Workplace D i v e r s i t y : Multiple Generations, Ethics & Cultural Differences

Workplace Diversity: Multiple Generations, Ethics & Cultural Differences 1ST INTERNATIONAL HR CONVENTION – Arusha, Tanzania ‘Think Regionally, Act Locally: People First.’ Kap Kirwok

OutlineWorkplace Diversity1. Mapping the terrain: A Journey into infinity 2. Multiple Dimensions: Managing complexity 3. PERSONAL ANECTODES ; STORIES4. Outlook: Technology, Psychology & Geography

I. A Journey to infinity Just to be clear…Workplace Diversity is more than about multiple generations, ethics and cultural differences

Before we can manage diversity, we need to understand its… …many dimensions

Male Female LGBTQQ (lesbian, gay, bisexual, transgender, questioning, queer) The Gender and Sex Dimension Sex: a biological reality Gender: a social construct

Mongoloid Australoid Negroid Caucasoid 2. The Race and Ethnicity dimension Race: shared physical characteristics Ethnicity: shared cultural & social characteristics

The colour continuum within the race dimension Not clear where one begins and another ends…!

Physical features within the race continuum as well? Fun question: Which racial mixture is this lady?

Fun answer: Not easy to tell but it shouldn’t matter!

Identity in concentric circles 3. The Nationality & Regionality Dimension

Baha’i Muslim Sikh Jewish Christian 4. Spiritual & Religious Dimension Zoroastrian Hindu Buddhist Taoist Shindoist New age

5. THE DISABILITY DIMENSION Bipolar? ADHD? Stuttering? Bulimia? Anorexia? Personality disorders? (e.g. NPD)

Physical 6. Ability Dimension Cognitive Gifted, Multi-talented

Are they ‘seeing’ the same ‘thing’ on the screen? 7. The Age Dimension

So many areas of differentiation in workplace diversity 8. Education level? 9. Economic status? 10. Marital status? 11. Infinity! The more diverse, the more complex to manage - potentially

2. Managing complexity Key Premise: Workforce diversity is an opportunity & a challenge. Several studies affirm the value of diverse teams in creativity, productivity & overall organisational performance. But … which dimensions do you consider primary (‘inborn’, with lifetime impact), and which secondary (acquired, less impactful*)? Acquired Inborn Acquired The answer should guide your diversity and inclusion policy (*Religion is acquired but has deep impact!)

2. Managing complexity Multiple Generations, Ethics & Cultural Differences

2. Managing complexity • Baby Boomer* [colonial/independence] (1946-1964)**- Great expectations? • Generation X* [post independence] (1965-1980)-Great disappointment? • Generation Y/Millennials* [Internet era] (1980-2000)-Despair to hope? • Generation Z* [the social networked](2000 - date)- Hope to hope? Four Generations at the work place* ** Some work beyond formal retirement age because they own/co-own firms/organizations *American categorization

2. Managing complexity • The median age -19 years • 80 percent of population below 35 years • The majority in the workforce are Gen Ys– the Internet Generation. East Africa’s* demographic pyramid Source: Population pyramid.net * Uganda as an example

2. Managing complexity • An understanding of the formative context of each generation Managing multiple generations in the workplace requires: • An understanding of the popular perceptions/stereotypes regarding the generation’s idiosyncrasies and values. • An understanding of the strengths and weaknesses of each generation, and establishing a system to integrate and foster cross-learning across generations with a view to deriving synergistic value. What are these strengths and weaknesses?

2. Managing complexity Big topic: 3 examples - communication, sexual harassment & corruption Communication: Ethics & Cultural Differences High context cultures* – the way words are said, where it is said in the presence of who, is more important than the words themselves. Low context cultures*– the way words are said don’t matter much; they have clear meaning; there is nothing implied beyond the plain meaning of the words. * Edward T Hall (1975). Beyond Culture

2. Managing complexity Do you agree? Ethics & Cultural Differences

2. Managing complexity Sexual harassment Ethics & Cultural Differences • How is this perceived in: • High context cultures? • Low context cultures?

2. Managing complexity Corruption Ethics & Cultural Differences • How is this perceived in: • High context cultures? • Low context cultures?

2. Managing complexity • E. Kant: human duality – reason & impulse, need for control Ethics: Are there universal constants? A universal code of conduct? • K. Max/F. Engels: it is context/situation dependent! • Beyond religious edict – this seems universal: non-provoked aggression or violence, including theft and robbery. • Organizational culture is guided by universal ethics but also its vision and mission

2. Managing complexity • A well-informed diversity policy consistent with organizational culture and goals Managing diversity in the workplace – the basics • A training and awareness programme across the organisation – routinely delivered • An open environment that encourages the debating of norms; and reporting of infringements • Tools to assess perceptions and establish personality types

3. PERSONAL ANECTODES; STORIES

4. Outlook: Technology, Psychology and Geography These are increasingly shaping and redefining ‘diversity’ and the ‘workplace’ • Advances in ICT means the workplace is everywhere and anywhere, thus elevating diversity to a different level • This affects the psychology of interaction in profound ways, with consequences that are yet to be fully understood

4. Outlook: Technology, Psychology and Geography These are increasingly shaping and redefining ‘diversity’ and the ‘workplace’ • It reduces the importance of geographic location • Artificial intelligence (AI) will redefine not only the concept of diversity, but the whole idea if a workforce. • Which others?

LET US ENGAGE

Workplace D i v e r s i t y : Multiple Generations, Ethics & Cultural Differences