This document discusses managing diversity in the workplace. It defines diversity as differences among employees in demographics, culture, and personality. Managing diversity effectively brings business benefits like lower turnover and absenteeism. Diversity can be surface-level, based on visible traits like age, sex, and race, or deep-level, involving attitudes, values, and personality. The document provides tips for managing different types of diversity and discrimination. It also discusses diversity training, career stages, and benefits of diversity for organizations.

1. MANAGING
INDIVIDUALS AND A
DIVERSE
WORKFORCE
Presented by: MERAFE A. EBREO
Ph. D. Educational Management-Student

2. LEARNING OUTCOMES
 describe diversity and explain why it matters
 understand the special challenges that the
dimensions of surface-level diversity pose for
managers
 explain how the dimensions of deep-level
diversity affect individual behavior and
interactions in the workplace
 explain the basic principles and practices that
can be used to manage diversity

3. “ I know there is strength in the differences
between us. I know there is comfort, where
we overlap”
-Ani DiFranco

4. Diversity
 Diversity exists in an organization when
there are a variety of demographic, cultural,
and personal differences among the people
who work there and the customers who do
business there.

5. Diversity Makes Good Business
Sense
 Decreases turnover
 Decreases absenteeism
 Helps companies avoid expensive lawsuits
 Helps companies attract and retain talented
workers
 Drives business growth
 Higher-quality problem solving
 Encourages workers to stay

6. Different Kind of Diversity in
Organizational Settings
1. SURFACE LEVEL DIVERSITY
2. DEEP LEVEL DIVERSITY

7. Age Discrimination
Treating people differently in hiring, firing,
promotions, or compensation because of their
age.
Managers should:
 Recognize that age discrimination is much more
pervasive than they think
 Make hiring and promotion decisions based on
qualifications, not age
 Monitor the extent to which older employees receive
training
 Ensure that younger and older workers interact with
each other

8. Sex Discrimination
When people are treated differently because
of their sex.
Managers should:
 Make sure that male-dominated social
activities don’t unintentionally exclude women
 Designate a go-to person that women can talk
to if they believe they are being held back

9. Racial or Ethnic Discrimination
When people are treated differently because
of their race or ethnicity.
Managers should:
 Start by looking at the numbers (hiring rates,
promotion rates)
 Survey employees’ level of satisfaction
 Eliminate unclear selection and promotion
criteria
 Train those who make hiring and personnel
decisions

10. Disability Discrimination
When people are treated differently because
of their disabilities.
Managers should:
 An education
 Workplace accommodations
 Actively work to find jobs for qualified people
with disabilities

11. Deep Level Diversity are not easily noticeable
and measurable since they are communicated
verbal or non-verbal behaviors.
 Attitudes
 Values
 Beliefs

12. The Big Five Personality
Dimensions
 Extraversion
 Emotional stability
 Agreeableness
 Conscientiousness
 Openness to experience

13. Diversity Principles
 Carefully and faithfully follow and enforce
federal and state laws regarding equal
opportunity employment.
 Treat group differences as important but not
special.
 Find common ground.
 Tailor opportunities to individuals, not groups.
 Solicit negative as well as positive feedback.
 Set high but realistic goals.

14. Diversity Training and Practices
 Awareness training
 Skill-based diversity training
 Diversity audits
 Diversity pairing
 Minority experiences

15. CAREER STAGES
1. Entry Stage
2. Early Stage
3. Mid Career Stage
4. Late Career Stage
5. Pre-Retirement

16. Benefits of Diversity in the Public
Service:
Increased innovation
Improve Service to clients
Competitive management
practices
Modelling what we promote

17. REFERENCES:
Rakesh Khurana and Nitin Nohria, “It’s Time to make
Management True Profession,” Harvard Business
Review, October 2008, pp. 70-77
Henry Mintzberg, Managing (San Francisco: Berret-
Koehler, 2009), p.9.
Larry Bossidy and Ram Charan, The Discipline of
Getting Things Done (New York: Crown, 2002)
cs.gov.sk.ca
ucsfhr.ucsf.edu