Supervising a Diverse Workforce

1. Supervising a Diverse Workforce Supervision: Concepts and Practices of Management, Second Canadian Edition Hilgert, Leonard, Shemko, and Docherty © 2005 by Nelson, a division of Thomson Canada Limited

2. Learning Objectives • Recognize how effective diversity management can lead to better business results. • Identify demographic changes that are making the Canadian workforce more diverse. • Explain the issues involved in the supervision of a diverse workforce. • Discuss factors that are particularly important when supervising female employees.

3. Learning Objectives • Discuss considerations involved when supervising workers with disabilities,older workers and employees with different religious beliefs. • Explain the issue of reverse discrimination. • Discuss the overriding concern in supervising all employees in a diverse workforce.

4. Diversity Management The diverse nature of the Canadian workforce requires that supervisors be prepared to manage many different people in the workforce.

5. Diversity Management Diversity management now encompasses many considerations: • Legal • Demographic • Economic • Political

6. Demographic Change In The Canadian Workforce • Women • Older Employees • Ethnic Minorities • People with Disabilities • Gay and Lesbian Workers

7. OUCH O – Objective U –Uniform C –Consistent in effect H –Have job relatedness

8. Supervising A Diverse Workforce • Regardless of personal views, be sensitive to possible illegal discriminatory actions • Recognize the strengths and potential contributions of all employees • Supervise in ways that do not limit employee development for inappropriate reasons

9. Supervising A Diverse Workforce • Appreciate culturaldifferences • Understand discrimination’s effects • Overcome language difficulties • Be fair in all supervisory actions and decisions

10. Barriers for Minorities • Lack of role models • Limited mentoring opportunities • Exclusion from informal networks • Stereotypes or preconceptions based on race or ethnicity • Perception that corporate culture favours non-minorities

11. Discrimination’s Effects • Be sensitive to feelings of minority employees • Don’t enter into racial debates • Strive to be fair and considerate when making decisions • Supervise minority employees in the same manner you supervise other employees

12. Workforce Barriers Facing Women • Lack of females at the board level • Male-dominated corporate cultures • Stereotypes about women • Exclusion from informal networks • Lack of mentoring opportunities

13. Sexual Harassment Sexual advances, requests for sexual favours, or other verbal or physical conduct of a sexual nature when: • Submission to such conduct is made a condition of employment • Submission to or rejection of such conduct is used as basis for employment decisions • Such conduct unreasonably interferes with work performance

14. Sexual Stereotyping The use of language or judgments to demean someone: • “Girls” • “Chicks” • “Fireman” • “Stewardess”

15. Training and Development for Women Women employees often benefit from special training and development opportunities and focus on enhancing • Self-esteem • Communication skills • Career development • Mentoring relationships

16. Equitable Compensation • Canadian Labour Code since 1971—men and women performing equal work must receive equal pay • Comparable worth—jobs should be paid at the same level when they require similar skills or abilities

17. Employees with Disabilities The Canadian Human Rights Act stipulates that employers have a duty to accommodate workers with disabilities

18. Employees with Disabilities Reasonable Accommodation- altering the usual ways of doing things so that a qualified person with a disability can perform the essential job duties, but without creating an undue hardship for the employer

19. Older Employees • The Canadian Human Rights Act and corresponding provincial acts state that every person has a right to freedom from discrimination on the grounds of age • When hiring, promoting, or discharging, be aware of legal protections afforded to older workers. • Document decisions to demote or terminate older employees with sound, objective performance appraisals.

20. Supervising an Older Worker • Open channels of communication • Ask probing questions • Avoid putting the employee on the defensive • Listen actively to the older employees’ ideas • Involve older employees in the decision-making process

21. Religious Beliefs • Employers must make reasonable accommodations for employees with differing religious beliefs • An employee may not create a hostile work environment for others by harassing them about what they believe

22. Reverse Discrimination Preference given to minority group members in hiring and promotion over other more qualified or more experienced workers from non-protected groups

23. Managing Diversity • Post the organization’s policy statement in a prominent, visible place. • Periodically review the statement with employees. • Discuss diversity issues at department meetings with employees. • Investigate alleged discrimination or harassment thoroughly.

24. Managing Diversity • If a matter can’t be resolved, report the case to HR. • Do not react negatively to an employee who has filed a charge. • Always be fair and objective and supervise with equitable performance standards.