DIVERSITY MANAGEMENT

 “recognition and valorization of individual differences”

 Means understanding that each individual is unique, and recognizing our
individual differences. These can be along the dimensions of race, ethnicity,
gender, sexual orientation, socioeconomic status, age, physical abilities,
religious beliefs, political beliefs, or other ideologies.

DIVERSITY MANAGEMENT
 Diversity management as a concept appeared and gained momentum in the
USA in the mid-1980s.
 President Ronald Reagan threatened to dismantle equality and affirmative
action laws in the USA in the 1980s
 The presence of diversity management in the workplace has been depicted as
the existence of conceptual and operational policies and programs within the
organizations that ensure that the various groups that exists in the societal
spectrum are able to effectively participate in the various levels that exists in
the organizations.

HISTORY
 Advancements in technology now allow companies to hire and manage
employees from around the world and in different time zones.
 Companies are designing specific programs and policies to enhance employee
inclusion, promotion, and retention of employees who are from different
backgrounds and cultures.

“MANAGERS” WITH DIVERSITY

MANAGEMENT
WHAT INVOLVES
 Intranational diversity management refers to managing a workforce that
comprises citizens or immigrants in a single national context. The diversity
programs focus on providing employment opportunities to minority groups or
recent immigrants. For example, a French company may implement policies
and programs with the aim of improving sensitivity and providing
employment to minority ethnic groups in the country.

INTRANATIONAL DIVERSITY
MANAGEMENT
 Cross-national, or international, diversity management refers to managing a
workforce that comprises citizens from different countries. It may also involve
immigrants from different countries who are seeking employment. An
example is a US-based company with branches in Canada, Korea, and China.
The company will establish diversity programs and policies that apply in its
US headquarters as well as in its overseas offices. The main challenge of
cross-national diversity management is that the parent company must consider
the legislative and cultural laws in the host countries it operates in, depending
on where the employees live.

CROSS-NATIONAL DIVERSITY
MANAGEMENT
 Voluntary: It is self-initiated by organizations with a workforce from different
ethnicities, religions, nationalities, and demographics.
 Provides tangible benefits: It allows each employee, regardless of his/her
color, religion, ethnicity, or origin to bring their talents and skills to the
organization.
 Broad definition: The broad definition makes diversity programs more
inclusive and having less potential for rejection by the members of the
majority group or privileged sections of the society.

CHARACTERISTICS OF DIVERSITY
MANAGEMENT
 Commitment from top management
 Identify new talent pools
 Provides a safe avenue for dialogue on diversity-related issues
 Make diversity part of the company’s objectives

BEST PRACTICES OF DIVERSITY

MANAGEMENT
 Better Environment in the Company
 Share of knowledge and skills
 Promote inclusion to the employees
 Allows to the company to increase its profits

CONCLUSION
 https://corporatefinanceinstitute.com/resources/knowledge/other/diversity-man
agement/

REFERENCES