Diversity Management Shailaja Upadhyaya

What’s on the news?? Canada's new cabinet: equal number women, a colonel - and an astronaut. Australian Senator Larissa Waters breast feeds in parliament. US-OPM Government wide inclusive Diversity Strategic plan 2016 “there is stark under utilization of social media for recruitment &outreach”. Lt.Amma increases maternity leave to 9 months in TN for Govt Employees. UN agencies of Nepal,successful at creating diverse workforce. Secretary of MoGA adresses the 1st event“women in civil service” and highlights the need of flexi timing. NASC 2017

Exercise Form a group of four who shall be entitled to do a work together.(5 minutes) NASC 2017

Biases while we work. unconscious bias similarity bias structural bias and self-rater bias. NASC 2017

Research Shows: Acculturation Structural integration Informal integration Minimized intergroup conflict Absence of prejudice and discrimination. NASC 2017

Managing Diversity What is our understanding about Diversity? Why is it important to address and manage Diversity? What strategies can be formulated? NASC 2017

Concepts Dr. Judy Rosener Taylor Cox NASC 2017 Marlyn Loden

Concepts and Definition “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. “Loden and Rosener” NASC 2017

Who am I? Man/woman/experienced/fresher……………………says I am emotional. If only there were no stairs. I head the house. I just want guidance The last time we did this ,it was terrible. I love to date women. I want to work as a supervisor. Lets go for coffee after work I am ruthlessly honest. NASC 2017

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 2017

Dimensions Primary and Secondary Primary dimensions are things that we cannot change. Secondary dimensions can be changed. NASC 2017

Mental/ Physical Abilities Primary Dimensions Primary Ethnicity Race Sexual Orientation Mental/ Physical Abilities Age NASC 2017

Secondary Dimensions Income Education Religion Family Status Marital Status Work Experience NASC 2017

Tertiary Dimensions Tertiary Beliefs Assumptions Perceptions Group Norms Feelings Attitudes NASC 2017

Primary Dimensions Secondary Dimensions Tertiary Dimensions Position and Dominance of each dimension are not static, but dynamic, making the concept of diversity and diversity management more complex. NASC 2017

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 NASC 2017

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 NASC 2017

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 2017

NASC 2017

NASC 2017

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 NASC 2017

At delloitte NASC 2017

value -in –Diversity- hypothesis “ Diversity brings net added value to organizational processes” Cox and Blake (1991) NASC 2017

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 2017

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 2017

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 Groups are better at Problem Solving, Identifying Complex Issues- Multiple Interpretations and ways of doing things Creativity thrives in Diversity Globalization NASC 2017

Managing Diversity Effectively Makes Good Business Sense Diverse employees are more attuned to the needs of diverse customers and serves Diverse External Clientele Diversity can increase the retention of valued organizational members. NASC 2017

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 2017

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 2017

The Three Pillars of Diversity Management NASC 2017

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 2017

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 2017

In Nepalese civil service Leave provision Culture Sex Community Affirmative actions Trainings Flexi timing???? NASC 2017

Strategy- Facebook Every Monday, when we get a new class of hires, I say to them, "I don't want you to come in here and think that you need to use 'blind' as a suffix. That you need to describe people as 'just my colleagues' or say things like, 'I don't see race. I don't see gender. I'm colorblind. Sexual-orientation blind.' In doing so you're neutralizing a part of a person that is an asset. I want you to see those characteristics and see them as adding value.“ Global director of diversity Maxine Williams NASC 2017

Strategies- Google Hiring Inclusion- Address unconscious biasness Benefits to serve diverse needs of employees and customers, ensuring equity Education-research to get into the root of problem, influencing perceptions, support Communities-equipping stakeholders NASC 2017

Strategies- Diversity Inc Creating a top level focus and strategy at the top executive level. Assigning a top executive the responsibility for leading and sponsoring the inclusion and diversity program. Creating behavioral standards, diversity metrics, and holding leaders accountable for results. Training people at all levels on topics like unconscious bias, similarity bias, structural bias, and self-rater bias. Integrating diversity and inclusion strategies in recruitment, performance management, leadership assessment, training. Creating employee networks (D&I champions, Employee Resource Groups, and Communities of Practice) to bring people together. Holding your company accountable to compete in external award programs to win and compete in this important area. Creating an internal and externally visible scorecard to measure progress in all areas.  Such scorecards include metrics for recruiting, promotion rates, compensation levels, participation in coaching programs, turnover, participation in ERGs, supplier diversity, and much more. NASC 2017

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 2017

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 2017

Example: Women The way forward Alternative career path Extended leave Flexible scheduling Flexi-time Job sharing Telecommuting NASC 2017

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 2017

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 2017