The document discusses diversity in thought processes and defines diversity. It provides examples of how considering different perspectives can provide benefits. Some key points made include:
- Diversity in thought processes is more important than surface attributes like gender, age or religion. Considering a wider range of perspectives is important.
- Organizations benefit from diversity through increased innovation, problem-solving abilities, and avoiding "groupthink". A diverse workforce can better represent customer bases.
- Effectively managing diversity means creating an equitable environment where all groups can perform to their full potential without disadvantages. History shows a shift from equal opportunity to leveraging differences.
- Barriers to effective diversity initiatives include resistance, limited talent pools, and biases,
The document discusses diversity and managing diversity in the workplace. It provides examples of how some large Indian companies are promoting diversity through recruitment and accommodations. It defines key terms like equal employment opportunities and discusses the benefits and challenges of a diverse workforce, including increased costs but also a variety of viewpoints. It outlines diversity management practices at IBM and behaviors that promote diversity. The conclusion emphasizes that a diverse workforce reflects the changing world and benefits both associates and organizations by creating a fair and competitive environment.
This document provides an overview and objectives of a diversity training presentation. It includes data from a diversity questionnaire showing demographic information about employees. It defines diversity and distinguishes between equal employment opportunity, affirmative action, and diversity. It discusses how individual cultural perspectives can influence communication and lists many cultural factors. It outlines benefits of workplace diversity and research showing positive associations between diversity and business performance. It also discusses organizational culture, cultural competence, and ways companies and employees can promote diversity.
Diversity and Inclusion are fundamental to our culture and core values, fostering an innovative, collaborative and high-energy work environment. By embracing an inclusive culture that supports diverse talent, our people collaborate successfully and enable Tatva Leadership to compete effectively in the global marketplace.
Managing Diversity in The Workplace (HRM)Feby Sandra
This document discusses managing diversity in the workplace. It defines diversity as including differences in age, gender, ethnicity, race, religion, and other attributes. Managing diversity aims to maximize the benefits of a diverse workforce while minimizing potential disadvantages. Some benefits mentioned include improved problem-solving, creativity, customer service, and workforce satisfaction and retention. The document also discusses gender, racial, religious, and disability diversity issues and provides steps for managing diversity effectively such as training, recruitment, and accommodation practices.
This document discusses managing diversity in the workplace. It defines diversity as acknowledging differences among people in age, class, ethnicity, gender, ability, race, spirituality, and economic status. Managing diversity means planning systems to maximize the benefits of diversity while minimizing disadvantages. A diverse workforce can stimulate creativity, improve customer service, enhance problem-solving, and create a flexible and happy workforce. Challenges include ensuring fairness, managing resistance to change, and reducing conflicts. The document recommends creating an inclusive environment, avoiding stereotyping, and employing diversity managers.
This document outlines Dr. Abhay Mane's presentation on diversity and inclusion in the workplace. It discusses understanding individual differences, embracing diversity in areas like gender, sexuality and religion. It addresses hiring diverse individuals, maintaining an inclusive environment, and utilizing diverse talents and ideas. Specific topics covered include the LGBTQIA+ community, the challenges of "coming out" at work, and conducting a survey of LGBTQIA+ employee experiences.
What is Diversity Equity and Inclusion?
Diversity equity and inclusion is a movement that uses education to recognize and address how power, privilege, and society affect our personal identities. It also works to ensure equal employment opportunities within companies, as well as recognizing differences in backgrounds, cultures, skillsets and perspectives.
The document discusses the importance of diversity and inclusion in the workplace, defining key terms and outlining best practices for effectively managing diversity such as emphasizing its value, eliminating misconceptions, improving management, and developing greater productivity while enhancing human relations by respecting differences among all individuals. It also addresses challenges like discrimination and biases that can arise without proper diversity management.
The document discusses diversity and managing diversity in the workplace. It provides examples of how some large Indian companies are promoting diversity through recruitment and accommodations. It defines key terms like equal employment opportunities and discusses the benefits and challenges of a diverse workforce, including increased costs but also a variety of viewpoints. It outlines diversity management practices at IBM and behaviors that promote diversity. The conclusion emphasizes that a diverse workforce reflects the changing world and benefits both associates and organizations by creating a fair and competitive environment.
This document provides an overview and objectives of a diversity training presentation. It includes data from a diversity questionnaire showing demographic information about employees. It defines diversity and distinguishes between equal employment opportunity, affirmative action, and diversity. It discusses how individual cultural perspectives can influence communication and lists many cultural factors. It outlines benefits of workplace diversity and research showing positive associations between diversity and business performance. It also discusses organizational culture, cultural competence, and ways companies and employees can promote diversity.
Diversity and Inclusion are fundamental to our culture and core values, fostering an innovative, collaborative and high-energy work environment. By embracing an inclusive culture that supports diverse talent, our people collaborate successfully and enable Tatva Leadership to compete effectively in the global marketplace.
Managing Diversity in The Workplace (HRM)Feby Sandra
This document discusses managing diversity in the workplace. It defines diversity as including differences in age, gender, ethnicity, race, religion, and other attributes. Managing diversity aims to maximize the benefits of a diverse workforce while minimizing potential disadvantages. Some benefits mentioned include improved problem-solving, creativity, customer service, and workforce satisfaction and retention. The document also discusses gender, racial, religious, and disability diversity issues and provides steps for managing diversity effectively such as training, recruitment, and accommodation practices.
This document discusses managing diversity in the workplace. It defines diversity as acknowledging differences among people in age, class, ethnicity, gender, ability, race, spirituality, and economic status. Managing diversity means planning systems to maximize the benefits of diversity while minimizing disadvantages. A diverse workforce can stimulate creativity, improve customer service, enhance problem-solving, and create a flexible and happy workforce. Challenges include ensuring fairness, managing resistance to change, and reducing conflicts. The document recommends creating an inclusive environment, avoiding stereotyping, and employing diversity managers.
This document outlines Dr. Abhay Mane's presentation on diversity and inclusion in the workplace. It discusses understanding individual differences, embracing diversity in areas like gender, sexuality and religion. It addresses hiring diverse individuals, maintaining an inclusive environment, and utilizing diverse talents and ideas. Specific topics covered include the LGBTQIA+ community, the challenges of "coming out" at work, and conducting a survey of LGBTQIA+ employee experiences.
What is Diversity Equity and Inclusion?
Diversity equity and inclusion is a movement that uses education to recognize and address how power, privilege, and society affect our personal identities. It also works to ensure equal employment opportunities within companies, as well as recognizing differences in backgrounds, cultures, skillsets and perspectives.
The document discusses the importance of diversity and inclusion in the workplace, defining key terms and outlining best practices for effectively managing diversity such as emphasizing its value, eliminating misconceptions, improving management, and developing greater productivity while enhancing human relations by respecting differences among all individuals. It also addresses challenges like discrimination and biases that can arise without proper diversity management.
The document discusses diversity, inclusion, and cultural differences in organizations. It provides definitions of key terms like diversity and inclusion and outlines various laws related to equal employment opportunities. The document also discusses approaches to diversity like intervention theory, creating diversity and inclusion initiatives, and focusing on commonalities rather than differences to capitalize on human diversity for organizational success. Challenges and strategies for addressing cultural differences are also presented.
This document discusses communication in a diverse environment. It begins by defining environment and culture. Culture includes knowledge, beliefs, arts, laws, customs, and habits acquired as a member of society. There are three levels of culture that influence international business: national culture, business culture, and organizational culture. National culture is dominant within a country's boundaries and affects language and laws. Business culture provides norms for conducting business. Organizational culture refers to shared philosophies within a company. There are also primary and secondary dimensions of diversity like gender, age, race, education, and work background. The document outlines elements of culture like language, religion, attitudes, and beliefs. It emphasizes that managing diversity can provide benefits like diverse ideas but also
Here are a few points to consider in this case study:
- Forcing social interactions could backfire and create resentment. People naturally gravitate towards others with shared backgrounds and experiences.
- However, greater socializing across cultures may foster understanding and collaboration over time. Bringing people together casually in low-pressure settings could help break down barriers.
