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Presented by Dr Carmen Maritz. Diversity Management. Section 1: Introduction. Increasing GLOBALISATION Companies are urged to include diversity management in their strategic objectives; “What†it is, “Why†it is included, and “How†it is measured is often unclear.
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Presented by Dr Carmen Maritz Diversity Management
Section 1: Introduction • Increasing GLOBALISATION • Companies are urged to include diversity management in their strategic objectives; • “What” it is, • “Why” it is included, and • “How” it is measured is often unclear • Diversity is the most talked about and least implemented corporate objective. • In times of economic instability, poor results and restructuring – it is the strategic objective most likely to be dispensed with.
Section 1: External and Internal business case • A need to integrate and value diversity for the benefit of people management; • Corporate objectives
Section 1: External business case • External reason for managing diversity more effectively = higher levels of customer satisfaction; • Market may include customers who speak a variety of languages, who has different social orientations and who have differing needs. • Government is taking a pro-active role in improving diversity by prescribing certain legislation (EE, BCEA, SD) and certain charters (Broad Based Black Economic Empowerment BBBEE)
Section 1: External business case • The benefits to the organisation would include:
Broad-based socio-economic empowerment charter for the mining industry
Section 1: External business case • The BBBEE charter takes a ‘scoreboard’ approach to help government process license applications. • Points are accumulated based on a number of transformation criteria.
Section 1: Internal business case • People’s differences (language, gender, religion, nationality, generation gaps ) should be optimised to add value to the organisation; • The motivation, loyalty and commitment, and hence productivity, of a diverse workforce can be improved by eradicating all irrelevant pre-judgments about differences which negatively affect employees’ self-confidence, dignity and sense of belonging.
Section 1: Internal business case When employees are being valued, challenged and appreciated = increase in performance
Section 1: Internal business case Vegetable soup
Section 1: Internal business case Vegetable soup • Vegetable soup = all the ingredients are mashed and squashed together to deliver the end result. • Cannot taste the individual ingredients
Section 1: Internal business case Garden salad
Section 1: Internal business case Garden salad • Salad = all the ingredients are sliced and chopped together to deliver the end result. • The individual taste of each ingredient is prevalent
SECTION 2: TWO APPROACHES TO DIVERSITY
Section 2: Definition of diversity Diversity: Encompasses all forms of difference amongst individuals, including culture, gender, sexual orientation, religion, ethnic groups, political affiliation etc. Workforce diversity is a powerful force for change in organisations
Section 2: Primary and Secondary dimensions of diversity Diverse human differences which are inborn Diverse differences which can be changed
Hofstede’s model for understanding cultural diversity • Individualist: • Loose social frameworks • Primary concern = themselves and their family; • Individuals looking after own interests; • Personal responsibility and individual decision making • Collectivist: • Tightly knit social frameworks • Loyalty and unity and a group approach to life and work; • Group cohesion and group decision making • Conformity and team unity is the norm
Hofstede’s model for understanding cultural diversity • High power distance: • Significant hierarchy; • Formality is the norm; • Titles are valued and used; • Seniority is based on position. • Low power distance: • Social inequality should be reduced to a minimum; • More trust amongst people; • Superiority is based on merit.
Hofstede’s model for understanding cultural diversity • High uncertainty avoidance: • Concerned with security; • Avoid conflict; • Need for consensus; • Inherent uncertainty in life is a threat. • Low uncertainty avoidance: • More tolerant of ambiguity; • Risk takers; • Conflict not a threat but seen as constructive.
Hofstede’s model for understanding cultural diversity • Masculinity: • Expect people (cultures) to be strong, powerful, assertive, competitive and directive • Femininity: • Expect people (cultures) to be relationship-orientated, nurturing, supportive and empathetic
Hofstede’s model for understanding cultural diversity • Long term orientation: • Strategic and well planned; • Long thought about; • Good consideration. • Short term orientation: • Tactical decision making and spontaneous action; • Opportunities are immediately capitalised upon;
Cultural dimensions of the SA workforce White South Africans: Black South Africans:
SECTION 3: TOWARDS A BETTER UNDERSTANDING OF DIVERSITY
Section 3: Kaleidoscopes • The examples of the kaleidoscope images helps us to understand how social identities vary according to context at hand; • Individual social identity is a highly complex concept, comprising as it does a variety of dynamic identities and personality factors; • We need to differentiate between various individual identities and to manage them on the basis of the relevance to the particular context. .
SECTION 4: Practical diversity skills
Section 4: Situationally adaptable approach The solution to the effective management of diversity involves accepting the kaleidoscope while extracting from it only the relevant information. This will ensure that we:
Section 4: Situationally adaptable approach Relevant information Judgement Decision relevant to situation
Section 4: Drafting a diversity strategy • Requires effective strategic planning; • Requires leadership competence; • Requires individuals and organisations to be situationally adaptable and to respond to the needs of all stakeholders in a manner which ensures optimal performance.
Section 4: Drafting a diversity strategy • The following aspects are critical in effective diversity management:
Section 4: Drafting a diversity strategy • The critical components of an effective diversity strategy: • Managing the diversity component; • Target setting or affirmative action imperative – career development and training Career development includes the following: .
Section 4: Drafting a diversity strategy • The following aspects are critical in effective diversity management:
Section 4: The HR Diversity Model Monitoring Diversity management Staffing and people management Consultation Strategic alignment Communication Role of HR External aspects of diversity Monitoring *Targets *Audit results *Diversity committees *Performance management
Section 5: Government Legislation • Apartheid left behind a legacy of discrimination and prejudice against HDSAs; • The democratic government, during 1994, initiated reforms to ensure that all individuals have an equal chance of being considered for employment and to enjoy equal treatment once employed; • Affirmative action and Employment Equity are legally enforced in SA organisationsand therefore organisations must comply to the law; • Diversity management is rather viewed as a competitive advantage and a strategic necessity to survive in a globally diverse environment.
