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Managing Diversity


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Managing Diversity

  1. 1. MANAGING DIVERSITY Presented By: Ritu Dhunna 2020070419 Presented By: Ritu Dhunna 2020070419
  2. 2. Diversity Diversity is generally defined as acknowledging, understanding, accepting, valuing, and celebrating differences among people with respect to age, class, ethnicity, gender, physical and mental ability, race, sexual orientation, spiritual practice, and public assistance status (Esty, et al., 1995 ).
  3. 3. What do we mean by diversity in the thought process?? Lets Find out……
  4. 4. Select a card mentally……. Don’t jus look at it, concentrate on it And memorize it
  5. 5. Your card isn’t there………… Is it a magic??? Did I really read your mind????
  6. 6. Well, things are not always as they appear………… We need to look at the actual picture behind the visible one…. Want to see how ???
  7. 7. <ul><li>These were the original cards… </li></ul><ul><li>None of the cards were dealt on the second hand….. </li></ul>
  8. 8. <ul><li>Did u consider the real and the bigger picture while selecting the card?? </li></ul><ul><li>This happens because most of the times we think of our own objectives and miss out the big picture. </li></ul><ul><li>Conclusion: </li></ul><ul><li>Don’t just hear what the person, while interacting, wants to say but LISTEN and UNDERSTAND his point of view.. </li></ul>
  9. 9. <ul><li>For that………. </li></ul><ul><li>We need to diversify our horizons… </li></ul><ul><li>Diversity is not just in age, gender, race… it ACTUALLY lies in your thinking, your thought process </li></ul>
  10. 10. Dimensions of Diversity
  11. 11. Managing Diversity
  12. 12. Managing Diversity Managing diversity is defined as &quot;planning and implementing organizational systems and practices to manage people so that the potential advantages of diversity are maximized while its potential disadvantages are minimized”.
  13. 13. Diversity as an Asset <ul><li>Stimulates Creativity and Innovation </li></ul><ul><li>Better service to diverse customers </li></ul><ul><li>Better Problem Solving </li></ul><ul><li>Greater System Flexibility </li></ul><ul><li>Better Image </li></ul><ul><li>Effective and Happy Workforce </li></ul>
  14. 14. Workforce Diversity: Gender <ul><li>Women in the Work Place </li></ul><ul><li>Women’s earnings are less than two-thirds of the earnings of men. </li></ul><ul><li>Women hold only 12% of corporate officer positions </li></ul>
  15. 15. Workforce Diversity: Race and Ethnicity <ul><li>1998 to 2008 Growth Rates for the U.S. Working Population </li></ul>
  16. 16. Workforce Diversity: Capabilities and Disabilities <ul><li>Disability Issues </li></ul><ul><ul><li>Providing reasonable accommodations for individuals with disabilities </li></ul></ul><ul><ul><li>Promoting a nondiscriminatory workplace environment </li></ul></ul><ul><ul><li>Educating the organization about disabilities and AIDS </li></ul></ul>
  17. 17. Workforce Diversity: Religion <ul><li>India: multi cultural country. </li></ul><ul><li>Accommodation for </li></ul><ul><li>Religious Beliefs </li></ul><ul><li>Providing flexible time off for holy days </li></ul><ul><li>Posting holy days for different religions on the company calendar </li></ul>
  18. 18. Challenges in Managing Diversity <ul><li>Individual versus Group Fairness </li></ul><ul><li>Resistance to Change </li></ul><ul><li>Resentment </li></ul><ul><li>Group Cohesiveness </li></ul><ul><li>Interpersonal Conflict </li></ul>
  19. 19. Challenges in Managing Diversity (cont’d) <ul><li>Segmented Communication Networks </li></ul><ul><li>Backlash </li></ul><ul><li>Retention </li></ul><ul><li>Competition for Opportunities </li></ul>
  20. 20. The Old Boys Network…….
