CHALLENGES OF HR MANAGER TO HANDLE WORKFORCE DIVERSITY

PRESENTATION BY: ADITYA SINGH & AKSHITA ALOK

Defining WORKFORCE DIVERSITY

Workforce diversity refers to the variety of differences between people in an organization. Diversity encompasses race, gender, ethnic group, age, personality, cognitive style, tenure, organizational function, education, background and more. According to Thomas, dimensions of workplace diversity include, but are not limited to: age, ethnicity, ancestry, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, religious beliefs, parental status, and work experience.

Understanding DIVERSITY

The notion of diversity suggests different things to different people. Some may consider diversity as a problem, or challenge, that hampers organizational effectiveness. Others may consider diversity an opportunity to expand valuable perspectives and ideas. Differences in characteristics should be recognized and valued, not lost in conformity that produces people who all "look" the same. Work place diversity therefore, intends to also consist of social, economic and political visible and non visible differences which might not have a direct creational origin from the work place, but certainly have direct impact on work attitude and performance at the work place. Workforce Diversity Management is about increasing ones cultural competency, understanding people as individuals rather than groups, and building productive human

Managing DIVERSITY

Managing diversity means managing people in the best interest of employee as well as employer. Managing diversity is an on-going process that explore the various talents and capabilities which a diverse population bring to an organization, so as to create a wholesome, inclusive environment, that is safe for differences, enables people to reject rejection, celebrates diversity, and maximizes the full potential of all, in a cultural context where everyone benefits. Therefore, it is desirable to recognize and value such differences by adapting management practices to different life and work styles of the diverse group. Diversity management involves creating a supportive culture where all employees can be effective. It is important that top management strongly support workplace diversity as a company goal and include diversity initiatives in their companies' business strategies. It has grown out of the need for organization to recognize the changing workforce and other social

WHY MANAGE DIVERSITY?

A large number of women are joining the work-force.

Work-force mobility is increasing Young workers in the work-force are increasing Ethnic minorities' proportion constantly in the total work-force is increasing International careers and expatriate are becoming common.

INDIAN CONTEXT

Over 400 million women are employed in various streams Socially disadvantaged people (scheduled casts/tribes, etc.) have entered organizations as a result of a policy of reservations and concessions. Old employees have grown in number because of improved medical and health care. IT Industries like Infosys, TCS and Wipro are actively recruiting foreign nationals and women, both by choice and design.

AMERICAN CONTEXT

Blacks will grow from 12.5 to 14% Asians from 5 percent to 11.5% The 55+ age group which currently makes 13% labor force will increase to 20.5 percent by 2014 Number of female workers are projected to increase to 47% by 2015 Currently, as per ILO report, 45% of world women population aged (15-64) are employed.

CHALLENGES IN MANAGING WORKFORCE DIVERSITY

1. INDIVIDUAL VERSUS GROUP FAIRNESS: This issue is closely related to the difference in divisive versus better i.e. how far management should go in adapting HR programs to diverse employee groups. 2. RESISTANCE TO CHANGE: Long established corporate culture is very resistant to change and this resistance is a major roadblock for women and minorities seeking to survive and prosper in corporate setting. 3. RESENTMENT: Equal Employment Opportunities (EEO) was imposed by government rather than self initiated. The response to this forced change was in many cases grudging compliance. 4. GROUP COHESIVENESS AND INTERPERSONAL CONFLICT: Although employee diversity can lead to greater creativity and better problem solving; it can also lead to open conflict and chaos if there is mistrust and lack of respect among groups. This means that as organizations become more diverse, they face greater risks that employees will not work together effectively. Interpersonal friction rather than cooperation may become the norm. 5. SEGMENTED COMMUNICATION NETWORKS: It has been seen that most communication in the organization occurs between people with some similarities either by way of gender or by way of same place. 6. BACKLASH: Some groups in the organization may feel that they have to defend themselves against encroachments by those using their gender or ethnicity to lay claim to organizational resources .Thus, while women and minorities may view a firms cultural diversity policy as a commitment to improving their chances of advancement. 7. RETENTION: The job satisfaction levels of women and minorities are often lower than those of majorities. Therefore it becomes difficult to retain such people in an organization. 8. COMPETITION FOR OPPORTUNITIES: Already, there are rising tensions among the disadvantaged groups jockeying for advancement. Employers are being put into the uncomfortable position of having to decide which disadvantaged group is most deserving.

HOW TO MANAGE?
I. EMBRACE DIVERSITY: Successfully valuing diversity starts with accepting the principle of multiculturalism. Accept the value of diversity for its own sake not simply because you have to. The acceptance must be reflected in actions and words. II. RECRUIT BROADLY: When you have job openings, work to get a diverse applicant pool. Avoid relying on referrals from current employees, since this tends to produce candidates similar to existing work force. An exception is that if the present workforce is fairly diversified then there is no harm in accepting referrals from current employees. III. SELECT FAIRLY: Make sure your selection process does not discriminate. Particularly ensure that selection tests are job related. IV. PROVIDE ORIENTATION AND TRAINING: Making the transition from outsider to insider can be particularly difficult for non-traditional employees. V. SENSITIZE ALL EMPLOYEES: Encourage all employees to embrace diversity. Provide diversity training to help all employees see the value in diversity.

