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Cultural Diversity in an Organization - Managing, Reasons, Role of HR Personnel and Strategies, Process
- 2. MANAGING CULTURAL DIVERSITY ā¢ Cultural diversity means having a variety or a melange of human societies or cultures in a specific region, or in this context, in a workplace ā¢ Each culture behaves in a way significant or in a way that denotes or identifies its presence ā¢ All cultures have slightly different ways of operating, from ways of eating and drinking to ideas on meeting protocol and how to shake a colleague's hand.
- 3. ā¢ Knowing how to deal with diversity is the key to a happy and cohesive workforce. ā¢ Developing cultural competence results in an ability to ā¢ understand, ā¢ communicate ā¢ effectively interact with people across cultures ā¢ work with varying cultural beliefs and schedules.
- 4. REASONS FOR MANAGING CULTURAL DIVERSITY ā¢ Key to build international business success ā¢ Help build international competencies ā¢ Recognize differences among people ā¢ Avoiding cultural conflicts ā¢ Acquire the best talents irrespective of their cultural backgrounds ā¢ Effective performance
- 6. COMPONENTS OF A SUCCESSFUL DIVERSITY PROGRAM ā¢ Proper training ā¢ Executive level commitment ā¢ Diversity council ā¢ Accountability ā¢ Evaluation and Measuring
- 7. ESSENTIALS FOR MANAGING WORKPLACE DIVERSITY ā¢ Communication ā¢ Team building ā¢ Time and QWL ā¢ Right Environment ā¢ Fairness ā¢ Company policies and Rules
- 8. STRATEGIES ā¢ Gain senior leadership commitment ā¢ Engage employees in the process ā¢ Support local/community diversity groups ā¢ Provide diversity training , not as the destination but as part of the journey ā¢ Promote open communication and dialogue
- 9. FOCUS AREAS ā¢ Awareness ā¢ Attitude ā¢ Knowledge ā¢ Skills
- 10. PROCESS ā¢ Identifying what the current culture is and how it can be improved ā¢ Implementing a coordinated ongoing effort ā¢ Making a personal commitment ā¢ Practicing what is being preached
- 11. MEASURES ļ±TRADITIONAL ā¢ EEO & AAP metrics (only in USA) ā¢ Employee attitude surveys ā¢ Cultural audits ā¢ Focus groups ā¢ Customer surveys ā¢ Management & Employee evaluations
- 12. ļ±CONTEMPORARY / MODERN ā¢ Demographic Analysis ā¢ Organizational culture ā¢ Accountability ā¢ Productivity/ profitability ā¢ Benchmarking
- 13. BENEFITS ā¢ Increased adaptability ā¢ Broader service range ā¢ Variety of viewpoints ā¢ More effective execution ā¢ Better Performance ā¢ Improved staff well being ā¢ Lower risk of discrimination and harassment
- 14. ā¢ More creative and innovative thinking ā¢ Improved morale ā¢ Global Impact ā¢ Community Relationships ā¢ Helps create a pool of talent ā¢ Other benefits
- 15. CAVEATS ā¢ Diverse Experience ā¢ Communication Issues ā¢ Integration Issues ā¢ No growth for the business and the employee ā¢ Cultural Resistance ā¢ Discrimination
- 16. ā¢ Increased Costs ā¢ Civic Disengagement ā¢ Work place issues ā¢ Negative image ā¢ Increased Hostility
- 17. ā¢ āThe Real Thingā-Coca-Cola Agrees to Pay $192.5 Million and make HR Policy Changes to settle suit (Race), ā¢ California Bakery Workers Awarded $120 Million on Race Bias Claims ā¢ First Union Bank Corp. agreed to pay $58.5 million to 239 employees at two banks it acquired in 1992-93 ā age discrimination and based on color ā¢ Texas University had to cough up $ 50 million as out of court settlement for discriminating an Asian Professor as against an American Professor for promotions and other benefits