1 Examples –Time Space People Align Organizational Systems & Practices For Diversity Cox Ch 6

2 E.g., Flextime? Allow work to be done in ‘non-business hours’ Specify whether employees are able to take paid or unpaid time from work for family reasons Enforcing time-off policy similarly for all has a diff impact on diff cultural groups Aligning Time-based Practices & Systems for Diversity

3 Adv: Helps in attraction, retention & motivation of diverse workforce Dual-career couples Women workers (see IBM Thomas 04) Men w/parental responsibilities (see IBM Thomas 04) Workers w/eldercare responsibilities Workers who want to exchange income for leisure time Disadv: Time off policies conflicts with business strategy to stay productive with few workers working longer hours Advantages & Disadvantages of Flextime

4 Policies reinforcing status hierarchies based on gender, class, work type –Symbolic –Substantive Aligning Space-based practices for Diversity What are Class Distinctions?

5 Unequal access to washrooms for both sexes Fewer washrooms for women vs. men when having equal number Reserved parking areas by job-type Could serve as a ‘reward’ for some? Restricted access to some office floors Different office furnishings based on job level Executive dining rooms/washrooms Symbolic Class Distinctions

6 Differential benefits (e.g., retirement, vacation time) for hourly vs. salaried employees Unjustified differences in access to information Differences in access to incentive compensation (e.g., stock options) based on job-type Substantive Class Distinctions

7 Examples –Time Space People Aligning Systems & Practices For Diversity

8 Hire & promote those less resistant to making workplace more inclusive Examples –Selection Tools –Recruiting Teams –Recruiting Sources –New Hire Orientation Aligning Recruiting Practices to Diversity

9 Selection tools assess diversity competency –Include diversity related material in selection tools (e.g., interview questions assess diversity competency) to gauge applicant skill in resolving issues pertaining to diversity –Assess previous training or educational experience on diversity Recruiting Practices: Selection Tools

10 Form recruiting teams of members of different work specialization, gender, race, age –Serve as role models, have different perspectives in hiring Ensure a broad representation of disciplines & universities when recruiting –E.g., Native Americans, People with Disabilities, Hispanics, Women (IBM Thomas 04) Recruiting Practices: Recruiting Teams & Sources

11 Clearly identify organization’s diversity- related commitment & achievements Assign buddies/mentors to aid in socialization into organizational culture (e.g., IBM) –Attend to implications of diversity for mentoring (i.e., minority group new hires have mentors from majority & minority groups see “Dear White boss” article) Recruiting Practices: New Hire Orientation

12 Check for Group Identity Effects Use diversity as a criterion for assessing performance Aligning Performance Appraisal Practices for Diversity

13 Group identity=gender, ethnicity, age etc. Examine performance evaluations by group identity of evaluator and employee Identify reasons for differences –Avoid perpetuating stereotypes E.g., Teaching evaluations study Does group identity affect Performance Appraisals

14 Pre-existing group differences in education, experience, post-hire training Existence of work-climate barriers (e.g, stereotyping, prejudice, ethnocentrism) that prevent members of some groups to perform at their full potential Causes for Group Identity Differences in Performance Appraisal

15 Supervisors use of stereotypes or level of prejudice results in lower evaluations of some groups even though performance of all groups is similar Asking employees to evaluate themselves can disadvantage some groups due to differences in modesty Causes for Group Identity Differences In Performance Appraisal

16 Change performance appraisal instrument Use multiple sources to evaluate performance Enhance awareness of bias & training on how to avoid it in ratings Enhance awareness of & removal of work- climate barriers that lead to differences in actual performance Overcoming Group Differences in Performance Appraisals

17 Check for Group Identity Effects Use diversity as a criterion for assessing performance Aligning Performance Appraisal Practices for Diversity

18 Examine performance appraisal process to determine how to integrate diversity content into it Identify specific behaviors that enable a diversity-tolerant climate –Include behaviors that represent bad diversity- related performance Diversity as a Criterion in Performance Appraisal

19 Incorporate diversity behaviors into planning & assessment stage of performance appraisal –Tab 6.2 & 6.3 Ensure rewards, development & staffing decisions are made as a consequence of displaying good diversity-related performance Diversity as a Criterion in Performance Appraisal

20 Example Career Development Practices –Job Postings –Annual Development Planning –Succession Planning –Global Career Paths Aligning Career Development Practices for Diversity

21 Make all opportunities visible to qualified members of all identity groups Use a competitive & fair screening process to ensure consideration of all applicants Provide specific feedback to non-selected applicants to prevent misattributions Career Development Practices: Job Postings

22 Specify skills and competencies to be strengthened in the coming year, provide action plan to acquire them Help increase pool of qualified underrepresented groups for future vacancies Incorporate diversity competency as part of action plans for majority group members (e.g., Tab 6.4) Career Development Practices: Annual Development Planning

23 Identify those who can be potential replacements for people occupying key jobs in the org & ensure that they get the developmental experience they need for such key jobs Ensure that the succession planning candidate pool is diverse on gender, race, national origin, work specialization etc. Ensure candidates in succession planning candidate pool are diversity-competent Career Development Practices: Succession Planning

24 Provide multi-national career paths for high- potential employees Knowledge gained by those with multi national experience should be passed to others to aid in their development Ensure equal opportunity for multinational jobs Ensure cultural training to people going to & from country where company has headquarters (not just those going to other countries) Career Development Planning Global Career Paths

25 Time: Flextime Policies Space: Class Distinctions People –Recruiting Practices Selection Tools Recruiting Teams Recruiting Sources New Hire Orientation –Performance Appraisal Practices Check for Group Identity Effects Using diversity as a criterion for assessing performance –Career Development Practices Job Postings Annual Development Planning Succession Planning Global Career Paths Kinds of Systems & Practices to Align for Diversity