people that they cannot be redressed simply by repealing discriminatory law.• Thus the introduction of the Employment Equity Act with the primary purpose of achieving employment equity through: – Elimination of unfair discrimination; – Implementation of special measures to advance blacks, women and people with disabilities.• Act recognises that mere removal of discrimination will not lead to advancement of designated groups and that employment equity measures (including affirmative action) need to ensure equality is achieved in substantive way.
    31. 31. Th eE mp l o y me n t E q u it y A c t What you need to know:
    32. 32. Designated Employers• The Employment Equity Act stipulates the Employment Equity must be implemented by designated employers, which are defined as organisations that: Employ more than 49 employees (50+ employees)• Employ less than 49 employees but annual turnover exceeds amounts stipulated in the schedule for annual turnover of a small business per sector.  Remember: An employer who is NOT designated may opt for voluntary compliance and may do so by notifying the Director General of the Department of Labour of its intentions.
    33. 33. Designated Groups• The Employment Equity Act was instituted to provide opportunities for groups identified as “Designated groups” means black people (i.e. Africans, Coloureds and Indians), women and people with disabilities who are natural persons and: – Are citizens of the Republic of South Africa by birth or descent; or – Are citizens of the Republic of South Africa by naturalisation before the commencement date of the Constitution of the Republic of South Africa Act of 1993; or – Became citizens of the Republic of South Africa after the commencement date of the Constitution of the Republic of South Africa Act of 1993, but who, not for Apartheid policy that had been in place prior to that date, would have been entitled to acquire citizenship by naturalisation prior to that date.
    34. 34. Defining People with Disabilities:• People with disabilities means: “People who have a long term or recurring physical or mental impairment which substantially limits their prospects of entering into, or advancement in employment”• Includes sight; hearing; physical and mental disabilities (e.g.. blind, deaf, in wheelchair, chronic depression, etc.)
    35. 35. Suitably Qualified Persons• The Act makes reference to “suitably qualified” persons. A person is considered suitably qualified as a result of any one or combination of: – Formal Qualification; – Prior Learning (NQF) – Relevant Experience.• A person is also considered suitably qualified if he/she has the capacity to acquire, within a reasonable time, the ability to do the job (“potential”).
    36. 36. Requirements of the Employment Equity ActIn order to avoid harsh legal sanctions, designated employers are required to: – Establish a consultative forum or utilize an existing forum – Display a summary of the Employment Equity Act (EEA3) – Formulate own targets linked to 5 year time frame – Consult with all stakeholders – Implement special measures to advance previously disadvantaged – Achieve equitable representation among all designated groups – Audit all policies, systems and procedures to remove discriminatory barriers – Maintain complete transparency with all employees – Assigning of a Senior Manager to act as custodian (specific guidelines in amendments) – Set up mechanisms to monitor & evaluate progress
    37. 37. Interpersonal Level Diversity Management
    38. 38. CYCLE OF PREJUDICE© Mandate Molefi HR Consultants CC
    39. 39. THE CYCLE OF PREJUDICE Intra and Inter Personal PREJUDICE “They Can’t” STEREOTYPE DISCRIMINATION “They are” “We Won’t” REACTION “They Will” Victim Offender VICTIM OFFENDER “Innocent” Victim through Primary Secondary Victim Internalisation Offender Offender Directly Indirectly Responsible Responsible© Mandate Molefi HR Consultants CC
    40. 40. BREAKING THE CYCLE OF PREJUDICE Systemic Response PREJUDICE (Question Interpersonal values on Responsibility (Question “They Can’t” which Policies/ Procedures are assumptions) based). STEREOTYPE DISCRIMINATION “They are” “We Won’t” BehaviouralResponsibility REACTION Behavioural (Courage And Response Strength “They Will” (Ownership ofto act contrary reacting to to expected situations stereotype) one cannot Victim Offender control)
    41. 41. DiversityManagement Systemic/Organisational Level
    42. 42. GROUP DISCUSSION© Mandate Molefi HR Consultants
    43. 43. WAY FORWARD Give practical suggestions on how DivFood/ Employees can implement: Values Practical Examples Suggestions• Employee recognition• Fairness/ Equality• Support/ Trust• ContinuousImprovement
    44. 44. POWER, RANK & PRIVILEGE© Mandate Molefi HR Consultants CC