- Rather than taking unilateral action, the employee should discuss observations respectfully with coworkers and managers to get input and buy-in. A top-down diversity initiative may be more effective than individual efforts.
- The work environment appears functional as is. Forcing integration risks undermining that if coworkers feel pressures on their personal lives and friendships. Voluntary participation is
Diversity in the workforce can present several challenges for organizations including potential conflict among groups, communication issues due to differences in how people work, and resistance to change from established ways of doing things. Without acceptance of diversity, discrimination can occur along dimensions such as gender, religion, disability or cultural background. Negative attitudes may also lead to harassment of those who are different, and high turnover rates and absenteeism can be costly issues for companies struggling with diversity challenges.
Promoting diversity and inclusion in the workplace: hhs presentationReggie Clark
This document discusses promoting diversity and inclusion in the workplace. It covers defining diversity, leadership commitment, organizational culture, employee development, workforce demographics, community involvement, and return on investment. It provides examples of components to consider in each area, such as establishing diversity goals, training programs, recruitment statistics, and community partnerships. Metrics and assessment questions are also presented to evaluate diversity and inclusion efforts.
Diversity management aims to create an inclusive work environment that values differences and maximizes potential. Diversity refers to visible and non-visible attributes like gender, age, culture, that impact work attitudes. As workforces become more multicultural, managing diversity grows in importance. It involves treating people fairly based on their needs while maintaining group cohesion. Challenges include balancing individual vs. group fairness and overcoming resistance to change. However, diversity can boost creativity, problem-solving, market expansion if properly managed through fair hiring, orientation, sensitivity training, and flexibility. Policies like anti-discrimination, networks groups, and development opportunities help support diversity.
The document discusses the benefits of diversity and inclusion in the workplace, noting that companies with diverse leadership are 45% more likely to report market share growth and experience higher innovation, motivation, and performance. It defines diversity and inclusion, highlighting the importance of inclusion in leveraging different perspectives. The document also addresses unconscious biases that can impact organizations and provides strategies for promoting inclusion in leadership.
Diversity Management Training In PowerPoint presentation for professionals, Students or want to get related knowledge about the Diversity & other issue normally take place at work.
Why Diversity, Equity, and Inclusion (DEI) Matter 2021 06242021Resourceful Nonprofit
This document discusses ways to enhance diversity, equity, and inclusion (DEI) in the workplace. It provides definitions of key DEI terms and highlights the business benefits of inclusion, such as higher revenue and greater innovation. The document then offers tips to reduce bias in teams, projects, and hiring, such as providing implicit bias training, creating diverse talent pools, and using structured interview questions. Finally, it lists some recruitment sites focused on enhancing diversity in hiring.
Did you know that our brains are naturally biased? Let's explore the functions of unconscious bias together and navigate their impact on our decision-making processes. We will examine our own background and identities so we can interact more authentically with colleagues, consumers, and the community at large.
The document discusses diversity and managing diversity in the workplace. It defines diversity as individual acceptance and respect of differences. It lists various elements of diversity including age, gender, ethnicity, and provides ways to incorporate diversity such as recruiting from diverse talent pools. Managing diversity is defined as planning and implementing practices to maximize the advantages of diversity. The benefits of diversity in the workplace include improved customer service, employee morale, and creativity. Challenges of ignoring diversity include conflicts and loss of productivity.
Introduction to Workplace Diversity and Inclusiondbynes
This document provides an introduction to diversity and inclusion in the workplace. It discusses creating an inclusive workplace and developing global competencies for a diverse workforce, including knowledge, understanding, acceptance, and behaviors when interacting with those different from oneself. It also addresses dealing with stereotypes and developing a diversity action plan. The facilitator is John R. Day from the Office of Diversity Education Planning.
Putting Diversity and Inclusion at the Heart of Employee EngagementEngage for Success
This document discusses the importance of diversity and inclusion for employee engagement. It argues that organizations that embrace diversity and inclusion through a long-term strategic effort will see benefits like improved performance, problem solving, recruitment costs and employee well-being. However, many organizations still face barriers to truly embedding diversity and inclusion in their culture and day-to-day operations. The document provides recommendations for overcoming these barriers, including by putting diversity and inclusion at the center of organizational strategy, helping managers build inclusive teams, giving employees a voice, and demonstrating integrity in sustaining an inclusive culture.
This document discusses diversity and managing diversity in the workplace. It begins by defining diversity and providing examples of diverse attributes such as age, gender, religion, and disability. It then addresses challenges of diversity like biases, barriers, and stereotyping. The document emphasizes that managing diversity creates business benefits such as access to a wider talent pool, better decision-making, and improved productivity and morale. It provides tips for effective diversity management, including promoting awareness, fostering open communication, implementing fair policies, and ongoing diversity training. The overall message is that a diverse and inclusive workforce reflects the changing world and strengthens an organization.
Diversity Management The Challenges And OpportunitiesShruti Bhatia
Managing diversity in organizations is important for several reasons. A diverse workforce can lead to greater creativity and innovation through different perspectives. It can also improve a company's public image and expand its markets. However, diversity also presents challenges like resistance to change, interpersonal conflicts, and backlash. The best companies manage diversity effectively by embracing diversity, recruiting and selecting employees fairly, providing training, being flexible, and avoiding stereotypes. They recognize diversity as an asset rather than just a legal requirement.
This document provides an overview of diversity in the workplace and outlines goals for a training module. It defines diversity and why it is good for business. Diversity refers to differences between people including visible traits as well as less obvious factors. A diverse workforce that reflects customers helps increase sales, productivity and employee morale. The module teaches about promoting mutual respect and avoiding a hostile work environment, defined as intimidating or offensive conduct. Successful companies recognize the value of diversity and actively manage it.
This document discusses managing diversity in the workplace. It defines diversity and outlines some of its benefits, including stimulating creativity and innovation. It also discusses challenges of managing a diverse workforce, such as resistance to change, and approaches for overcoming these challenges through practices like effective communication, training, and creating an inclusive environment. The document advocates treating all employees fairly and with respect to create a productive and successful diverse organization.
Diversity and Inclusion WPS PowerPoint Template (1).pptxShielaDagapioso1
This document provides an overview of diversity, inclusion and culture training. It aims to define diversity and distinguish between equal employment opportunity, affirmative action, and diversity and inclusion. It discusses primary and secondary dimensions of diversity, how communication is filtered through cultural perspectives, and a new "vegetable soup" metaphor for American culture. The document outlines USD 259's diversity and inclusion goals, benefits of workforce diversity and inclusion, and how discrimination and poor diversity management pose economic costs. It stresses the importance of organizational inclusion and an open organizational culture. Key takeaways are that workforce diversity enhances performance, diversity management must be strategically implemented, and diversity requires investment and attention to be effective.
Workforce diversity refers to a mix of workers from different backgrounds including race, ethnicity, age, gender, culture and sexual orientation. The goals of workforce diversity include maximizing productivity and creativity, increasing employee loyalty, gaining competitive advantage, and improving decision making. Dimensions of diversity include primary dimensions like age, race and gender which are inborn, and secondary dimensions like education, religion and work culture. Managing diversity brings benefits like strengthening culture, enhancing reputation, attracting talent, and improving motivation, efficiency, and customer satisfaction. Approaches to manage diversity include individual approaches like learning and empathy, and organizational approaches like testing, training, and mentoring.
Workforce diversity refers to differences among employees in terms of attributes like age, culture, background, physical ability, disability, race, region, and sex. Managing diversity effectively means eliminating differences in a multicultural workforce to increase productivity for both the organization and individuals. Some benefits of managing diversity include increased creativity, problem-solving, productivity, and market share.
The document discusses diversity, inclusion, and cultural differences in organizations. It provides definitions of key terms like diversity and inclusion and outlines various laws related to equal employment opportunities. The document also discusses approaches to diversity like intervention theory, creating diversity and inclusion initiatives, and focusing on commonalities rather than differences to capitalize on human diversity for organizational success. Challenges and strategies for addressing cultural differences are also presented.
