MANAGING IN A DIVERSIFIED WORKFORCE February 1, 2010.

Slides:



Advertisements
Similar presentations
The Role of One-Stop Career Centers and People with Disabilities Elena Varney, M.S., C.R.C. National Center on Workforce & Disability/Adult
Advertisements

Career Banding in North Carolina and UNC General Administration.
Developing Leadership Diversity
MANAGEMENT RICHARD L. DAFT.
Winning in the Marketplace with Diverse Talent
Managing Diversity: Releasing Every Employee’s Potential
HOSP2030 Hospitality Human Resource andDiversity Management HOSP2030 Hospitality Human Resource and Diversity Management Paul Bagdan, Ph.D.
Organizational Design, Diagnosis, and Development Session 23 Human Resource Interventions, II Developing & Assisting Members.
Chapter 10 Managing Diversity
Equality and Diversity: Resource for Level 4 students
Organizational Change and Development. Overview Sources of change Systems view of change Sources of resistance to change Overcoming resistance Lewin’s.
Chapter 13 Managing Diversity.
Chapter 1 The Rewards and Challenges of Human Resource Management
CHAPTER Section 15.1 Hiring Decisions Section 15.2 Training & Motivating Employees Staffing Your Business.
Chapter 9 Human Resource Management McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved.
Moving From “Mini-Me” to Diversity Inclusion in Succession Planning
MANAGING EMPLOYEE DIVERSITY TOPICS 1. Defining diversity and diversity management. 2. Reasons for diversity management. 3. Challenges to diversity management.
Copyright ©2012 Pearson Education, Inc. publishing as Prentice Hall Managing Diversity 4-1 Chapter 4.
Women & Men in Management
Retailing Management 8e© The McGraw-Hill Companies, All rights reserved. 9 - CHAPTER 2CHAPTER 1 CHAPTER 9 McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill.
Human Resource Management Gaining a Competitive Advantage
Strategic Diversity Management Chapter 12. Objectives Explore the development from equal opportunities to managing diversity Understand the role of the.
Managing Diversity 4. Managing Diversity 4 Diversity and HR Challenges… How can employees respect differences? How can an organization attract and.
Fundamentals of Human Resource Management
© 2012 Cengage Learning. All Rights Reserved. Principles of Business, 8e C H A P T E R 8 SLIDE Human Resources Basics Managing Human Resources.
Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved.
1 Workforce D iversity. Presented by: Dhiraj Sawant74 Dhiraj Sawant74 Maysa Mascerenhas93 Maysa Mascerenhas93 Nisha Santiago97 Nisha Santiago97 Parin.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
Year 12 Business Studies Operations REVIEW.
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins
Developed by Cool Pictures & MultiMedia PresentationsCopyright © 2003 by South-Western, a division of Thomson Learning. All rights reserved. Chapter 14.
Thinking About Work How Work Is Changing
McGraw-Hill© 2004 The McGraw-Hill Companies, Inc. All rights reserved.
How to Recruit & Hire a Diverse Workforce Vallerie Maurice, Director Multicultural Diversity & Assistant to the Chancellor LSU AgCenter.
Copyright © 2005 Thomson Business & Professional Publishing. All rights reserved.5–15–1 Learning Objectives  Evaluate several arguments supporting and.
URBAN PARTNERSHIP AGREEMENT TELECOMMUTING Adeel Lari State Local and Policy Program, HHH University of Minnesota July 10, 2008.
Fundamentals of Human Resource Management 8e, DeCenzo and Robbins Chapter 1 Strategic Implications of a Dynamic HRM Environment Fundamentals of Human Resource.
Social Responsibility Chapter 4-1. Social Responsibility Issues Social responsibility refers to the duty of a business to contribute to the well-being.
Sources of Knowing – Doing Gap v When talk substitutes for action v When memory is substitute for thinking v When fear prevents acting on knowledge v When.
Multicultural Awareness This from the University of Georgia…(and other places)
* * Chapter Eleven Human Resource Management: Finding and Keeping the Best Employees Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin.
Cultural Synergy What is Cultural Synergy? How Can it be Achieved?
Volunteer Management and Supervision Volunteer Management and Supervision The Volunteer Centers of Santa Cruz County.
Business Communication, 15 th edition by Lehman and DuFrene  Copyright 2008 by Thomson/South-Western Establishing a Framework for Business Communication.
Employing people. Full time employees  Full time employment is by far the most significant part of total employment in the UK.
Human Resource Management
Strategy for Human Resource Management Lecture 3
Chapter Three The Manager’s Changing Work Environment & Responsibilities Stakeholders Stakeholders: the people whose interests are affected by an organization’s.
MULTICULTURALISM and DIVERSITY WHY DIVERSITY? u Legal Requirements u Labor Force u 20% of employees are traditional u Native born whites = 10% of workforce.
Diversity. Goals Research is clear– Diversity can provide a competitive advantage. Non-diverse work forces are easier to manage than diverse work forces.
The Business Case for Work/Life: Expanding Synergies for Impact David J. Thompson Work/life Microsoft.
McGraw-Hill/Irwin © 2009 The McGraw-Hill Companies, All Rights Reserved Chapter Three The Manager’s Changing Work Environment & Ethical Responsibilities.
The Changing Family and HRM Pamela L. Perrewé. Chapter Topics General environmental trends General environmental trends Labor market factors Labor market.
Chapter Three The Manager’s Changing Work Environment & Responsibilities.
Employee Movements Career Management. The Basics Career The occupational positions a person has had over many years. Career management The process for.
1 Time Warner Cable – Best in Class, Workforce Diversity Diversity and Inclusion Council and Workforce Diversity- It Works! Antoinette Johnson Manager,
Intro to Business, 7e © 2009 South-Western, Cengage Learning SLIDE1 Human Resources Basics Goals Describe the nature of today’s workforce. Identify important.
1 The World of Work Chapter 1.1 Importance of Careers Section.
MANAGEMENT RICHARD L. DAFT.
MANAGEMENT RICHARD L. DAFT.
Diversity Multimedia – Office Space
Chapter 14 Managing Diverse Employees
MKT 305 Human Resources Management Mishari Alnahedh
Chapter 1 The Rewards and Challenges of Human Resource Management
Copyright ©2016 Cengage Learning. All Rights Reserved
MANAGEMENT RICHARD L. DAFT.
TOTAL QUALITY MANAGEMENT
Chapter 2: Using Your Helping Skills with Diverse Populations
Diversity Plan Our company finds it imperative to keep our workforce diverse and will utilize the following ideas in our Diversity Plan (including but.
Organizational Culture and Workforce Diversity
Presentation transcript:

