Managing Diversity in the Workplace

.
:


:
.
.


.

.
.

.


.


Diversity.
.
:
- : .
- : .
: - : .
- : .
- : .

)Gardenswartz & Rowe (2010

Diversity Trends
Diversity Trends
Stereotyping will decrease overtime because of:
Interracial marriages continue to grow and this will
eventually decrease stereotypical classification of
people into racial groupings.

Business owners and business leaders are

increasingly women and persons of color.
 Dimensi
ons of
Diversity

Gardenswartz & Rowes wheel (2010(

 Dimensions of Diversity
1. Personality: This includes an individual's likes and
dislikes, values, and beliefs. Personality is shaped early in
life and is both influenced by, and influences, the other
three layers throughout one's lifetime and career choices.
2. Internal dimensions: These include aspects of
diversity over which we have no control (though
"physical ability" can change over time due to choices we
make to be active or not, or in cases of illness or
accidents). This dimension is the layer in which many
divisions between and among people exist and
which forms the core of many diversity efforts.
These dimensions include the first things we see
in other people, such as race or gender and on
which we make many assumptions and base
judgments.
Gardenswartz & Rowes wheel (2010(
 Dimensions of Diversity cont..

3. External dimensions: These include aspects of our

lives which we have some control over, which might
change over time, and which usually form the basis for
decisions on careers and work styles. This layer often
determines, in part, with whom we develop friendships
and what we do for work. This layer also tells us much
about whom we like to be with.
4. Organizational dimensions: This layer concerns the
aspects of culture found in a work setting. While much
attention of diversity efforts is focused on the internal
dimensions, issues of preferential treatment and
opportunities for development or promotion are impacted
by the aspects of this layer.
Gardenswartz & Rowes wheel (2010(
 Dimensions of Diversity cont..
The usefulness of this model is that it includes the
dimensions that shape and impact both the
individual and the organization itself. While the
"Internal Dimensions" receive primary attention in
successful diversity initiatives, the elements of
the "External" and "Organizational" dimensions
often determine the way people are treated, who
"fits" or not in a department, who gets the
opportunity for development or promotions, and
who gets recognized.

Gardenswartz & Rowes wheel (2010(



( ) :







( ) :









Personal

ity Inner

Circle

(Gardenswartz & Rowes wheel (2010

Workforce is More Diverse
than Ever Before
More women are working than ever before
The workforce will continue to get older
Very rapid growth in minorities since 1990
& expected to continue (number of
immigrants has increased)
Ethnic and racial diversity is increasing
Company mergers and buy-outs
Globalization of business
Doing business with people from around world
What Is Diversity?

Diversitycharacteristics that make

people different from one another,
including
Characteristics a person has little or no
control over, and
Characteristics that can be adopted

Stereotyping
Diversity as an Asset
Diversity can have positive, negative,
or neutral effect on firm performance

Benefits
Increased creativity
Better group problem-solving
Greater system flexibility
Better information
Enhanced marketing
Challenges in Managing Diversity

There are numerous challenges to

manage diversity.
A company must be aware of
those challenges in order to be
prepared to reduce conflict in the
workplace as much as possible
they need to be aware of the
issues that can arise when
employing a diverse workforce.
Challenges in Managing Diversity

Diversity vs. Inclusiveness

Individual vs. Group
Fairness
Universal Management
Cultural Relativity
Challenges in Managing Diversity

Resistance to change
Group cohesiveness and
interpersonal conflict
Segmented communication
networks
Resentment
Retention
Glass Ceiling
Competition for opportunities
 1


) ( )
(
: Glass Ceiling

.

:
 1
(1
.
(2
.
(3 .
(4 .
(5 .

)(Cox, 2003


1965-1961

1972 Equal Employment
Opportunity (EEO
( Legislation

1990-1980
Affirmative Actions

Managing diversity
 Comparison of Affirmative Action
and Diversity Management
AA
Approach Legal approach
Rationale Equality of outcomes
Designated population groups
such as minority and women
Target group
Drivers Legal compliance; societal pressure
Evaluation Governmental timelines and targets
Benefits Increased workforce participation
of the designated groups
Limitations Problem oriented violates merit;
backlash by the powerful groups
DM
Voluntary corporate
Improved business
No specific group targeted, all
employees treated as diverse
Business outcomes, company
reputation
Lesser emphasis on
evaluations; difficult to specify
outcomes
Opportunity oriented;
improved productivity because
of improved human capital
Takes the focus off minority
ethnic workers and women.
Fewer evaluations


 Challenges of Diversity
cont..
Fairness challenge
In past, typically viewed as equal treatment
Equal Employment Opportunity
Now employers must embrace new diversity
Essentially focus on differences
Synergy challenge
More and more group-based work
Diversity can create positive and negative conflict
Can facilitate creative problem-solving
Can close down communication
Can derail group processes
Group leaders must minimize destructive conflict
and maximize diversity of input
Training by Texas A&M University

/

1
2

10

3


9

4

8
5

6



 Strategies for Managing
Diversity
Articulate a clear diversity mission, set
objectives, and hold managers accountable.
Spread a wide net in recruitment to find the
most diverse possible pool of qualified
candidates.
Identify promising women and minorities and
provide them with mentors and other kinds of
support.
Set up diversity councils to monitor the
companys goals and progress toward them.

Training by Texas A&M University

 Programs for Managing Diversity:
Diversity Training

Providing managers with training

How to recruit/hire diverse employees
How to orient/integrate new employees
Providing all employees with
training
Realizing the differences that exist
Learning how differences affect
working environment
How to maximize productivity without
ignoring employee differences
Training by Texas A&M University



Best Practices
In
Achieving Workforce Diversity

National
Partnership for Reinventing Government
) (NPR .


.
:
.1 Leadership and management
.commitment
.2 . Strategic planning
. Employee involvement .3
 :
Leadership Commitment
-1
Taking Ownership and Communicating the Vision

.

..

.
:




.
Office of
Diversity





.



 -2
Empowering Through
Leadership







.




.

 :
Strategic
Planning
-1
Linking Diversity to Strategic
Plans


.


..


.
..


Balanced Workforce Strategy






..




.




:
Balanced .1
.Workforce
.2

.
: .




.
.



:
.1 )
(.
.2 )
(.
.3
.
.4 )
(.
.
:
.1


:
.1 ) Framework

(.
.2 ) Strategic Plan



(.
.3 ) Implementation

(.
.

:
) .1
(.
 Accountability -2

- -



.
"
.

Consequence Management


"

.
1996





.

:
.1
.
.2

.
.3
.
.4

.
 -3 Assessment
and Evaluation




.







.
:
.1 Employee attrition rates .
.2 . Workforce satisfaction





.
Scorecard

:
-1
.
-2 -3 . .




.





.
"
" Managing Diversity Diagnostic Tool






.
 :
Employee Involvement

:
.1
.
.2
.
.3 .
.
Employee Involvement
Feedback


 ..








Diversity

Summit





.
)
 Dialog
with Affinity Groups




)(
.





.
..



 " :



.
caucus
groups




.

) (



 Mentoring
Employees

Mentors



.



.





Employee Wellness
..


.




.




.


 :

"
"