This document discusses communication in a diverse environment. It begins by defining environment and culture. Culture includes knowledge, beliefs, arts, laws, customs, and habits acquired as a member of society. There are three levels of culture that influence international business: national culture, business culture, and organizational culture. National culture is dominant within a country's boundaries and affects language and laws. Business culture provides norms for conducting business. Organizational culture refers to shared philosophies within a company. There are also primary and secondary dimensions of diversity like gender, age, race, education, and work background. The document outlines elements of culture like language, religion, attitudes, and beliefs. It emphasizes that managing diversity can provide benefits like diverse ideas but also
Here are a few points to consider in this case study:
- Forcing social interactions could backfire and create resentment. People naturally gravitate towards others with shared backgrounds and experiences.
- However, greater socializing across cultures may foster understanding and collaboration over time. Bringing people together casually in low-pressure settings could help break down barriers.
- Rather than taking unilateral action, the employee should discuss observations respectfully with coworkers and managers to get input and buy-in. A top-down diversity initiative may be more effective than individual efforts.
- The work environment appears functional as is. Forcing integration risks undermining that if coworkers feel pressures on their personal lives and friendships. Voluntary participation is
Diversity in the workforce can present several challenges for organizations including potential conflict among groups, communication issues due to differences in how people work, and resistance to change from established ways of doing things. Without acceptance of diversity, discrimination can occur along dimensions such as gender, religion, disability or cultural background. Negative attitudes may also lead to harassment of those who are different, and high turnover rates and absenteeism can be costly issues for companies struggling with diversity challenges.
Promoting diversity and inclusion in the workplace: hhs presentationReggie Clark
This document discusses promoting diversity and inclusion in the workplace. It covers defining diversity, leadership commitment, organizational culture, employee development, workforce demographics, community involvement, and return on investment. It provides examples of components to consider in each area, such as establishing diversity goals, training programs, recruitment statistics, and community partnerships. Metrics and assessment questions are also presented to evaluate diversity and inclusion efforts.
Diversity management aims to create an inclusive work environment that values differences and maximizes potential. Diversity refers to visible and non-visible attributes like gender, age, culture, that impact work attitudes. As workforces become more multicultural, managing diversity grows in importance. It involves treating people fairly based on their needs while maintaining group cohesion. Challenges include balancing individual vs. group fairness and overcoming resistance to change. However, diversity can boost creativity, problem-solving, market expansion if properly managed through fair hiring, orientation, sensitivity training, and flexibility. Policies like anti-discrimination, networks groups, and development opportunities help support diversity.
The document discusses the benefits of diversity and inclusion in the workplace, noting that companies with diverse leadership are 45% more likely to report market share growth and experience higher innovation, motivation, and performance. It defines diversity and inclusion, highlighting the importance of inclusion in leveraging different perspectives. The document also addresses unconscious biases that can impact organizations and provides strategies for promoting inclusion in leadership.
Diversity Management Training In PowerPoint presentation for professionals, Students or want to get related knowledge about the Diversity & other issue normally take place at work.
Why Diversity, Equity, and Inclusion (DEI) Matter 2021 06242021Resourceful Nonprofit
This document discusses ways to enhance diversity, equity, and inclusion (DEI) in the workplace. It provides definitions of key DEI terms and highlights the business benefits of inclusion, such as higher revenue and greater innovation. The document then offers tips to reduce bias in teams, projects, and hiring, such as providing implicit bias training, creating diverse talent pools, and using structured interview questions. Finally, it lists some recruitment sites focused on enhancing diversity in hiring.
Did you know that our brains are naturally biased? Let's explore the functions of unconscious bias together and navigate their impact on our decision-making processes. We will examine our own background and identities so we can interact more authentically with colleagues, consumers, and the community at large.
The document discusses diversity and managing diversity in the workplace. It defines diversity as individual acceptance and respect of differences. It lists various elements of diversity including age, gender, ethnicity, and provides ways to incorporate diversity such as recruiting from diverse talent pools. Managing diversity is defined as planning and implementing practices to maximize the advantages of diversity. The benefits of diversity in the workplace include improved customer service, employee morale, and creativity. Challenges of ignoring diversity include conflicts and loss of productivity.
Introduction to Workplace Diversity and Inclusiondbynes
This document provides an introduction to diversity and inclusion in the workplace. It discusses creating an inclusive workplace and developing global competencies for a diverse workforce, including knowledge, understanding, acceptance, and behaviors when interacting with those different from oneself. It also addresses dealing with stereotypes and developing a diversity action plan. The facilitator is John R. Day from the Office of Diversity Education Planning.
Putting Diversity and Inclusion at the Heart of Employee EngagementEngage for Success
This document discusses the importance of diversity and inclusion for employee engagement. It argues that organizations that embrace diversity and inclusion through a long-term strategic effort will see benefits like improved performance, problem solving, recruitment costs and employee well-being. However, many organizations still face barriers to truly embedding diversity and inclusion in their culture and day-to-day operations. The document provides recommendations for overcoming these barriers, including by putting diversity and inclusion at the center of organizational strategy, helping managers build inclusive teams, giving employees a voice, and demonstrating integrity in sustaining an inclusive culture.
This document discusses diversity and managing diversity in the workplace. It begins by defining diversity and providing examples of diverse attributes such as age, gender, religion, and disability. It then addresses challenges of diversity like biases, barriers, and stereotyping. The document emphasizes that managing diversity creates business benefits such as access to a wider talent pool, better decision-making, and improved productivity and morale. It provides tips for effective diversity management, including promoting awareness, fostering open communication, implementing fair policies, and ongoing diversity training. The overall message is that a diverse and inclusive workforce reflects the changing world and strengthens an organization.
Diversity Management The Challenges And OpportunitiesShruti Bhatia
Managing diversity in organizations is important for several reasons. A diverse workforce can lead to greater creativity and innovation through different perspectives. It can also improve a company's public image and expand its markets. However, diversity also presents challenges like resistance to change, interpersonal conflicts, and backlash. The best companies manage diversity effectively by embracing diversity, recruiting and selecting employees fairly, providing training, being flexible, and avoiding stereotypes. They recognize diversity as an asset rather than just a legal requirement.
This document provides an overview of diversity in the workplace and outlines goals for a training module. It defines diversity and why it is good for business. Diversity refers to differences between people including visible traits as well as less obvious factors. A diverse workforce that reflects customers helps increase sales, productivity and employee morale. The module teaches about promoting mutual respect and avoiding a hostile work environment, defined as intimidating or offensive conduct. Successful companies recognize the value of diversity and actively manage it.
This document discusses managing diversity in the workplace. It defines diversity and outlines some of its benefits, including stimulating creativity and innovation. It also discusses challenges of managing a diverse workforce, such as resistance to change, and approaches for overcoming these challenges through practices like effective communication, training, and creating an inclusive environment. The document advocates treating all employees fairly and with respect to create a productive and successful diverse organization.
Diversity and Inclusion WPS PowerPoint Template (1).pptxShielaDagapioso1
This document provides an overview of diversity, inclusion and culture training. It aims to define diversity and distinguish between equal employment opportunity, affirmative action, and diversity and inclusion. It discusses primary and secondary dimensions of diversity, how communication is filtered through cultural perspectives, and a new "vegetable soup" metaphor for American culture. The document outlines USD 259's diversity and inclusion goals, benefits of workforce diversity and inclusion, and how discrimination and poor diversity management pose economic costs. It stresses the importance of organizational inclusion and an open organizational culture. Key takeaways are that workforce diversity enhances performance, diversity management must be strategically implemented, and diversity requires investment and attention to be effective.
Workforce diversity refers to a mix of workers from different backgrounds including race, ethnicity, age, gender, culture and sexual orientation. The goals of workforce diversity include maximizing productivity and creativity, increasing employee loyalty, gaining competitive advantage, and improving decision making. Dimensions of diversity include primary dimensions like age, race and gender which are inborn, and secondary dimensions like education, religion and work culture. Managing diversity brings benefits like strengthening culture, enhancing reputation, attracting talent, and improving motivation, efficiency, and customer satisfaction. Approaches to manage diversity include individual approaches like learning and empathy, and organizational approaches like testing, training, and mentoring.