CONTD.

VII. REINFORCE EMPLOYEE DIFFERENCES: Encourage employees to embrace and value diverse views. Create traditions and ceremonies that promote diversity. Celebrate diversity by accentuating its positive aspects. But also be prepared to deal with the challenges of diversity such as mistrust, miscommunication, and lack of cohesiveness, attitudinal differences and stress.

VIII. INVOLVE ALL WHEN DESIGNING THE PROGRAM: Involve as many employees from every level in the organization as you can when designing a diversity initiative. This gets people talking about the program and promotes ownership and buy-in.
IX. AVOID STEREOTYPES: Stereotypes are pre conceived notions which a person holds for particular person. They are beliefs that all members of specific groups share similar traits and are likely to behave in the same way. Stereotypes create categories and then fit individuals into them. Managers can combat this by mixing teams, creating smaller mixed teams for subtasks, monitoring all team members progress and allowing individuals to volunteer for roles rather than being cast into their

ALIGNING H.R. POLICIES

1. MAKE IT STRATEGIC: Incorporate diversity into your business strategy and communicate the professional business sense and leadership commitment to diversity; make training only a part of the overall diversity program; revisit existing policies and programs to ensure they align with and support your vision for diversity. 2. MAKE IT MEASURABLE: Periodic climate surveys and ongoing exit interview surveys can provide you with valuable information with which to measure your program's effectiveness. 3. MAKE IT RELEVANT TO YOUR CUSTOMERS/CLIENTS: Depending upon who are your current customers are; who might your new customers be and their interests; how might you position your organization to meet the needs of an increasingly diverse market; the policies should be aligned with these forecasts and data. 4. MAKE IT INCLUSIVE: Make your program applicable to all employees of the organization, rather than targeting people of color, women or disabled employees. 5. MAKE SURE THERE'S ACCOUNTABILITY: Assign responsibility to a core team of leadership professionals for the development and implementation of strategic action plans

CONTD.

7. MAKE IT UNIFYING: Rather than polarizing or alienating, which many diversity programs tend to be as they recreate social inequities 8. MAKE IT STANDARD: Role model an appreciation of differences from the top down; the message must stem from leadership and business vision, and be modeled by senior executives. 9. MAKE IT COLLABORATIVE: Encourage accountability and ownership of the responsibility for fostering an inclusive environment by all managers and staff throughout the organization. 10. MAKE IT COMPREHENSIVE: Cover the basics, like rolling out compliance training and developing anti-harassment and anti-bias policies, but be sure to assign critical importance to the development of intercultural competence and the associated skills.

PILSBURYS PROGRAM FOR MANAGING DIVERSITY

Stage I - BRIEFING SESSION
a. Review organizations cultural assessment data and diversity plan. b. Learn basic concepts regarding high performing, culturally diverse organizations.

Stage II - TEAM SESSION

a. Build team skills b. Clarify business rationale for cultural diversity c. Understand differences

Stage III ADDED VALUE (RACE)

a. enhance racial interactions and communications b. Identifying stereotyping behavior c. Develop strategies for greater inclusions of minorities races

Stage IV ADDED VALUE (GENDER)

a. Enhance gender communications and interactions
b. Indentify stereotyping behavior c. Develop strategies fro greater inclusion of women

Stage V ADDED VALUE (STYLE)

a. Identify the value that differences in styles, ethnicity, gender and culture bring to the workplace. b. Practice teamwork that enhances the contribution of each member

Stage VI STRATEGIC PLANNING

a. Integrate cultural diversity into the business plan b. Develop plans to enhance the human resource system

H.R. PROGRAMS FOR CULTURALLY DIVERSE EMPLOYEES

1. SOCIALIZATION AND ORIENTATION :
New employees may feel isolated when their cultural differences prevent them from obtaining the interesting and challenging work assignments that are needed to learn job related skills and to qualify for promotions. Women and minorities may experience additional stresses if they feel they must become bicultural in order to be accepted by co workers in the majority group. Women and minorities are sometimes held to higher standards than other co workers as they enter non traditional occupations.
These issues must be considered and training sessions and orientation programs targeted to a segregated audience should be conducted without giving the impression of preferential treatment.

2. CAREER DEVELOPMENT:
Programs that promote valuing differences and managing diversity can be useful in creating a positive climate for career advancement.

3. MENTORING WOMEN AND MINORITIES:

Women employees are known to prefer a female mentor for themselves as it gives them someone to look up to and also not have to worry about issues like romantic link-ups or attraction. Also minority employees receive more support in a homogeneous mentoring relationship.

4. SEXUAL AND RACIAL HARASSMENT TRAINING:

The work environment must be free from sexual demands or hostile acts. The training to avoid racial harassment of any kind and sexual exploitation of employees should be made mandatory and a zerotolerance approach should be adopted.

Thank You.