  21. 21. The Class Ceiling
  22. 22. Approaches to Managing Human Diversity <ul><li>Discrimination and fairness </li></ul><ul><li>Access and legitimacy </li></ul><ul><li>Learning </li></ul>
  23. 23. HR MANAGER
  24. 24. To Manage Diversity… <ul><li>Create an inclusive </li></ul><ul><li>environment </li></ul><ul><li>Communicate </li></ul><ul><li>commitment </li></ul><ul><li>to all staff </li></ul><ul><li>Involve all when </li></ul><ul><li>designing the program </li></ul><ul><li>Avoid stereotyping </li></ul>
  25. 25. To Manage Diversity… (cont’d) <ul><li>Respect affirmative action and EEOs (Equal Employment opportunity) </li></ul><ul><li>Recognize those who </li></ul><ul><li>are part of a solution </li></ul><ul><li>All training is inclusive </li></ul><ul><li>and ongoing </li></ul><ul><li>Value differences </li></ul><ul><li>Create ERGs (Employee Resource Groups) </li></ul>
  26. 26. What is EEO? <ul><li>Equal Employment Opportunities (EEO) means eliminating barriers to ensure that all employees are considered for the employment of their choice and have the chance to perform to their maximum potential. EEO practices include: </li></ul><ul><li>fairness at work, </li></ul><ul><li>hiring based on merit and </li></ul><ul><li>promotion based on talent. </li></ul><ul><li>It concerns all aspects of employment including recruitment, pay and other rewards, career development and work conditions. </li></ul>
  27. 27. Be a Change Agent… <ul><li>Address the issue </li></ul><ul><li>Describe facts, feelings, perceptions </li></ul><ul><li>Clarify issues </li></ul><ul><li>Use “I” statements </li></ul><ul><li>Listen and ask questions </li></ul><ul><li>Keep an open mind </li></ul><ul><li>Involve third party, as needed </li></ul><ul><li>Create Support Groups </li></ul>
  28. 28. Demonstrate the Following Behaviors <ul><li>Learn the professional aspirations of all team members and support their efforts to achieve them. </li></ul><ul><li>Create opportunities for highly talented employees to be exposed to leaders who may not otherwise interact with them. </li></ul><ul><li>Create cross-functional teams </li></ul>
  29. 29. Demonstrate the Following Behaviors cont.. <ul><li>Volunteer for community projects that teach tolerance, both directly and indirectly </li></ul><ul><li>Delegate fairly </li></ul>
  30. 30. Demonstrate the Following Behaviors cont.. <ul><li>Communicate and support intolerance of inappropriate and disrespectful behavior </li></ul><ul><li>Evaluate performance objectively </li></ul><ul><li>Consider individual needs when </li></ul><ul><li>enforcing company policies </li></ul><ul><li>and guidelines </li></ul>
  31. 31. Actions that Make a Difference <ul><li>Talk privately with each of your employees </li></ul><ul><li>Ask your staff about their preferences </li></ul><ul><li>Take your staff to lunch </li></ul>
  32. 33. Our convictions <ul><li>Diversity is in the heart of the activity of L’Oréal. The appearance and physical features of each person are unique, with differences that include age, skin and hair type. </li></ul><ul><li>Our job, cosmetic, rests it on the respect of these differences and our capacity to satisfy these aspirations thanks to the variety of our marks. </li></ul>
  33. 34. Diversity: a performance lever Diversity allows us to be a… Be generous company Corporate citizen of the world Employer of choice Attract & Retain the best talent by Respecting individuals and all employees. Brand of choice Consumers sensitivities Innovation & Creativity
  34. 35. <ul><li>Attract candidates from outside our usual talent banks </li></ul><ul><li>Respect our requirements for excellence in terms of our core competencies and individual performance </li></ul><ul><li>Focus on our managerial culture in order to: </li></ul>Our Principles for action plan Managing D iversity at L’Oréal lies in our capacity to:
  35. 36. Our 6 Priority Dimensions Anticipating and integrating our clients’ expectations Heightening creativity and innovation Attracting and retaining talent Highlighting the Group’s citizenship dimension Nationality Social origin Gender Ethnic origin Age Disability
  36. 37. <ul><li>First key learnings </li></ul><ul><li>They are mainly: </li></ul><ul><ul><li>Women (60% of senior people). </li></ul></ul><ul><ul><li>Non-managers (over 70% of senior people). </li></ul></ul><ul><ul><li>On industrial jobs at LPD and CGPD divisions. </li></ul></ul><ul><li>- Average retirement age: 62 (vs 57 national average) </li></ul><ul><li>The perception of senior people appears to be quite neutral. </li></ul><ul><li>They benefit from respect but they could be even more valorized. </li></ul><ul><li>They seem to be treated quite fairely vs. in other companies: </li></ul><ul><ul><li>They are still recruited (1.6% of total recruitments) and benefit from bonus. </li></ul></ul><ul><ul><li>Although they are less trained (31% of collaborators over 55 years old trained vs 100% of collaborators under 30), </li></ul></ul><ul><ul><li>and less mobile than younger collaborators (focus on 35-40 years old). </li></ul></ul>Age