Workforce diversity refers to differences among employees in terms of attributes like age, culture, background, physical ability, disability, race, region, and sex. Managing diversity effectively means eliminating differences in a multicultural workforce to increase productivity for both the organization and individuals. Some benefits of managing diversity include increased creativity, problem-solving, productivity, and market share.
The document discusses diversity in the workplace. It defines diversity and outlines laws from the 1960s that promoted diversity and prohibited discrimination. Research on diversity has found both benefits like increased innovation and creativity, as well as potential negatives like conflict. Whether diversity has positive or negative effects depends on factors like organization size and culture. Many organizations now provide diversity training to increase awareness and promote effective management of diverse workplaces, though discrimination still exists in some companies.
This document discusses diversity and globalization and their impact on human relations. It defines diversity as acknowledging differences among people with respect to attributes like age, class, race, gender, etc. It describes different forms of diversity in the workplace like age, religion, race/ethnicity, and disability. It also discusses the benefits and challenges of diversity, including increased adaptability but also potential resistance to change. The document then discusses globalization and how multinational corporations operate in multiple countries. It notes that globalization affects human relations by introducing new challenges around understanding different cultures and finding effective ways to interact across differences.
The impact of workforce diversity on organizational effectivenessACCA Global
Workforce diversity can have both positive and negative impacts on organizational effectiveness. Positively, diverse workgroups may be more innovative and make better strategic decisions. However, diversity can also increase conflict, reduce cohesion, and increase employee turnover. The document reviews different perspectives on diversity and potential conflicts caused by diversity in workgroups. It also discusses how diverse teams differ from homogeneous teams. The methodology section describes how the author collected data from a bank in Nigeria to analyze the relationships between cultural diversity, employee productivity, and performance bonuses under different workgroup contexts. The findings showed some diversity factors like gender negatively impacted productivity while others like age positively impacted bonuses. The recommendation is that companies are unlikely to see direct benefits of diversity and must effectively manage
Supporting Harmonious Workplace Cultures: Embracing and Managing Diversity, Inclusion, and Conflict
Learning outcome: Increase awareness and explore solutions that contribute to improved working environments.
“Injustice anywhere is a threat to injustice everywhere”.-Martin Luther King Diversity and inclusion practices represent a corporation’s capacity to effectively utilize an array of talents, cultures, and experiences. This capacity and commitment allows the organization to gain access to creativity and problem solving far beyond what would be available in mono-cultural environments. With this commitment, there is also clear value system that respects the rights of all to be respected and treated fairly. The environment and relationships are among the top factors that contribute to happiness and productivity at work. This workshop will review successful approaches to building productive, inclusive, and harmonious work environments.
At the end of this seminar, participants will be able to:
a. Identify challenges and issues specific for culture, lifestyle, gender, and career stage
b. Explore creative activities to build harmonious workplace cultures
c. Explore leadership and diversity strategies to manage conflict in the workplace
The term diversity often raises controversy, confusion, and tension. What does it mean? Is it the same as affirmative action? Why should you focus on it?
Dimensions of diversity include, but are not limited to: age, ethnicity, ancestry, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, religious beliefs, parental status, and work experience (Loden and Rosener 1991, 18-19).
Members of the Diversity Committee will educate APWA members on ways of recruiting and retaining talent from minorities and the underprivledged. This presentation will discuss concepts and proven techniques used across the United States on reaching out to these individuals, educating them on the value of entry-level or professional careers in Public Works and providing them a direction and the skills to become successful.
Workforce diversity refers to a workforce with a broad mix of people of different races, ethnicities, ages, genders, cultures, and orientations. The document outlines key goals of workforce diversity like maximizing productivity and creativity. It also lists elements of diversity like age, gender, ethnicity, and discusses problems that can arise like discrimination, cultural differences, and communication problems. The document advocates for diversity training to increase awareness, address biases, and change behaviors to effectively manage a diverse workforce. It notes diversity awareness programs provide information, uncover biases, assess beliefs, and improve understanding of differing perspectives.
The new look of workforce diversity final versionCecily Rodriguez
This document discusses diversity and inclusion in the workplace. It provides definitions of key terms like diversity, inclusion, and diversity initiatives. It also outlines several frameworks that are important for building an inclusive culture, including legal, business, cultural, and demographic frameworks. Challenges to inclusion like bias, lack of cultural awareness, and an overly narrow view of "cultural fit" are also examined. The overall message is that understanding different perspectives and leveraging diversity can help organizations be more successful and inclusive.
Managing workforce diversity hr management od interventions - Organization...manumelwin
Managing workforce diversity is an important HR issue as the workforce becomes more diverse with increasing numbers of women, ethnic minorities, and people with disabilities. Organizations need more flexible policies and practices to effectively manage a diverse workforce. Diversity management requires interventions from organizational development to create inclusive policies and culture. The document provides information on managing workforce diversity and was prepared by Manu Melwin Joy, an assistant professor in India.
This document discusses managing workforce diversity and promoting employee wellness through organizational development (OD) efforts. It addresses key dimensions of diversity like age, gender, disability status and managing diversity strategically. Interventions for different types of diversity like flexible policies for cultural values diversity and equal opportunities for race/ethnicity diversity are outlined. Employee stress and wellness is also covered, explaining how stress impacts well-being and productivity. Methods for diagnosing stress through profiling and identifying sources are presented along with interventions like role clarification and support programs to alleviate stress and improve wellness.
Gender diversity in corporate workplaces is important for businesses to sustain their operations. While many companies have good intentions around gender diversity, some lack knowledge on how to implement it or get stuck in inertia. True gender diversity means proportional representation of men and women at all levels of an organization. Research shows diverse organizations are more successful due to improved communication, decision-making, problem-solving, and ability to market to different customer groups. However, women remain underrepresented in top corporate positions globally despite making up half the workforce.
ReadySetPresent (DiversityPowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Recognizing the unique characteristics of each individual creates a more interesting, stimulating and valuable workplace for everyone. Diversity PowerPoint Presentation Content slides include topics such as: the various aspects of diversity, 5 slides on understanding diversity, 4 examples of innovative diversity programs, 4 types of workforce benefits, 6 key goals of diversified corporations, 20+ slides on diversity in business and how to efficiently manage your workforce, 8 leadership characteristics important to tackling diversity, 4 slides on enacting change, 4 examples on how to reword an issue, promoting safe communication outlets, the 4 areas impacted by diversity management, 8 slides on how to: recruit, retain, benchmark, train and communicate, 5 slides on the 3 stages of workforce demographic change, measuring productivity and investment potential, 6 slides on the 5 step process of organizational change, 6 slides on catering to your consumer market, 3 common methods of risk diversification, 12 slides on methods and programs organizations can use to diversify, and more!
This slidecast is about Asia's rising influence in the world. Specifically in an economic way. The main topics are the luxury sector, US spend-or-cut debate in Seoul and the Singapore bourse that did an offer for Australian stock exchange.
Talent Not Tokenism - The Business Benefits Of Workforce DiversityThink Ethnic
This document discusses the business benefits of workforce diversity. It argues that a diverse workforce can improve a company's reputation, help understand customers, and access untapped talent. A diverse workforce is one that includes people of different genders, ages, ethnicities, disabilities, and other characteristics at all levels of the organization. The document provides population demographics in the UK and explains that positive action to promote diversity is allowed under law, unlike positive discrimination which ignores merit. Case studies of diverse companies are also mentioned.
This document provides information and resources for managing diversity in the workplace and combating discrimination in the EU. It lists contact information for several organizations that can offer help and advice, such as BUSINESSEUROPE, UEAPME, and Eurochambres. National equality bodies for several countries are also listed along with their websites and helpline numbers. The document encourages taking steps to attract and maintain a diverse workforce, which can help businesses by providing higher quality CVs, reducing turnover, increasing satisfaction, enhancing creativity, and gaining new customers.
