Shailaja Upadhyaya Pratistha Koirala Diversity Management Shailaja Upadhyaya Pratistha Koirala

Imagine yourself being your favorite vegetable. You are provided with two beautiful options. You will be cooked into a mix-veg soup with other vegetables. You shall be mixed in a salad. MAKE A CHOICE…! NASC 2016

“Diversity is reflective of the variation in social and cultural identities among people existing together in an employment setting” Cox(2001) Otherness or those human qualities that are different from our own and outside the groups to which we belong, yet present in other individuals or groups. NASC 2016

Let us see it for ourselves!! An exercise.. NASC 2016

Types of Diversity Gender Age Race Ethnicity Culture Religion Language/Accent Differently able Height/Weight Personality (inner, outer) Sexual Orientation Education Job Title Job Function Job Skills Union/Non-Union Part-Time/Full-Time Marital Status Political affiliation NASC 2016

Mental/ Physical Abilities Primary Dimensions Primary Gender Ethnicity Race Sexual Orientation Mental/ Physical Abilities Age

Secondary Dimensions Income Education Religion Family Status Marital Status Work Experience

Tertiary Dimensions Tertiary Beliefs Assumptions Perceptions Group Norms Feelings Attitudes

Nepalese civil service श्रेणी महिला % पुरुष % राजपत्रांकित ८.८ ९१.२ विशिष्ट ० १०० रा प प्रथम ४.९३ ९५.०७ रा प द्वितीय ४.८९ ९५.८९ रा प तृतीय १०.२८ ८९.७२ स्रोत :निजामती किताब खाना (२०७२-१०-११) NASC 2016

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A Nepalese Context NASC 2016

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Let us internalize At delloitte NASC 2016

Valuing Diversity: Components Cognitive: knowledge and understanding of the concepts and issues related to diversity Affective: appreciation and respect of the similarities and differences among people Behavioral: building positive relationships with "different people" http://ag.arizona.edu/sfcs/cyfernet/nowg/sc_valdiv.html

value -in –Diversity- hypothesis “ Diversity brings net added value to organizational processes” Cox and Blake (1991) NASC 2016

Affirmative Action V/S Diversity Management Managing Diversity Maximizing the abilities of all employees to contribute to organizational growth Business Necessity Pro-Inclusivity Affirmative Action Promoting participation of specific group because of historical or other form discrimination. Legal Necessity Anti-Discrimination Affirmative Action (Employment Equity) and Diversity Management are complementary to each other

Diversity Management Creating a fair and safe environment where everyone has access to the same opportunities and challenges. Focusing on the welfare of two major pillars of organization. Employees Product/Service Delivery Customers

Enriching Diversity The formation of the Constituent Assembly (CA) and the second amendment to the Civil Service Act were some of the exemplary initiatives of the state aimed at ensuring inclusion in political representation and civil service . NASC 2016

Enriching Diversity…contd. The Tenth Plan (2002- 07) has recognized social inclusion as one of strategic pillars of broader poverty reduction strategy. In line with the spirit of the Interim Constitution a provision of reservation was made in the Civil Service Act, 1993, through a second amendment to it in 2007. NASC 2016

Managing Diversity Effectively Makes Good Business Sense What a Diversity of Employees Provides A variety of points of view and approaches to problems and opportunities can improve managerial decision making. Diverse employees can provide a wider range of creative ideas. NASC 2016

Managing Diversity Effectively Makes Good Business Sense Diverse employees are more attuned to the needs of diverse customers. Diversity can increase the retention of valued organizational members. NASC 2016

Diversity is the Buzz word Diversity is expected/required by other firms Legal compliance. NASC 2016

The Challenge of Workplace Diversity Integration and social acceptance of people from different backgrounds. Differences in the way we think, act, interact, and make choices. Interference with our ability to support, trust, and respect each other, and thus to effectively function together. NASC 2016

Challenges of Diversity Synergy challenge More and more group-based work Diversity can create negative conflict Can close down communication Can derail group processes Group leaders must minimize destructive conflict and maximize diversity of input NASC 2016

The Challenge of Workplace Diversity Equal Opportunity and Affirmative Action The active recruitment of women, minorities, and other protected groups. The goal is to meet certain legal imperatives. The primary concern is meeting quotas, often without concern for the survivability of these individuals. NASC 2016

Research Shows: Acculturation Structural integration Informal integration Minimized intergroup conflict Absence of prejudice and discrimination. NASC 2016

How to Manage Diversity Steps in Managing Diversity Effectively Empower employees to challenge discriminatory behaviors, actions, and remarks Reward employees for effectively managing diversity Provide training Encourage mentoring of diverse employees NASC 2016

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Strategies for Managing Diversity Articulate a clear diversity mission, set objectives, and hold managers accountable. Identify promising women and minorities and provide them with mentors and other kinds of support. Set up diversity councils to monitor the organisational goals and progress toward them. NASC 2016

In Nepalese civil service Leave provision Culture Sex Community Affirmative actions Trainings Flexi timing???? NASC 2016

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 NASC 2016

The Discrimination-and-Fairness Paradigm Making Differences Matter: A New Paradigm for Managing Diversity David A. Thomas,Robin J. Ely FROM THE SEPTEMBER–OCTOBER 1996 ISSUE The Discrimination-and-Fairness Paradigm The Access-and-Legitimacy Paradigm The Emerging Paradigm: Connecting Diversity to Work Perspectives NASC 2016

Example: Women The way forward Alternative career path Extended leave Flexible scheduling Flexi-time Job sharing Telecommuting NASC 2016

Example: Older The way forward Job performance requirement Interest survey Training and counseling The structure of jobs i.e., work pace, length or timing of the workday, leaves and challenges on the job. NASC 2016

The Three Pillars of Diversity Management NASC 2016

Contexts The country index shows that the nations with the most diverse labor forces are Norway, New Zealand, Iceland, Australia, Switzerland, the Netherlands and Canada. Source: Forbes Insights ,2012 Diversity & inclusion: unlocking global Potential NASC 2016

Thank you. NASC 2016