  37. 38. Our 5 Action levers Diversity Management Diagnosis/Measurement Communication Recruitment & integration Training Management Career Management
  38. 39. Recruitment and Integration: Diversification of talent pools Campus: scholarship, internship, job … <ul><li>NY Coallition of 100 Black Women </li></ul><ul><li>SoftsheenCarson Scholarship </li></ul><ul><li>HBCU </li></ul><ul><li>CEMS </li></ul><ul><li>Promotion des Talents </li></ul><ul><li>Sciences Po L. America </li></ul>Recruitment forum <ul><li>Insead </li></ul>Partnership Job-posting
  39. 40. <ul><li>19 corporations </li></ul><ul><li>200 graduates </li></ul><ul><li> > visible minorities </li></ul><ul><li> > disadvantaged areas </li></ul><ul><li> > disability </li></ul>March 6th 2007 Recruitment and integration: Diversification of talent pools
  40. 41. Training Diversity at LOréal, the beauty of difference <ul><li>Creation & launch in 2006 </li></ul><ul><li>Over 8000 managers trained </li></ul><ul><li>in 1st phase (2006 -2008) </li></ul><ul><li>32 countries in Europe </li></ul><ul><li>2 days </li></ul>
  41. 42. Management LEADS WITH HUMAN SENSITIVITY • Acts with repect • Develops people ( team managers ) • Develops teams ( team managers ) <ul><li>To develop the attitudes and </li></ul><ul><li>the actions of the managers </li></ul><ul><li>in favour of diversity: </li></ul><ul><li>-> within their team, </li></ul><ul><li>-> within the group. </li></ul><ul><li>Impact on the other criteria </li></ul><ul><li>of evaluation: </li></ul><ul><li>-> complexity manages, </li></ul><ul><li>interacts with effectiveness, </li></ul><ul><li>innovates… </li></ul>
  42. 43. Committees of diversity and social cohesion <ul><li>22 committees in France </li></ul><ul><li>-> Promote diversity and anti-discrimination </li></ul><ul><li>-> Action plan and monitoring </li></ul><ul><li>164 members </li></ul><ul><li> -> Staff representatives </li></ul><ul><li>-> HR managers </li></ul><ul><li>-> Voluntary collaborators </li></ul><ul><li>=> International development from 2007: Spain, Belgium… </li></ul>
  43. 44. Communication Internal : Graphic charter L’Oréal en Direct Discovery New media External : Internet Sustainable development report Annual report Conferences / roundtables… Targeted media Community…
  44. 45. The DiversityInc Top 50 Companies for Diversity® <ul><li>Verizon Communications </li></ul><ul><li>The Coca-Cola Co. </li></ul><ul><li>Bank of America </li></ul><ul><li>PricewaterhouseCoopers </li></ul><ul><li>Procter & Gamble </li></ul><ul><li>Cox Communications </li></ul><ul><li>Merrill Lynch & Co. </li></ul><ul><li>Johnson & Johnson </li></ul><ul><li>IBM </li></ul><ul><li>American Express </li></ul><ul><li>Marriott International </li></ul><ul><li>Sodexo </li></ul><ul><li>JPMorgan Chase </li></ul><ul><li>Wachovia </li></ul><ul><li>Blue Cross and Blue Shield of Florida </li></ul>April 02, 2008
  45. 46. The DiversityInc Top 50 Companies for Diversity® <ul><li>Deloitte LLP </li></ul><ul><li>Ernst & Young </li></ul><ul><li>HSBC Bank USA, NA </li></ul><ul><li>Starwood Hotels & Resorts Worldwide </li></ul><ul><li>Cummins </li></ul><ul><li>Merck & Co. </li></ul><ul><li>AT&T </li></ul><ul><li>Turner Broadcasting System </li></ul><ul><li>Prudential </li></ul><ul><li>Monsanto Co. </li></ul><ul><li>Wells Fargo & Co. </li></ul><ul><li>Ford Motor Co. </li></ul><ul><li>PepsiCo </li></ul><ul><li>Pepsi Bottling Group </li></ul><ul><li>Xerox Corp. </li></ul>
  46. 47. The DiversityInc Top 50 Companies for Diversity® <ul><li>Novartis Pharmaceuticals Corp. </li></ul><ul><li>General Mills </li></ul><ul><li>KeyBank </li></ul><ul><li>Health Care Service Corp. </li></ul><ul><li>Sprint </li></ul><ul><li>The Walt Disney Co. </li></ul><ul><li>Abbott </li></ul><ul><li>Accenture </li></ul><ul><li>Macy's </li></ul><ul><li>Henry Ford Health System </li></ul><ul><li>Bright Horizons Family Solutions </li></ul><ul><li>WellPoint </li></ul><ul><li>Kaiser Permanente </li></ul><ul><li>General Motors </li></ul><ul><li>Citigroup </li></ul><ul><li>Capital One Financial Corp. </li></ul><ul><li>CSX </li></ul><ul><li>Toyota Motor North America </li></ul><ul><li>KPMG </li></ul><ul><li>Hilton Hotels Corp </li></ul>