Diversity in global food supplies and the implications for food securityColin Khoury
Presentation to Australian Grains Genebank, 21 March 2016, Horsham, Australia.
Presentation to Agribio, La Trobe University, 18 March 2016, Melbourne, Australia.
Managing diversity aims to encourage productive interactions among employees from diverse backgrounds by providing an optimal work environment and business results. Diversity refers to differences in qualities beyond just ethnicity, race and gender, including work experience, education and more. Managing diversity means promoting inclusion and community despite these differences. Managers play a key role in guiding diversity to benefit innovation and inclusion through practices like diversity training. Strategies for managing diversity include developing inclusive recruitment and policies, cultural sensitivity training, and seeking employee feedback. Workplace diversity can provide benefits like improved morale if properly managed, and ignoring diversity issues risks costly consequences.
Organizational dynamics involves continuously strengthening resources and enhancing employee performance or promoting organizational learning, better practices, and strategic management. It teaches students to promote change, drive innovation, and increase teamwork. Organizational behavior is defined as the systematic study and analysis of how individuals and groups act within organizations. It examines organizations at different levels and the top personal qualities for managers are communication, honesty, interpersonal skills, motivation, and strong work ethic.
Build Inclusive and Diverse Workplaces in 2023 | The Enterprise WorldTEWMAGAZINE
Let's examines strategies for establishing inclusive and diverse workplaces: 1. The Value of Diversity 2. Fostering Inclusion 3. Crafting Inclusive Policies and Practices 4. Promoting Diversity At All Levels 5. Training and Education 6. Continuous Assessment
Change management in a project environment webinar
Monday 5 December 2022
APM Enabling Change Specific Interest Group
Presented by:
David Appleyard and Mark Vincent
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/change-management-in-a-project-environment-webinar/
Content description:
An introduction to change management principles, covering the relationship between project and change management and providing advice on how to apply change management in practice.
What do we mean by change management and how does this fit into a project context?
This session presented on Monday 5 December discussed the various elements of managing change within the context of a project environment.
During the session we covered how change impacts both individuals and organisations and introduce some of the tools and techniques that can make changes successful and sustainable.
This session was aimed at an audience seeking to learn more about how to manage change and we hope that this session will share both best practices and pitfalls to avoid.
The session was presented by experienced change and project management professionals.
Diversity and inclusive corporate models can boost financial development, stimulate social development and launch more stable and objective societies. Additionally, companies that invest in inclusion in the workplace, marketplace and community have reported momentous business benefits. In a Forbes study, senior executives of top-earning companies reported that workplace diversity and inclusion drive innovation and business growth. While diversity and inclusion are significant measurements of social sustainability, some companies still observe these as independent from their corporate sustainability strategies.
This Roundtable Discussion will discover the relationships between diversity and inclusion and corporate sustainability. The goal is to examine how companies can coordinate and communicate across functions, and make diversity and inclusion a strategic urgency both as a culmination and as a crucial means to attaining further corporate sustainability goals.
After this roundtable session, participants will:
• Discover methods for creating a welcoming environment that embraces all difference and equality in hiring policies.
• Examine actions that companies can take to incorporate diversity and inclusion into corporate sustainability policies and practices.
• Explore methods that corporations can use to safeguard that their diversity and inclusion commitment is implemented throughout their value chain.
• Ascertain procedures for developing leadership at multiple levels that is diverse, regularly communicates the value of diversity, and builds the capacity for open and candid diversity conversation.
This document provides a 5-step process for managing culture change within an organization: 1) Quantitatively measure the current culture, 2) Intentionally align culture, strategy, and structure, 3) Ensure staff and stakeholder participation, 4) Communicate and demonstrate the change repeatedly, and 5) Manage the emotional response to change. It also gives examples of how Ford implemented culture change at Jaguar and how the head of a public sector department successfully shifted his group's culture to one with stronger teamwork and morale.
This document discusses key factors for successful organizational transformation and change management. It identifies important elements such as designing change around business drivers, gaining emotional and intellectual support, modeling and reinforcing the new way of working, strong communication, and aligning all dimensions of management behind the change. It also outlines potential pitfalls to avoid, like a lack of coordination between change activities or a large gap between commitment at the top versus the middle of the organization. Effective change requires a compelling business case, a "burning platform" for change, and building a strong foundation by defining imperatives and assessing organizational readiness.
This document discusses key aspects of successful organizational change. It identifies features like designing change around business drivers, winning emotional and intellectual support, modeling the new way of working, investing in communications, and aligning management behind change. It also notes potential points of failure like a discrepancy between stated values and actions or a lack of coordination between change activities. The document emphasizes the importance of a compelling business case, a burning platform for change, and establishing a strong foundation. It discusses using the change equation and plotting shifts in commitment to change. It provides strategies for overcoming barriers, closing gaps, choosing effective communication tools, and building commitment through information and involvement.
Presentation from the final session a the CORE retreat - thinking about change, transformation, the future and how we as a company can be positioned to serve our community and clients to prepare them for their future and not our past.
The document discusses key features of successful transformational change and provides implications. It outlines 10 points of potential failure in organizational change efforts. It stresses the need for a compelling business case, burning platform, and strong foundation to drive change. The change equation and how leadership, communication, and involvement can build commitment for change is examined. Strategies like surfacing barriers early, identifying gaps, and choosing the right communication tools are suggested. Finally, it notes what really drives organizational culture change like leader attention and role modeling. In summary, the document provides a comprehensive overview of factors critical to the success of large-scale organizational transformation efforts.
This document discusses the key drivers of innovation in organizations. It identifies 10 main drivers: 1) Corporate culture, 2) Individuals, 3) Teams, 4) The enterprise, 5) Processes, 6) Offerings, 7) Psychological climate, 8) Physical environment, 9) Economic environment, and 10) Geopolitical culture. It explains how each of these factors can encourage and motivate innovation in an organization when supported and leveraged effectively.
HUMAN RELATION AND ORGANISATIONAL BEHAVIOURSwarna Rajan
This document summarizes key topics in human relations and organizational behavior, including the importance of human relations, individual and group dynamics within organizations, motivation, communication skills, and negotiation skills. It discusses how human relations help integrate individual attitudes and work, the role of individuals in organizations, factors that motivate employees, and elements of effective group dynamics and teamwork. Communication and developing strong negotiation abilities are also presented as important skills for building good human relationships and work performance.
Dr. jhansi rani M R - cross cultural management (IHRM)MRJhansiRani
All the topics connected to Cross cultural management are covered such as Socio-cultural context, Culture and employee management issues, responding to diversity, challenges of localization, global integration cultural shock and cultural sensitivity etc.
This document discusses ways to develop an innovative culture in organizations. It emphasizes that an innovative culture balances attributes like creativity and freedom with discipline and accountability. Key aspects of an innovative culture include unique strategies, employee autonomy, trust, accepting failures, and strong leadership. Leaders can build such a culture by encouraging outside-the-box thinking, conducting innovation workshops, avoiding bureaucracy, and establishing a reward system for innovative ideas. While challenging to develop, an innovative culture is vital for organizations to continuously innovate and achieve leadership in their fields.
Strategic planning is a systematic process that involves four key questions: where the organization is now, where it should be, how it will get there, and how it will know it has succeeded. The process includes clarifying the current status and purpose, establishing a vision for the future, identifying objectives and strategies to achieve the vision, and setting performance indicators to measure progress. Effective strategic planning requires readiness in terms of management support, resources, and understanding internal and external factors. Overcoming barriers also requires reinforcing the core mission, setting clear priorities, communicating the strategy, and transforming operations to support the strategic goals.
The document discusses the importance and benefits of workforce diversity. It defines workforce diversity as the presence of individuals with various differences and backgrounds within an organization. These differences include aspects like age, gender, race, religion, and more. It identifies key pillars that support diversity, such as leadership commitment, an inclusive culture, equal opportunities, and diverse representation. Fostering diversity provides positive outcomes like enhanced innovation, improved decision-making, greater employee engagement, and broader market insights.
