Professional Documents
Culture Documents
TOPIC
TABLE OF CONTENTS
INTRODUCTION:
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Today, at the beginning of the 21st century, the world is submerged in a wide
range of demographic trends which have the potential to radically change the
demographic, cultural and ethical mixture of the population in many countries
within just a few decades.
Top managers often say that their company's people are its most important
asset. In a tight job market and a global economy a company that puts people
first - regardless of their race, religion, gender, age, sexual preference, or
physical disability - wins.
Companies, especially big multinational players which have to deal with these
changes, are growingly forced to react. Employees, once a homogenous group
in many countries, are increasingly diverse and need to be integrated within and
into working environments. Diversity can present an immense source of
opportunities but it can also mean the opposite, a big threat.
Diversity management is a managerial approach in response to these trends and
can help companies to effectively and efficiently manage their personnel
diversity, i.e. personnel made up of diverse and multifaceted people. The text
argues that a diverse workforce can be regarded as an instrument of sales
promotion, a marketing tool to induce customers to buy certain products or
services.
To be successful at creating workforce diversity program involves attracting
and retaining the highest quality individuals in the talent pool. For the HR
professional it means looking beyond obvious recruitment methods and venues
for good people, then learning how to manage human potential sensitively. It
requires an ever-increasing awareness of how people from different
backgrounds deal with authority, communication, overall business etiquette,
and relate to their communities of affiliation.
Promoting workforce diversity is a process that takes place in many stages and
on many levels. It requires HR professionals first to recruit a competent and
qualified staff, then to accommodate individual needs within the context of the
work team and the organization.
What is diversity?
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Diversity to us means all aspects in which people differ from one another. This
includes both the visible and relatively easily demonstrable personal
characteristics such as gender, age and ethnicity, as well as the less visible
personal characteristics, such as competencies, needs and wants, work styles
and character traits. Each employee has his or her own, unique combination of
such characteristics. Another definition describes diversity as creating high
performing organizations through valuing and using all the talents of employees
of different groups. Regardless of how diversity is defined, it is an issue that is
sweeping the nation. If the corporate society does not address the issue by
learning how to manage diversity, they will fail.
Diversity Management
Diversity
Managemen
t
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First, there is an increase in the cost of training. This increase comes from costs
associated with seminars, programs and lectures given to promote diversity in
the corporation. These types of training are given to all levels of staff within the
organization. They teach employees others. These programs also teach one how
to deal with conflicts and prejudice in a professional and civil manner.
An often heard argument to avoid having to put energy into diversity is that it
only leads to misunderstanding, undesired formation of groups, communication
problems and conflicts in the work force. When put like this, paying attention
to diversity seems a useless investment.
But demographic developments cannot be ignored. In situations like labor
shortage, organizations cannot permit themselves to exclude a substantial part
of the labor force. Diversity in personnel has different advantages pertaining to
business economics:
Attraction for a wider group of customers: more people can identify with the
organization. This could increase your turnover;
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 your present workforce.
Provide orientation and training for minorities: Making the transition from
outsider to insider can be particularly difficult for nontraditional employees.
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People have a lot of viewpoints and having people from many backgrounds and
places in life brings a lot of those viewpoints into the mix. In some situations, a
lot of viewpoints give us a lot of options. Plus, since there are many different
viewpoints and environments in the workers, there are many opportunities for
these different viewpoints to come into the planning of strategic initiatives,
allowing the firm to serve a wider group of consumers and interests. The
Various .advantages of having a diverse workforce are the following;
CASE STUDIES:
A manager or the superior must be aware of the background, cultures, and values
of employees. The motivation factors for a full time working mother to support her
two young children are different from the needs of a young, single, part-time
employee or an older employee who is working to supplement his or her
retirement.
