Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Bateman Snell Management 5th Edition Competing in the New Era

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Part Three Chapter 11 - Managing The Diverse Workforce Chapter Outline Diversity: A Brief History Diversity Today Managing Diversity versus Affirmative Action Multicultural Organizations How Organizations Can Cultivate a Diverse Workforce

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Learning Objectives After studying Chapter 11, you will know: how changes in the U.S. workforce make diversity a critical organizational and managerial issue the distinction between affirmative action and managing diversity how companies can gain a competitive edge by effectively managing diversity what challenges a company is likely to encounter with a diverse workforce how an organization can take steps to cultivate diversity

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Diversity: A Brief History Managing diversity understanding and appreciating employee differences to build a more effective and profitable organization recognizing the characteristics common to specific groups of employees while dealing with such employees as individuals and supporting, nurturing, and utilizing their differences to the organization’s advantage not a new issue European immigrants came to the U.S. throughout the 1800s and early 1900s 1960s - white male members of ethnic groups accepted today, fight is for acceptance of racial minorities and women

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Diversity Today Diversity broad term used to refer to all kinds of differences members of different groups share common values, attitudes, and perceptions there is still much diversity within each group U.S. businesses must learn to manage a diverse workforce Size of the workforce slowing in both the number of people joining the labor force and the rate of labor force growth U.S. traditionally had a surplus of labor number of jobs created expected to exceed the growth of the labor force

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Components Of A Diversified Workforce Other Religious affiliation Veteran status Sexual orientation Expectations and values Lifestyle Skill level Educational level Economic class Workstyle Function and/or position within the company Age Gender Physically and mentally disabled Racial and ethnic minorities in the United States Immigrants Workforce Diversity

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved How Effective Is Your Diversity Program? Effective 22% Somewhat effective 49% Undecided 13% Very Effective 8% Somewhat ineffective 8% Ineffective 2%

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Diversity Today (cont.) Workers of the future until recently, white, American born males dominated the U.S. workforce now, they only account for 15 percent of the net growth Gender issues - growing number of women working outside the home balancing work life with family responsibilities and parenting presents an enormous challenge average full-time working female earns about 75% of the average full-time working male result of both the level and type of work performed by women glass ceiling - invisible barrier hindering women and minorities from moving beyond a certain level in the corporate hierarchy

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Diversity Today (cont.) Workers of the future (cont.) Gender issues (cont.) sexual harassment - conduct of a sexual nature that has negative consequences for employment EEOC - investigates and prosecutes cases of sexual harassment quid pro quo harassment - submission to or rejection of sexual conduct is used as a basis for employment decisions hostile environment - unwelcome sexual conduct has the purpose or effect of reasonably interfering with job performance or creating an intimidating, hostile, or offensive working environment the changing status of women has given men the opportunity to redefine their roles, expectations, and lifestyles

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Diversity Today (cont.) Workers of the future (cont.) Minorities and immigrants - growing percentage of the workforce term “minority” as typically used may quickly be outdated troubling disparities in employment and weekly earnings organizations trying to provide more opportunities for minorities Mentally and physically disabled - largest unemployed minority population is the U.S. disability - a physical or mental impairment that substantially limits one or more major life activities disabled lack access to educational and workplace environments attitudes of employers an important barrier to employment

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved % 11.20% 7.40% 19.30% 15.10% 10.60% Senior Front-line Middle Percentage Of Minority Managers

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Diversity Today (cont.) Age of the workforce average age is increasing many older workers are opting for early retirement fewer new workers will enter the labor force than will be lost through retirement retirement-age workers can be encouraged to remain or reenter the workforce on a flexible or part-time basis

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved %20%40%60%80%100% Perceived Benefits And Liabilities Of Employing Older Workers Turnover Job skills Productivity Health care costs Suitability for training Flexibility for taking new job assignments Cost effectiveness Motivation Absenteeism Older workers are better Not sureOlder workers are worse Older workers are the same

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Diversity Today (cont.) Future jobs and workforce qualifications the U.S. is becoming a predominantly service-oriented economy people without high school diplomas are at a distinct disadvantage gap is growing between the knowledge and skills jobs require and those many employees and applicants possess literacy is often the underlying problem employers are combating this basic-skills gap offer in-house basic-skills training program

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Managing Diversity Versus Affirmative Action Affirmative action (AA) instituted to curb discrimination and correct the past exclusion of women and minorities from U.S. organizations nonetheless, employment discrimination still persists AA has not adequately improved the upward mobility of women and minorities reverse discrimination exists when qualified white males are passed over for employment opportunities Managing diversity means moving beyond legislated mandates to embrace a proactive business philosophy that values differences eliminates barriers that hinder attainment of full potential

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Managing Diversity Versus Affirmative Action (cont.) Competitive advantage through diversity original impetus to diversity workforces was social responsibility and legal necessity today, many organizations are also approaching diversity from a more practical, business-oriented perspective Ability to attract and retain motivated employees companies with reputation for diversity have competitive advantage in the labor market companies will be sought out by most qualified employees employees who believe that their differences are valued may become more loyal, productive, and committed

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Managing Diversity Versus Affirmative Action (cont.) Competitive advantage through diversity (cont.) Better perspective of a differentiated market as the composition of the American workforce changes, so does the customer base of these companies diverse customers may prefer to patronize such organizations a multicultural workforce can provide a company with greater knowledge of the preferences and consuming habits of this diversified marketplace Ability to leverage creativity and innovation in problem solving people from different backgrounds hold different perspectives diverse work groups are freer to deviate from traditional approaches