The document discusses keys to organizational sustainability including having a clear vision driven by leadership. It outlines 7 levers for change including altering thinking, planning, vision, strategies, information flows, learning capacity, and standard procedures. Cities are highlighted as important to sustainability efforts due to emissions. Principles for successful sustainability include maintaining tension for improvement, self-efficacy in employees, and benefits outweighing costs. The document provides guidance on rearranging parts like teams, roles and decision-making. [/SUMMARY]
PG webinar series 2024_For the organisation or against it? How change agents ...DanielleTucker19
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In this presentation I discuss:
- What is organisational change and why do we do it?
- What are the experiences of change leaders who enact change?
- What are the benefits of a change agency approach to change
- How to resolve identity ambiguity
This document discusses diversity in organizations and provides information on several related topics:
It defines diversity as differences among individuals based on characteristics like ethnicity, gender, religion, political beliefs, and life experiences. It also describes two levels of diversity - surface level traits that are easily noticeable, and deep level traits that are less visible.
The document outlines some biographical characteristics like age, gender, race, and disability that can impact work and discusses strategies for implementing effective diversity management programs, such as defining goals, metrics, resources, and education.
Finally, it emphasizes the importance of attracting, selecting, developing, and retaining a diverse workforce, providing a positive work environment, clear job descriptions, and ensuring personnel policies are
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- Systematic strategy formulation and execution.
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- Enhanced alignment and strategic focus across the organization.
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Introduction
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
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4. 1. Select a card mentally.
2. Don’t just look at it…concentrate on
it!!!
.
.
.
Now memorize and remember your card !!!
5. • Is your card there ????????
• Is this magic ??? Did we manage to
read your mind ????
6.
7. • Well, the things are not always as they
appear and at times you need to see
moments, situations and things beyond
they appear.
• So what's the magic secret ???
8.
9. • So did you consider the bigger and more
important aspects while selecting your card ?
• This happens when most of us think only of our
own objectives and miss the bigger picture…
• Diversity does not lie in gender, age, religion… it
actually lies in one’s thought process. So
perceiving a wider horizon is the key !!
• Conclusion : Never “hear” a person but
“understand” his point of view. It can be even
more difficult when the environment is more
diverse.
12. • Diversity is defined as differences among
people with respect to age, class, ethnicity,
gender, physical and mental ability, race,
sexual orientation, spiritual practice, and
other human differences(Kathy
Castania,1996)
• Today, the workforce comprises people who
are different and share different attitudes,
needs, desires, values and work behaviours
(Deluca and McDowell, 1992; Morrison,
1992; Rosen and Lovelace, 1991).
13. If we could reduce
the world's population
to a village of
precisely 100 people,
with all existing
human ratios
remaining the same,
the demographics
would look something
like this:
16. DIMENTIONS OF DIVERSITY
Internal Dimensions Of Diversity
The characteristics that everyone is born with and that are visible and
easy to identify
External Dimensions Of Diversity
Differences or characteristics that we acquire, change or discard
throughout our lives and that distinguish us from people who possess a
different world view
Organizational Dimensions Of Diversity
Which evolve from the position a staff member holds in an organization
17.
18. Managing diversity
means establishing a
heterogeneous
workforce to perform
to its potential in an
equitable work
environment where no
member or group of
members has an
advantage or a
disadvantage (Torres
and Bruxelles, 1992).
MANAGING DIVERSITY
19. WHY DIVERSITY MATTERS?
• Diversity matters because multiple studies have linked
greater gender diversity to better financial performance.
• Diversity matters because increased diversity can lead to
increased innovation.
• Diversity matters because diversity includes diversity of
thought and avoidance of “groupthink.”
• Diversity matters because it is linked to increased
productivity, “collective intelligence,” and group’s
problem-solving abilities.
• Diversity matters because diversity and inclusion is
connected to overall employee satisfaction/engagement.
20. • Diversity matters because clients are demanding it.
• Diversity matters because it allows companies to fully
represent their client base and better connect with
different communities of people.
• Diversity matters because companies that don’t take
control of making diversity effective internally risk
expensive discrimination and harassment lawsuits, lower
company morale, and loss of reputation.
• Diversity matters because it has a positive impact on
recruitment, retention, and an organization’s ability to get
the best people (women and men).
Reference: Catalyst Information Center November 2, 2010
23. • Corporates believe that diversity and inclusion are key drivers of
creativity, innovation and invention.
• The paradigm in the 1960s and 70s was to establish a workplace free of
discrimination, focusing on equal employment opportunity and
affirmative action.
• The focus in 80’s was directed to affirmative action by initiating
proactive behaviors and actions in making EEO a reality for everyone.
• The era of 90‘s was focusing on work force diversity by creating an
inclusive work environment that values all employees.
• The newest or 21st
century model for managing diversity lets the
organization internalize differences among employees so that it learns
and grows because of them. It ensures global diversity by putting
differences to work at the market place, work place and community.
24. FIVE KEY DRIVERS FOR WORKFORCE
DIVERSITY
The Need for a New Set of Competencies
Five key trends are driving changes in the diversity
and inclusion professional’s role, thus defining a
need for new thinking regarding competencies.
•Globalization
•Demographic Shifts
•Technology
•Socio-Political Climate
•Legal Environment / Regulation
26. STAGE ONE: SCAN AND UNDERSTAND
•Leadership statement supporting workforce and diversity strategies
•Clients, client services and critical projects identified
•Evidence of internal and external scanning for factors impacting the
company
•Evidence of consultation with different divisions within the agency regarding
business priorities, skill requirements, training needs and gaps etc.
•Evidence of external consultation
•Evidence of links to the agency’s strategic goals
•Identification of possible implications for service delivery
•Agency specific priorities
Element of Workforce And Diversity Plan
27. Element of Workforce And Diversity Plan
STAGE TWO: ANALYSE AND INTERPRET
•Evidence of profiling (data about workforce demographics,
•services provided and client demographics)
• Evidence of workforce forecasting and/or modelling (e.g. 5–10 year
workforce projections and workforce scenarios)
•Workforce data improvement initiatives (e.g. data integrity reviews)
•Workforce and service demand/supply analysis and Interpretation
•Gap analysis and interpretation
28. Element of Workforce And Diversity Plan
STAGE THREE: DEVELOP AND IMPLEMENT
•Diversity initiatives integrated in plan (to meet Equal Opportunity policies)
•Communication strategy included to engage all staff and key stakeholders
•Measures of success (which are specific, measurable, achievable, relevant,
time-bound [SMART]) for each initiative
•Inclusion of initiatives, timelines, responsibilities
•Evidence of commitment from different divisions within the agency to
implement the initiatives
29. Element of Workforce And Diversity Plan
STAGE FOUR: MONITOR AND EVALUATE
•Evidence of a reporting and communication strategy for achievements and
updates on the plan
•Monitoring and evaluation component included
•Capacity to review and amend individual strategies and the
•plan as a whole
•Overall monitoring and implementation responsibility for the plan included
31. • Discrimination and Fairness paradigm : Provides equal opportunity but
assimilates heterogeneous workers so thoroughly that their potentially
diverse perspective are diluted.
Example : Armed forces
• Access and legitimacy paradigm : Matches a diverse workforce to an
equally diverse customer group but doesn’t integrate its different underlying
work approaches into the rest of the organization.
• Learning and effective paradigm : Attempts to harness the varied
perspectives of heterogeneous workforce to benefit the entire organization.
Reference: Thomas, D.A. & Ely, R.J., Making Differences Matter.pp.79-90 . Harvard business review
32. • According to the resource-based view, a firm can gain a sustained
competitive advantage if it takes advantage of its valuable, rare,
inimitable, and non-substitutable (VRIN) resources (Barney 1991).
• Workforce gender diversity is associated with resources that can provide a
firm with a sustained competitive advantage. These resources include
market insight, creativity and innovation, and improved problem-solving.
Men’s and women’s different experiences (Nkomo & Cox 1996) may
provide insights into the different needs of male and female customers.
Further, men and women may have different cognitive abilities, such as
men’s proficiency in mathematics and women’s proficiency in verbal and
interpersonal skills (Hoffman 1965; Maccoby & Jacklin 1974).