MANAGING IN A DIVERSIFIED WORKFORCE February 1, 2010

WHY DIVERSITY? Legal Requirements Labor Force –

WHY DIVERSITY? – Impact on bottom line.....

WHY DIVERSITY? “We made diversity a market-based issue….It’s about understanding our markets, which are diverse and multicultural.” Lou Gerstner “Diversity is not just the right thing to do. It is a long-term, strategic business factor that has a significant impact on productivity, workforce motivation and innovation, market competitiveness, teamwork and customer loyalty.” Mike Bagshaw "This is no longer simply a question of common decency. It is a question of business survival.“

MANAGING DIVERSITY Objective: –Numbers: Equal representation –Avoid problems through “color-blindness” Has the objective been achieved? –Glass Ceiling?? Means –Expanded recruiting –Discrimination-free selection

VALUING DIVERSITY Full utilization Work relationships Recognizing & value differences How?

Barriers to Valuing Diversity 1.Stereotypes and prejudices (ethnocentrism) 2.Fear of reverse discrimination 3.Resistance to diversity program priorities 4.Unsupportive social atmospheres 5.Lack of support for family demands 6.Lack of support for career-building steps

VALUING DIVERSITY: Building Positive Relationships Enhance awareness of group differences –Concerned with valuing differences Increase self-awareness

VALUING DIVERSITY: Building Positive Relationships Enhance awareness of group differences –Concerned with valuing differences Increase self-awareness Build Relationships

VALUING DIVERSITY: Building Positive Relationships Enhance awareness of group differences –Concerned with valuing differences Increase self-awareness Build Relationships –Empathy

VALUING DIVERSITY: Building Positive Relationships Enhance awareness of group differences –Concerned with valuing differences Increase self-awareness Build Relationships –Empathy –Provide Common Experience

VALUING DIVERSITY: Building Positive Relationships Enhance awareness of group differences –Concerned with valuing differences –Stereotypes Increase self-awareness Build Relationships (Social Atmoshpere) –Empathy –Provide Common Experience –Eliminate "us vs. them" mentality For all employees Guilt free & Fear Free Focused on the present situation

VALUING DIVERSITY: Pillars of Change Visible top management support is essential –Consider composition of IBM task forces – from Sr. VP of Human Resources Engage employees Integrate diversity w/management practices –Train Supervisors –Hold managers responsible –Agendas –Accommodation Alternative career paths Extended leave Flexible scheduling: Flextime, Job sharing Link diversity goals to business goals

VALUE DIVERSITY “Diversity means embracing the rich tapestry of skills, experience and ideas that come from the varying backgrounds that society offers today.” Mike Bagshaw “The whole point is to draw on the uniqueness of each employee. If people feel that they must censor what they say and how they act, the major benefit of diversity is lost.” Robert Lattimer, diversity consultant

Feedback: Privacy Policy Feedback
Do Not Sell My Personal Information
About project: SlidePlayer Terms of Service

© 2025 SlidePlayer.com. Inc. All rights reserved.