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Managing Diversity Versus Affirmative Action (cont.) Competitive advantage through diversity (cont.) Enhancement of organizational flexibility managing diversity requires a corporate culture that tolerates different styles and approaches less restrictive policies and procedures and less standardized operating methods enable organizations to become more flexible Challenges of a diverse workforce Lower cohesiveness - lack of similarity in culture causes diverse groups to be less cohesive than homogeneous groups Communication problems - most common negative effect diversity increases errors and misunderstandings

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Managing Diversity Versus Affirmative Action (cont.) Challenges of a diverse workforce (cont.) Mistrust and tension - mistrust and misunderstanding of those who are different because of a lack of contact and low familiarity Stereotyping - inappropriately stereotype their “different” colleagues rather than accurately perceiving and evaluating those individuals’ contributions, capabilities, aspirations, and motivations stereotypes affect how people are treated

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Multicultural Organizations Monolithic organizations an organization that has a low degree of structural integration employs few women, minorities, or other groups that differ from the majority minority employees hold low status jobs minority employees must adopt the norms of the majority has a highly homogeneous employee population Plural organizations have a more diverse employee population use an affirmative action approach to managing diversity some acceptance of minorities into the informal network much less discrimination and less prejudice

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Multicultural Organizations (cont.) Multicultural organization values cultural diversity and seeks to utilize and encourage it fully integrate gender, racial, and minority group members both formally and informally absence of prejudice and discrimination low levels of intergroup conflict synergistic environment all members contribute to their maximum potential and the advantages of diversity can be fully realized

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved How Organizations Can Cultivate A Diverse Workforce Top management leadership and commitment top management support for diversity programs is critical incorporate the organization’s attitudes toward diversity into the corporate mission statement, strategic plans, and objectives establish corporate offices or committees to coordinate the companywide diversity effort that provides feedback to top management minority advisory groups or task forces to monitor organizational policies, practices, and attitudes assess program impact on diverse groups provide feedback and suggestions to top management

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved How Organizations Can Cultivate A Diverse Workforce (cont.) Organizational assessment establish an ongoing assessment of the organization’s workforce, culture, policies, and practices identify problem areas make recommendations where changes are needed corporate values and norms should be identified and critically evaluated regarding their necessity and their impact on the diverse workforce

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved How Organizations Can Cultivate A Diverse Workforce (cont.) Attracting employees Recruitment - a company’s image can be a strong recruiting tool a reputation for hiring and promoting all types of people can be a competitive advantage many minorities and economically disadvantaged people are physically isolated from job opportunities companies can bring information about job opportunities to the source of labor companies can transport labor to the jobs

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Steps In Diversity Planning Set general qualifications Set numerical standards Calculate percentages Identify qualified workers Match positions to U.S. census categories

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved How Organizations Can Cultivate A Diverse Workforce (cont.) Attracting employees (cont.) Accommodating work and family needs corporate work and family policies are now one of the most important recruiting tools providing child care leads to: decreased turnover and absenteeism improved morale concerns for dual-career couples expressed by: limiting relocation requirements provide job search assistance to relocated spouses

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved How Organizations Can Cultivate A Diverse Workforce (cont.) Attracting employees (cont.) Alternative work arrangements offer flexible work schedules and arrangements compressed workweeks job sharing - two part-time workers share one full-time job teleworking - working from home telecommuting - working from home via computer hookup to the main worksite

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Guidelines For Diversity Training Diversity training Position training in diversity strategy Thoroughly test training Use participative design process Do needs analysis Incorporate diversity programs into training Distinguish between education and training

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved How Organizations Can Cultivate A Diverse Workforce (cont.) Diversity training attempt to identify and reduce hidden biases and develop skills needed to effectively manage a diversified workforce Awareness building - designed to increase awareness of the meaning and importance of valuing diversity sensitize employees to assumptions they make about others become familiar with myths, stereotypes, and cultural differences become familiar with organizational barriers that inhibit the full contributions of all employees teach the unwritten “rules” or cultural values to those who need to know them

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved How Organizations Can Cultivate A Diverse Workforce (cont.) Diversity training (cont.) Skill building - designed to allow all employees and managers to develop the skills they need to deal effectively with one another and customers in a diverse environment most of the skills taught are interpersonal develop personal action plans before they leave the program experiential exercises and videotapes often are used Retaining employees Support groups - form minority networks to promote information exchange and social support provide emotional and career support help diverse employees understand work norms and cultures

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved How Organizations Can Cultivate A Diverse Workforce (cont.) Retaining employees (cont.) Mentoring - higher-level managers help ensure that high- potential people are introduced to top management and socialized into the norms and values of the organization help diverse employees enter the informal network Career development and promotion - establish teams to evaluate the career progress of diverse employees devise ways to move them up through the ranks

Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved How Organizations Can Cultivate A Diverse Workforce (cont.) Retaining employees (cont.) Systems accommodation - recognize: cultural and religious holidays differing modes of dress dietary restrictions needs of individuals with disabilities Accountability - managers held accountable for workforce development performance appraisal and reward systems reinforce the importance of effective diversity management