• A mix of cognitive abilities in a gender diverse team may enhance the
team’s overall creativity and innovation. Moreover, a gender diverse team
produces high quality decisions (Rogelberg & Rumery 1996).
http://www.strategicmanagementinsight.c
om/
33.
34. Effective Workforce And Diversity
Planning Employs Strategies To:
• Attract A Skilled Workforce
• Retain Valued Employees
• Build Capacity In The Business Sector
• Provide Strategic Leadership
• Meet Regional Needs, And Ensure An Efficient And
Flexible Business Sector.
35. DIVERSITY INITIATIVE FEATURES
• Leadership Involvement as Agents of
Change
• Well-Articulated Diversity Strategy
• Partnerships Between Minorities and Non-
Minorities
• Supplemental Developmental Structures
for Minorities
• Alignment of Management Practices
• Accountability Structures
36.
37. ROLE OF MANAGEMENT
Leadership Involvement as Agents of Change
Consistent and sustained attention and investment from the senior leaders
of the organization will have a positive impact on psychological outcomes
for employees which will increase the effectiveness of a workforce diversity
initiative:
•Having leaders who proactively address the power dynamics that hinder
progression for racial minorities in the firm
•Having leaders who signal the importance of the initiative to the firm
•Having leaders who counter resistance that can occur in reaction to the
diversity initiative
Defining the Attributes and Processes that Enhance the Effectiveness of Workforce
Diversity Initiatives in Knowledge Intensive Firms
38.
39. CHALLENGES FOR DIVERSITY
• Divergent paths taken to
reach the same goal
• Internal resistance to
Diversity efforts
• The quota issue
• Limited talent pool
• Biases in recruitment and
selection
• Limited career resources
• Negative attitudes and
behaviors in the
workplace
40.
41.
42.
43.
44. A longtime diversity leader, both globally and
nationally, IBM shines in its succession planning,
mentoring, talent development and efforts to
include LGBT people.
45.
46. • IBM recognized Diversity as a market based issue its about
understanding markets which are diversified and multicultural
• IBM establishes a market development organization, They
relizaed that diversity was an untapped business resource
• In 1995 IBM created 8 executive led task forces each focused
on a different group from the diversity dimensions with the
goal of uncovering and understanding the differences among
the groups and find ways to appeal to a broader set of
employees and customers
• The organization activates counted for more than $300 million
in revenue in 2004 compared with 10 million in 1998
• CONSTRUCTIVE DISRUPTION: New approach of calling
attention to differences with the hope of learning from them
and making improvements to the business and it was a radical
departure.
47. MANAGEMENT SUPPORT
• To be eligible for the workforce task group: based on executive rank and
member of the constituency and groups with few representations got
exceptions like mid level managers
• The SVP of IBM supported the groups in their tasks
• The advantage of having a sponsor not from the same group means that they
will have to learn from their differences. The SVP had to dig deep into the
taskforce issues to represent its views to other WMC members
• The groups also got assigned with 2 hr. employees and 1 hr. senior executive
for administration support also with support from the child's global workforce
diversity organization who was responsible for the program
• The taskforces focused on : communication-staffing-employee benefits-
workplace flexibility training and education advertising and market place
opportunities and external relations
• The task forces received support from all the organization even each
employee by interacting with emails and evaluations and ides.
• They faced skepticism from within the company white and black executives.
http://hbr.org/2004/09/diversity-as-
strategy/ar/1
48.
49.
50. WHAT HAPPENED?
• The forces frequently met discussing issues and concluding the main issues
• In end of 1995, in 1 December, the management chose this date to send a
message to employees it was the 40th anniversary of Rosa parks refusal to
give up her seat in a bus to a white passenger which raised up the modern u.s.
civil rights movement. This date indicates the true desire for the radical new
approach to diversity
• The findings made it clear that the workforce diversryt was the bridge
between the workplace and the marketplace-greater diversity in workplace
could help ibm attract a more diverse customer set and it was a major
business opportunity
• After two years, they created THE network for diversity between employees.
• EXTERNAL INNTITATIVES: what can IBM do to influence your buying
decision? To become a preferred service provider? Found out: they were not
positioned well to minority entrepreneurs and females owned business : they
changed their sales and marketing strategies to support these segments
• Result: billions of dollars as revenues
• Appropriate representation of constitutions in all aspects of companies
marketing
51. KEYS FOR
IMPLEMENTING:
Pillars of change:
•Demonstrate leadership support
which is a performance indicator for
executives
•Engage employees as partners
•Link diversity goals to business goals:
After they did the minority
segments entrepreneurs, they
focused on other sectors which
resulted in billions of dollars
•Supplier diversity program
52. SUPPLIER
DIVERSITY
•IBM’s supplier-diversity program, which started
in 1968
•IBM’s first-tier suppliers are required to have
supplier-diversity programs, to provide
opportunities to suppliers, and to track and report
resulting expenditures. Flowing supplier-
diversity-program requirements through the
supply chain is the result.
•One example: IBM’s Technical Services business
council utilizes best-practice techniques for
ensuring the flow of supplier-diversity
requirements through the supply chain.
Additionally, a contractual requirement of
Technical Services’ large core suppliers is that 25
percent of their subcontracted spend that
supports IBM’s requirements be with diverse-
owned suppliers. Mid-sized core suppliers have a
15 percent requirement.
53.
54.
55.
56.
57. • Sodexo, best known for providing a wide range of integrated
services spanning facilities management to food AND service
operations, has been recognized by DiversityInc as the
#1 company on their 2013 Top 50 Companies for Diversity List for an
unprecedented second time in four years.
• DiversityInc CEO Luke Visconti says that Sodexo's top level has
almost 30 percent more racial/ethnic diversity and 38 percent
more gender diversity than the DiversityInc Top 50 companies.
• Sodexo’s diverse workforce reflects its clients, their customers
and the communities it serves, and creates strategic value by
bringing a wealth of unique perspectives and experiences to its
clients.
http://www.sodexo.com/
63. BELIEVES IN
• Equal Employment Opportunity
Sodexo is committed to affirmative action and pledge its full
support to equal employment opportunities for all individuals
regardless of race, color, religion, gender, national origin,
marital status, sexual orientation, gender identity, age,
disability etc.
• Commitment to Affirmative Action
Sodexo is committed to a policy of affirmative action and
facilitates the placement of qualified women, minorities,
people with disabilities and veterans at all levels of the
organization.
All of Sodexo’s affirmative action plans include targeted
research, recruitment, upward mobility initiatives, annual
goals and timetables for women and minorities.
64. • Promise of Respect and Fair Treatment
Sodexo is committed to the fair treatment of all employees. They
have a zero-tolerance policy for discrimination, harassment or
retaliation of any kind and Sodexo employees have a variety of
ways to report and resolve any of the aforementioned.
• The Office of Employment Rights
The Office of Employment Rights (OER) has been in operation
for nine years. Its central mission is to reinforce Sodexo’s
policies against discrimination, harassment and retaliation
in the workplace.
• Supplier diversity
Sodexo is committed to bringing diverse suppliers including
minority-; women-; disabled-; veteran-; and lesbian, gay,
bisexual and transgender-owned businesses into our network
of suppliers. Currently, Sodexo has more than 1,700 national
and regional diverse vendors.
65. OTHER EFFORTS TO
DIVERSIFICATION
SodexoMAGIC, a joint venture between Sodexo and Magic Johnson
Enterprises, is dedicated to addressing the specific needs of
multicultural communities and improving the quality of life for those
served.
•Nana Management Services:
NANA Management Services (NMS) is a joint venture between Sodexo
and NANA Development Corporation. NMS is nationally certified as a
minority business enterprise and, for the past four years, has been
recognized by Diversity Business.com as “Top 50 Diversity Owned
Businesses in Alaska: #1”
66. Partnership with GLSEN
Sodexo partners with the Gay, Lesbian and Straight Education
Network (GLSEN) in the fight against bullying in K-12 schools
won the Educator of the Year award.
