. Chapter 12 Ethnicity, power and culture at work Loong Wong Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 12-1

. Fit versus cultural fit Fit has become a tool associated with an organisations value system or workplace culture. Cultural fit is broader in scope encompassing a multitude of meanings but generally encompassing both a personal and social component. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 12-2

. Recruitment and cultural fit The notion of cultural fit arises when the issue of ethnicity and race of candidates intrudes into the discussion. Knowledge of English may be insufficient. Candidates may be judged not just on the standard of their spoken English or their merit for the position, but also on their knowledge of workplace culture. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 12-3

. Workplace discourses in recruitment The institutional – reflects workplace and organisation culture The professional – includes technical expertise and language of the profession The personal – includes small talk, jokes, etc. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 12-4

. Recruitment and MD Recruiters have expectations of how candidates will conduct themselves and these expectations are revealed in informal backstage comments. Often deemed lacking is small talk; particularly with Asian candidates. The use of small talk for recruiters signals an easy-going personality. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 12-5

. Recruitment and MD (cont.) Recruiters rarely listen to candidates at the interview but judge body language instead. Non-verbals as opposed to verbals are seen as more important. The interview and shortlisting processes serve two different purposes – judging candidates interpersonal and technical skills and judging how they may fit with the companys prevailing values. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 12-6

. Recruitment and MD (cont.) Proponents of MD advocate a broader recruitment pool to recruit the best talent. Yet cultural predisposition is towards recruiting a particular group due to the following: –Recruitment exercises are not value-free exercises. –Recruitment exercises are linked with power. –Recruitment exercises have a submerged discourse. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 12-7

. Recruitment and cultural fit Cultural fit: is often whimsical and inconsistent often contains inferential decisions that favour those who display congruence with the recruiters personal cultural preferences often employs a discourse of whiteness including personal reference, spatial reference and temporal reference. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 12-8

. Power and cultural fit Personal references –Use of we and them terms in reference to a way of life –A culturally fit sense of humour –Questioning of authenticity of qualifications Spatial references –Describing place as desirable, e.g. Australia seen as a desirable place to work rather than Asia and gratitude required for such an opportunity. Temporal references –Questioning of the skills and capabilities of candidates – as though such skills were achieved long ago and relevance may be questionable. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 12-9

. Australian recruitment for diversity Backstage talk and recruiters views mask values which identify the range of acceptable behaviours. Power, domination and privilege are cloaked in civility and coded professional practices. Discourses make professional rationalisations seem reasonable and objective. Western model of development is reaffirmed. A discourse of whiteness shapes daily practice, and interpersonal and social relations. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 12-10

. Recruitment and MD It is not a simple process for managing diversity to include a meaningful and effective diversity ethic. Managing diversity requires engagement with deep-seated views, and challenges to the social and individual issues of power and control and race. Diversity is an ethical and political concern within organisational theory and practices. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 12-11