    45. 45. RANK, POWER & PRIVILEGE • Rank is a conscious or unconscious, social or personal ability or power arising from who you are, culture or community support. • Whether you earned or inherited your rank, it organises much of your communication behaviour.© Mandate Molefi HR Consultants CC
    46. 46. RANK, POWER & PRIVILEGE • Rank does not show in a mirror. It results in a subtle state of mind. • If you are part of a group which is the most favoured in your culture, you imagine that you are normal and anyone unlike you is marginal. You ignore the role that belongs to your class e.g. “I wasnt even around when your ancestors were sold as slaves” etc.© Mandate Molefi HR Consultants CC
    47. 47. TYPES OF RANK • RANK IS CONTEXTUAL – Every group has its own rank structure. – Powers assigned to an individual changes depending on specific group or culture. E.g. CEO may have great deal of power at work – but at home may feel powerless. – Contextual rank is fluid. – We notice our contextual rank when we move to another context and are seen and valued differently.© Mandate Molefi HR Consultants CC
    48. 48. 100% White Male Heterosexual Married Christian/JewishMiddle/Upper Class Educated
    49. 49. -40% White Male Homosexual Single Christian/JewishMiddle/Upper Class Educated
    50. 50. Rank is Contextual – in some cases, he would -30% have higher rank and in others, lower +30% Black Male Heterosexual Married Christian/OtherMiddle/Upper Class Educated
    51. 51. EXERCISEList areas/instances where you have rank List areas/instances where you do notin your community/family and Nampak Div have rank in your community/family andFood. Nampak DivFood.
    52. 52. RANK EXERCISE • Describe the feeling / advantages in all instances you had rank. • Describe the feelings in instances you had no rank. • Do you sometimes abuse your rank? What do you think it does to others who do not have rank?© Mandate Molefi HR Consultants CC
    54. 54. CHECK-OUT© Mandate Molefi HR Consultants CC
    55. 55. Workshop Feedback• How do you feel about the workshop?• What are your challenges?
    56. 56. THANK YOU“I do not want my house to be walled in on all sides and my windows to be stuffed. I want theculture of all lands to be blown about my house as freely as possible. But I refuse to be blownoff my feet by any.” Mahatma Gandhi
    57. 57. OUR MODEL FOR ENSURING SUSTAINABILITY MEASURING IMPACT Building the Foundation: Scoping EFFECTIVE CHANGE Step 10 Enrolling & Onboarding sponsors Strategic engagement about the project - Why this initiative? Step 9 Post Intervention - Examining current realities that impact the organisation Assessment - Defining the ideal end-state Step 8 Embedding - Commitment to the demands/dynamism of the Change process EDUCATION & SKILLING the New - Role clarification & expectations of stakeholders Elimination Change - Explaining the methodology and tools Step 7 of Systemic Vision - Preparing for “start-up” Barriers Step 6 Monitoring & Performance PREPARATION, CUSTOMISATION & POSITIONING Measurement Step 5 Roll-out of Change Vision Step 4 Leading for (workshops) Impact  Integrate new behaviours into Step 3 Change mainstream of organisational life Vision  Customise &  Develop  Minimum conduct workshops minimum requirements Step 2 Pre with staff requirements for achieved Intervention  Align with “Quick-wins”  Reward new Change vision  Align with PMS behaviour & Assessment  Individual & BU  Develop KPA’s  Change in visible action Step 1 Establish commitments for Change Policies, against non- Custodians  Providing tools Champions Procedures, and compliance & Allies for systemic &  KPA’s for leaders Systems address  Change benefits individual Change and line managers barriers clear to allCommunication Strategy Support Conversations and Coaching Process Awareness  Examine thecampaign results of Refresher & Individual Group Coaching Integration Details of  Appoint survey/assessme  Empower leaders Circlesprocess Change nts on Change & Follow up CoachingCommunication, Champions &  Develop a Transformation  Values vision to direct  Crucial  Change benefitstools & channels ensure adequate Ongoing the Change conversations  Group clear to all support from Alignment  Refresher to re- discussions with  Sharing successfeedback to decision makers  Personal effort  Skills to drive energize selected Business storiesstakeholders  Work with Assessments  Re-evaluate Change  Measure the shift  Follow-up on  Assist with Units (upon  Crate new Collaborate existing  Culture Survey scoping elements  Creating a pool & impact commitments individual request) dynamism &with existing structures  Feedback of to ensure of leaders with  Map the  Mechanisms for commitments & Challenges and resilience & agilitycommunication  Transfer of results to all ongoing expertise on landscape for exit additional support challenges Successesstructures skills stakeholders alignment Change strategy