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MANAGING IN A DIVERSIFIED WORKFORCE

MANAGING IN A DIVERSIFIED WORKFORCE. February 1, 2010. WHY DIVERSITY?. Legal Requirements Labor Force . WHY DIVERSITY?. Impact on bottom line. WHY DIVERSITY?. “We made diversity a market-based issue….It’s about understanding our markets, which are diverse and multicultural.” Lou Gerstner

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MANAGING IN A DIVERSIFIED WORKFORCE

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  1. MANAGING IN A DIVERSIFIED WORKFORCE February 1, 2010

  2. WHY DIVERSITY? • Legal Requirements • Labor Force

  3. WHY DIVERSITY? • Impact on bottom line.....

  4. WHY DIVERSITY? • “We made diversity a market-based issue….It’s about understanding our markets, which are diverse and multicultural.” • Lou Gerstner • “Diversity is not just the right thing to do. It is a long-term, strategic business factor that has a significant impact on productivity, workforce motivation and innovation, market competitiveness, teamwork and customer loyalty.” • Mike Bagshaw • "This is no longer simply a question of common decency. It is a question of business survival.“

  5. MANAGING DIVERSITY • Objective: • Numbers: Equal representation • Avoid problems through “color-blindness” • Has the objective been achieved? • Glass Ceiling?? • Means • Expanded recruiting • Discrimination-free selection

  6. VALUING DIVERSITY • Full utilization • Work relationships • Recognizing & value differences • How?

  7. Barriers to Valuing Diversity Stereotypes and prejudices (ethnocentrism) Fear of reverse discrimination Resistance to diversity program priorities Unsupportive social atmospheres Lack of support for family demands Lack of support for career-building steps

  8. VALUING DIVERSITY: Building Positive Relationships • Enhance awareness of group differences • Concerned with valuing differences • Increase self-awareness

  9. VALUING DIVERSITY: Building Positive Relationships • Enhance awareness of group differences • Concerned with valuing differences • Increase self-awareness • Build Relationships

  10. VALUING DIVERSITY: Building Positive Relationships • Enhance awareness of group differences • Concerned with valuing differences • Increase self-awareness • Build Relationships • Empathy

  11. VALUING DIVERSITY: Building Positive Relationships • Enhance awareness of group differences • Concerned with valuing differences • Increase self-awareness • Build Relationships • Empathy • Provide Common Experience

  12. VALUING DIVERSITY: Building Positive Relationships • Enhance awareness of group differences • Concerned with valuing differences • Stereotypes • Increase self-awareness • Build Relationships (Social Atmoshpere) • Empathy • Provide Common Experience • Eliminate "us vs. them" mentality • For all employees • Guilt free & Fear Free • Focused on the present situation

  13. VALUING DIVERSITY: Pillars of Change • Visible top management support is essential • Consider composition of IBM task forces • Email from Sr. VP of Human Resources • Engage employees • Integrate diversity w/management practices • Train Supervisors • Hold managers responsible • Agendas • Accommodation • Alternative career paths • Extended leave • Flexible scheduling: Flextime, Job sharing • Link diversity goals to business goals

  14. VALUE DIVERSITY • “Diversity means embracing the rich tapestry of skills, experience and ideas that come from the varying backgrounds that society offers today.” • Mike Bagshaw • “The whole point is to draw on the uniqueness of each employee. If people feel that they must censor what they say and how they act, the major benefit of diversity is lost.” Robert Lattimer, diversity consultant

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