  48. 49. <ul><li>Why It's No. 1: </li></ul><ul><li>Verizon has been in the top 10 since 2001 and is the only company to have made it to the No. 1 spot twice (in 2006). </li></ul><ul><li>This long-time diversity leader ensures it remains competitive by continually assessing and improving its advantages, especially in the areas of communications and supplier diversity . </li></ul>
  49. 50. Diversity Strengths: Verizon's commitment to diversity starts with Chairman and CEO Ivan Seidenberg, who gets a near-perfect score on our CEO Commitment criteria. He meets regularly with the company's 10 employee-resource groups , which are critical to Verizon's success. Employee groups have existed at this company for more than 10 years and are funded by Verizon, with meetings during the workday and the support in each group of a designated senior executive. Seidenberg also personally reviews Verizon's diversity scorecard -- 17 key diversity metrics -- on a quarterly basis. The company's commitment to its employees is evidenced by its pipeline of talent. Thirty-nine percent of its managers are Black, Asian, Latino or Native American. Its managers are retained at almost equal rates across race/ethnicity and gender. Verizon is focused on casting a wide net when recruiting. Once at Verizon, employees receive robust professional and career development resources from formal mentoring opportunities to leadership development training. In 2007, Verizon invested more than $370 million in tuition assistance and developmental training for its employees.
  50. 51. Employee Resource Groups (ERGs) Our Employee Resource Groups Our Employee Resource Groups (ERGs) are Verizon-supported and employee-run and organized affinity groups that promote personal and professional growth for employees with common interests. Through networking, mentoring, special initiatives, seminars and conferences, ERGs promote personal and professional growth of employees, enhance career advancement and provide a stronger sense of community within the company.
  51. 52. ERGs Projects include: <ul><li>Helping the company with marketing, advertising, branding, sales, strategic planning, recruitment, sourcing, employee development, external partnerships and diversity awareness. </li></ul><ul><li>Going into the community and working for humanitarian causes such as Habitat for Humanity, Big Brothers and Big Sisters and AIDS research. </li></ul><ul><li>Hosting events that give members and employees the opportunity to network and develop skills, in such areas as career development or business education, investment strategies, resume writing or even stress management. </li></ul><ul><li>Celebrating cultural, educational and other special events during their groups' history or heritage month. </li></ul>
  52. 53. DIVERSITY AND WORKPLACE EXCELLENCE - Awards <ul><li>BusinessWeek magazine has recognized Verizon as one of the best places to launch a career, for the third consecutive year. Of the 119 companies on this year’s list, Verizon was ranked 22nd, higher than any other telecommunications company. </li></ul><ul><li>Working Mother has named Verizon to the magazine’s list of Best Companies for Multicultural Women, for the third consecutive year. The 20 Working Mother Best Companies for Multicultural Women were selected through a detailed application process that covers a wide variety of questions about a company's workforce, culture, external programs and work/life programs. </li></ul><ul><li>Diversity MBA ranks Verizon No. 2 on list of top 50 companies for diverse managers to work for. </li></ul><ul><li>Disability Matters names Verizon the winner of the Marketing Award Springboard Consulting LLC and Work Life Matters magazine announced the honorees at the second annual Disabilities Matters Conference. </li></ul>
  53. 54. Conclusion
  54. 55. Diversity <ul><li>The beauties of nature come in all colors. The strengths of humankind come in many forms. Every human being is wonderfully unique. All of us contribute in different ways. When we learn to honor the difference, and appreciate the mix, we find harmony. </li></ul><ul><li>Author Unknown </li></ul>
  55. 56. Thank You
  56. 57. Conclusion <ul><li>A diverse workforce is a reflection of a changing world and marketplace. Diverse work teams bring high value to organizations. Respecting individual differences will benefit the workplace by creating a competitive edge and increasing work productivity. Diversity management benefits associates by creating a fair and safe environment where everyone has access to opportunities and challenges. Management tools in a diverse workforce should be used to educate everyone about diversity and its issues, including laws and regulations. Most workplaces are made up of diverse cultures, so organizations need to learn how to adapt to be successful practices. </li></ul>