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ACCENTURE DIVERSITY
GOOGLE DIVERSITY
"Diversity plays a large role in the way we're developing our engineering
organization around the world. We're building a large worldwide office
presence to establish ample global representation among our engineers, and
we're applying that same focus to establish a balanced representation of
employees at Google. In the end, these efforts help us more accurately and
relevantly represent our users, and our continued success depends on the best
minds working from different perspectives and insights.
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INFOSYS DIVERSITY
TCS DIVERSITY
Diversity in companies is no longer about being melting pots, but being salad
bowls," according to Grady Searcy. "We want people to retain their identity yet
be integrated into the company Currently, 7.5 per cent of our workforce
consists of non-Indians," said Mr. S PADMANABHAN,EXECUTIVE VICE
PRESIDENT and head Global human resource, TCS said while speaking at the
NASSCOM HR Summit on `The War for Talent' held recently in Chennai. In a
session on managing cross-cultural teams, speakers emphasized that managing
a diverse workforce is no longer a choice, but an imperative.
The Indian workplace is no different from global MNCs.TCS has announced
plans to hire about 4,000 people from across the world.
Geographical culture
Source:-Kristiansand University
WIPRO DIVERSITY
Wipro launched of its Women of Wipro (WoW) initiative, coinciding with the
international Women's Day. Wipro honored its women workforce with the title
of 'Green Ambassadors' besides felicitating women achievers.
The WoW initiative has been launched as a chapter of the Wipro's Diversity
Council, as the company's Green Ambassadors will influence a change in the
environment by undertaking various projects that emphasize on the aspect of
'Green'.
The initiative will be driven by the Green Ambassadors at a personal level.
WoW will also work towards creating visibility for its female leadership, both
internally and externally. Building sustainable and growing networks that
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DIVERSITY PAYS
This will not be easy. How do we get there if our start point is three women in a
workforce of hundreds? As always, we have to begin at the top. If the captains
don't get it; then we shouldn't start! Let's not forget, in this talent scarce market
companies (should) want to attract people of all backgrounds, promote gender
diversity and spread the talent net as wide as possible. And frankly, once a
company builds a diverse team the pay back is through superior performance.
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Questionnaires
1. What are the sources of diversity in a workplace?
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2.What are the net new entrants into the workforce between 2011 and 2019?
100%
90%
80%
70%
60%
100%
50%
40%
62%
30% 49%
20% between 2011 to
10% 2019
0%
140%
120%
100% 88%
80%
60% 39%
40% 2007
13% 36% 50%
20% 32% 2019
12% 6%
0%
Categories Yes No
Employees 25 75
5. Surveying 50 companies, for the knowledge about the benefits of the Diversity
Management concept
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During the making of this project we crossed with different limitations. Some of
them are as follows:
CONCLUSION
The extent to which managers recognize diversity and its potential advantages and
disadvantages defines an organization’s approach to managing the diversity. No
organization in this world of globalization would survive without workforce
diversity. It is the duty of the management to critically evaluate the benefits of
workforce diversity in their organization. On the other hand the management
should put in place conditions which would enhance the workforce diversity in
their organizations, more especially in their strategies formulation on the diversity
of workforce. Hence, with the diversity of the workforce, the organization would
be internally and externally competitive. Although, the process of diversification of
organizations has six stages: denial; recognition; acceptance;
appreciation; valuing; and utilization. It is believed that organizations should put in
place strategies to enhance workforce diversity. In terms of organizational
learning, organizations are still stuck on the problem of getting people to value
diversity and have not yet determined ways to utilize and exploit it . It is the
approach to diversity, not the diversity itself which determines the actual positive
and negative outcomes. Managing diversity in organizations absolutely dependent
upon the acceptance of some primary objectives to which employees are willing to
commit, such as the survival of the firm. In today's fast-paced work environment a
successful organization is one where diversity is the norm and not the exception.
Workforce diversity can have both positive and negative outcomes in
organizations. We argued that an important consideration while examining both
these outcomes of team diversity is the demographic context in which teams
function. diversity behaviors in organizations is incomplete without acknowledging
the role of a broader organizational context in shaping these behaviors.