MULTICULTURALISM and DIVERSITY WHY DIVERSITY u Legal Requirements

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MULTICULTURALISM and DIVERSITY

MULTICULTURALISM and DIVERSITY

WHY DIVERSITY? u Legal Requirements u Labor Force u 20% of employees are traditional

WHY DIVERSITY? u Legal Requirements u Labor Force u 20% of employees are traditional u Native born whites = 10% of workforce growth u 2010: 15% of workforce will be native born whites u Increasing number of PWD u 35 -54 age group > 50% of workforce u Customer Appeal u 750 million PWD = $461 billion u Market Development Organization u Creativity Demands

WHY DIVERSITY? u “We made diversity a market-based issue…. It’s about understanding our markets,

WHY DIVERSITY? u “We made diversity a market-based issue…. It’s about understanding our markets, which are diverse and multicultural. ” u u “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. ” u u Lou Gerstner Mike Bagshaw "This is no longer simply a question of common decency. It is a question of business survival. “

MANAGING DIVERSITY u Objective: u Numbers: Equal representation u Avoid problems through “color-blindness” u

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

VALUING DIVERSITY u Full utilization u Work relationships u Recognizing & value differences u

VALUING DIVERSITY u Full utilization u Work relationships u Recognizing & value differences u How?

VALUING DIVERSITY: Building Positive Relationships u Enhance awareness of group differences u Concerned u

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

VALUING DIVERSITY: Building Positive Relationships u Enhance awareness of group differences u Concerned u

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

VALUING DIVERSITY: Building Positive Relationships u Enhance awareness of group differences u Concerned with

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

VALUING DIVERSITY: u Visible Pillars of Change top management support is essential u Consider

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

VALUE DIVERSITY u “Diversity means embracing the rich tapestry of skills, experience and ideas

VALUE DIVERSITY u “Diversity means embracing the rich tapestry of skills, experience and ideas that come from the varying backgrounds that society offers today. ” u Mike Bagshaw u “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