This document discusses diversity and discrimination in the workplace. It defines surface level diversity as differences in easily perceived characteristics like gender or age, while deep level diversity refers to differences in values and preferences. Discrimination involves unfair judgments based on stereotypes and can include intimidation, insults, exclusion or harassment. Effective diversity management improves an organization's access to a variety of skills and ideas by attracting, selecting, developing and retaining a diverse workforce through awareness training and programs that encourage fair treatment and personal development.

2. • Effective diversity management increases an
organization’s access to widest possible pool of
skills, abilities and ideas.
• Surface Level Diversity:
Differences in easily perceived characteristics, such as gender, race,
ethnicity, age, or disability, that do not necessarily reflect the
ways people think or feel but that may activate certain
stereotypes.
• Deep Level Diversity:
Difference in values, personality, and work preferences that become
progressively more important for determining similarity as
people get to know one another better.
Diversity
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4. • Noting of differences between things; often we
refer to unfair discrimination, which means
making judgments about individuals based on
stereotypes regarding their demographic group.
• Discriminatory policies or practices
• Intimidation
• Mockery & insults
• Exclusion
• Incivility
• Harassments
Discrimination
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6. Objective and easily obtained personal
characteristics.
•Age
– Older workers bring experience, judgment, a strong work
ethic, and commitment to quality.
•Gender
– Few differences between men and women that affect job
performance.
•Race (the biological heritage used to identify
oneself)
– Contentious issue: differences exist, but could be more
culture-based than race-based.
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Biographical Characteristics

7. • Tenure
– People with job tenure (seniority at a job) are more
productive, absent less frequently, have lower turnover, and
are more satisfied.
• Religion
– Islam is especially problematic in the workplace in this post-
9/11 world.
• Sexual Orientation
– Federal law does not protect against discrimination (but state
or local laws may).
– Domestic partner benefits are important considerations.
• Gender Identity
– Relatively new issue – transgendered employees.
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Other Biographical Characteristics

8. • The process and programs by which managers
make everyone more aware of and sensitive
to the needs and differences of others.
• Attracting,
• Selecting,
• Developing and
• Retaining Diverse Employees.
Diversity Management Strategies
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9. • When people work in groups they need to
establish a common way of looking at and
accomplishing the major tasks, and they need to
communicate with one another often.
• Regardless of the composition of group,
differences can be leveraged to achieve superior
performance.
• Groups of diverse individuals will be much more
effective if leaders can show how members have a
common interest in the group’s success.
Diversity in Groups
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10. Some examples

11. • Effective, comprehensive workforce programs
encouraging diversity have three distinct
components:
• First they teach managers about the legal framework
for equal employment opportunity and encourage
fair treatment of all employees.
• Second, they teach managers how a diverse
workforce will be better able to serve a diverse
market of customers and clients.
• Third, they foster personal development practices
that bring out the skills and abilities of all workers.
Effective Diversity Programs
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