This honor is awarded to an educator who has demonstrated an
extraordinary commitment to GLSEN’s mission of ensuring
safe schools for all students, regardless of sexual orientation
or gender identity/expression.
67. SO HOW IS DIVERSITY
MEASURED ??
• Sodexo uses “Diversity Scorecard” which is a
strategic management tool that measures
company’s progress in increasing diversity and
inclusion within management.
• It allows to direct attention to key focus areas; 2
tiers Senior Leaders and Managers.
• It has indexes which are designed yearly to
workforce diversity for internal and external labor
force availability.
• Also measures diversity progress quarter-by-
quarter as well as year-over-year .
68.
69.
70.
71.
72. Accentureplc is a multinational management consulting, technology services and
outsourcing company headquartered in Dublin, Republic of Ireland which employs
over 275,000 employee people across 56 countries.
Reference: www.accenture.com
73. Accenture and Diversity
Accenture enjoys an authentically diverse culture. Its workforce spans
countries, cultures, languages, generations, perspectives, backgrounds
and educational experiences.
•36% of workforce—more than 90,000 people—are women
•In fiscal 2012, 40% of new hires were women.
•17% of managing directors and 17% of Global Management Committee
are women.
•Three women serve on Board of Directors.
•In fiscal 2012, directed USD$521 million—nearly 27%—of US
procurement spending to small and minority-, women- and otherdiversity
group-owned businesses.
•During fiscal 2012 (ended August 31, 2012), directed nearly to 27
percent of its procurement spending in the United States to diverse
businesses.
Reference: www.accenture.com
74. Diversity Programs
• Accenture in France offers a helpline, “Accent Sur Le Handicap,” that
any Accenture employee can call—anonymously and at no charge—
for information and advice on disability-related topics.
• Accenture in India host webinars and workshops featuring
motivational speakers and training on how to support the needs of
PwD.
• Through our procurement practices, we track and encourage
purchases with diverse suppliers.
• developed a number of networks designed to help attract talent that
has been traditionally underrepresented, for example, the Afro-
Caribbean Network, South-East Asian Network, and Chinese Network.
• Provide same-sex domestic partners with accompanied cross-border
assignment benefits and a global medical plan for long-term
assignments and some transfers.
• Each new employee receives an inclusion and diversity induction as
part of their welcome to the company.
• There is also a week long ‘‘inclusion and diversity’’ campaign called
‘‘ID Week’’.
Reference: www.accenture.com
75. Key Challenges
• A Changing culture :
Accenture has a chief leadership officer who reports directly to the
chairman and CEO, and senior figures all give their full support, making
the acceptance of the program unavoidable.
• Changing the perception that diversity was ‘‘non-critical’’:
Accenture reward employees who give their time to support diversity
initiatives.
• Gaining and sustaining momentum;
Accenture claim the key to this success has been the promotion of the
campaign both internally and externally, and that using employees as
ambassadors has encouraged involvement from other business areas.
Reference: Amla, I. (2008), ‘‘Managing and sustaining a world of workplace diversity: the Accenture experience’’
76. Awards and Recognitions
Reference: Amla, I. (2008), ‘‘Managing and sustaining a world of workplace diversity: the Accenture experience’’
79. Companies who were of the diversity leaders list, started
declining in position until they are pulled out of the list of
diversified companies…
• Company 1 : The main reason for the decline: a change in CEO resulting in
reduced efforts/accountability.
• Because the CDO did not track participation in employee-resource groups or
have metrics for mentoring and supplier diversity, there was no way to assess
what was working and what was not—and what ramifications it was having on
the bottom line. The chief diversity officer did not have frequent access to the
CEO or to his direct reports, reporting in two levels down to the head of HR. The
CDO was viewed strictly as a staff person whose business advice was not
considered.
• The Results: As other companies innovated and added diversity-management
practices (and the DiversityInc Top 50 changed to reflect the importance of these
new practices), this company actually dropped best practices. The CEO no longer
met with employee-resource groups or signed off on supplier-diversity goals.
Alternative career tracks for employees with long-term family concerns weren’t
offered. Management participation in formal, cross-cultural mentoring declined
dramatically.
http://www.diversityinc.com/
80. • Company 2: decided to eliminate any compensation pay
related to diversity because its leaders believed progress
would happen intrinsically. A new CEO decided not to
continue monitoring or signing off on executive
accountability. At the same time, the company eliminated
mandatory diversity training for its workforce, determining
it was no longer necessary. Its leaders used the phrase
“Diversity is in our DNA.”
• The Results: Representation percentages in the workforce,
new hires and management of Blacks and Asians have fallen
dramatically, at a time when competitors, especially in this
industry, have seen significant increases. The company is
committed to using its employee-resource groups as a
means of reaching multicultural customers, but their
participation numbers also are declining.
http://www.diversityinc.com/
81. • Company 3: this company’s CEO determined that diversity was a goal that had
already been accomplished and an enhanced effort wasn’t necessary, despite the
presence of increased competition.
• The Situation: This company’s lack of diverse representation at its senior levels
didn’t have a major impact five years ago because the other companies faced a
similar lack of diversity. But as other progressive companies instituted strong
efforts to develop diversity rapidly in their succession planning, this company did
not and felt it wasn’t necessary. The company also failed to keep pace with its
competitors, which increasingly rely on employee-resource groups as both sources
for talent development and to identify gaps in the corporate culture that need
addressing.
• The Results: Leadership at the top of the organization remains all white and 90
percent men, while other companies on the list have made significant inroads. The
2010 DiversityInc Top 50 average 14 percent Blacks, Latinos and Asians and 24
percent women at the top level—and those percentages increase each year and at
a higher rate than companies not on the list.
• This company has seen its percentage of employees participating in employee-
resource groups cut in half (from 10 percent to 5 percent) while the DiversityInc
Top 50 average has increased from 16 percent to 24 percent in the last year alone
(and was 5 percent five years ago).
http://www.diversityinc.com/
82. Recommendations
• Without constant attention, progress stalls—and can dissolve.
• Diversifying the diversity office : Don’t restrict leadership and involvement to
women and minorities. Create rotational tracks in roles that include employees
of all backgrounds, including white males.
• Acknowledge your own blind spots: Studies show that people make
approximately 11 judgments within the first seven seconds of meeting someone
new. Examine and neutralize any unconscious bias that may underlie your own
decision-making process.
• Start the dialogue: Demonstrate that diversity and an environment of
inclusion are important by initiating conversations. Often, leaders wait for
others to bring up those subjects, even in the form of complaints. The more
open and authentic the dialogues that take place, the easier it becomes to
promote change.
• Search for behaviors of exclusion: Whether exhibited by yourself or others,
many exclusionary behaviors are unintentional—or even well-intentioned, such
as assuming a working mother would refuse a weekend travel assignment.
Constantly seek out and eliminate such behaviors.
83. • Create an environment of advantages: Small, unintentional inequalities
can become pervasive in a culture. A culture of inclusion fosters an
environment of small advantages—such as candid feedback, special
assignments, and invitations to contribute at meetings—that are available to
all. Keep a record of those who are given such advantages and the impact
that it has. Make a conscious effort to include everyone on your team.
• Be a visible champion of cultural dexterity: Show your commitment by what
you say and do. Broaden your perspective by becoming involved with people and
groups outside your normal personal and professional social circles.
84. CONCLUSION
• Analyzing the aspects of Diversity and studying case studies, we can conclude
that profits gained from diversity management reflect in gains in productivity,
creativity, innovation and employee welfare. Although implementing diversity
management on a large scale and along all the groups, departments, levels and
areas of business is the most crucial factor.
• The management needs to understand that diversity is no longer limited to race
and gender but can affect individuals on basis of color, education, skill, sexual
orientation etc. They need to ensure trainings, seminars and performance
appraisals cover and include aspects of Diversity.
• In today's world of globalization with increasing markets, employees need to
hire people with demanding and specific skills to serve and deal customers from
all over the globe. As a result conglomerates are now aiming for diversity not
because of moral interests but from economic strategy.