1. Diversity Multimedia – Office Space
Golman (strategic for justifying the class)
Cango – 1st one

2. What is Workforce Diversity?
Race
Gender
Age
Disability
Workforce diversity
Ethnicity
Culture
Education
Religion

3. A Definition of Workforce Diversity
Workforce diversity is the varied perspectives and approaches to work that employees bring into the workplace.
These differences in perspective and approach have many sources, including:
Training and Education
Job Function
Past Work Experience
Age
Gender, Race/Ethnicity

4. Diversity Management versus EEO
Diversity management places a much heavier role on recognizing and appreciating differences among people at work and attempting to accommodate those differences to the extent that is feasible and possible.
Equal employment opportunity means treating people fairly and equitably and taking actions that do not discriminate against people in protected classes on the basis of some illegal criterion.

5. Why We Should Care About Diversity
Legal Reasons
Business Reasons
Diversity of the Labor Pool
Costs of higher turnover & absenteeism, and discrimination lawsuits
Inability to attract, retain, and promote diverse employees puts you at a competitive disadvantage
You’re not mobilizing your best people
Diversity creates organizational value `

6. Benefits to Managing Diversity Well
Reduced Costs
(Turnover,
Absenteeism,
Lawsuits)
Talent
Acquisition
Creativity
Competitive advantage
Market
Understanding
Build Effective
Global
Relationships
Problem-solving
Enhanced
Leadership
Effectiveness

7. What are the Causes of Lack of Diversity?
Demand Factors
Assumptions about differences in behaviors as a function of demographic differences
Hiring decisions
Compensation decisions
Promotion decisions
Transfer decisions
Attitudes and behaviors toward “different” others
“Old Boys” Network – women omitted from “informal” structure
Male managers “protect” women
Discrimination

8. What are the Causes of Lack of Diversity?
Supply Factors
Lack of Role Models
Application and job transfer decisions
Tokenism
Lack of career mentoring opportunities
Job Segregation Leaves Some Groups Unprepared
Attitudes and behaviors toward women
Discrimination and harassment discourage other’s participation
Work – Life Issues
Women are more likely to raise children and be care-givers
Failure to accommodate religious / cultural differences

9. Barriers to Selecting a Diverse Workforce
We like people who are like us (similarity is the single most important basis of interpersonal attraction and liking)
We all unconsciously rely on cognitive “shortcuts” that can lead to biased selection decisions:
Implicit personality theory
Stereotyping
Halo effect
These shortcuts are most likely to be activated in situations where we have to process a lot of new information (e.g., interviews)

10. How Do You Manage Diversity?
Be committed and provide leadership
Create policies and structures that accommodate the differences between demographically different employees
Invest in training ALL your employees
Provide training – particularly to demographic minorities
Make employees aware of subtle discrimination
Provide behavioral advice, education, & socialization to minorities
Remove structural barriers
Assign coaches and mentors
Be aware of how you make job assignments
Pay attention to the numbers and “relative” numbers
Change the social norms.

11. As if it were not complicated enough…
At any moment in time one of these identities is more salient than the others.
The situation determines which of these identities is most salient.
We all have multiple identities. Some examples:
Gender
Race/Ethnicity
Age
Occupation/Major
Organizational Membership
Formal Roles (e.g., Manager)
Social Roles (e.g., Son)

12. We All Have Multiple Identities
Because we all have multiple identities, each of us contains, within ourselves, a diversity of perspectives and approaches.
Thus, diversity in the workplace comes from both:
Differences BETWEEN individuals
Differences WITHIN individuals
Hint: This is why I made you do the exercise twice

13. Making Differences Matter
The article by Thomas and Ely identifies three paradigms or models for managing diversity:
Discrimination and Fairness
Access and Legitimacy
Learning and Effectiveness
What are each of these paradigms or models?

14. Three Paradigms for Managing Diversity
Discrimination and Fairness
The demographic makeup of the organization should reflect the demographic makeup of society.
All employees should be treated equally and with respect
An emphasis on sameness (“we are all essentially the same”)

15. Three Paradigms for Managing Diversity
Access and Legitimacy
In order to be successful, we must serve consumers from many countries and with many demographic backgrounds
We need a demographically diverse workforce to serve our diverse markets. Diversity is a critical business issue.
An emphasis on differences.

16. Three Paradigms for Managing Diversity
Learning and Effectiveness
Both fairness and acknowledging differences are important
The organization needs to do more than acknowledge differences, it needs to learn and create new opportunities from them.
We are all on the same team with our differences not despite them.
Focus on common goals

17. Three Paradigms and Multiple Identities
Discrimination and Fairness: eliminate or deny multiple identities
Access and Legitimacy: highlight and focus on a single identity
Learning and Effectiveness: learn from different perspectives provided by multiple identities

18. To Move Toward Learning & Effectiveness: 8 Preconditions for Leadership ….
Understand that a diverse workforce embodies different perspectives and approaches to work
Be committed to a long process of learning and relearning
Create a culture of an expectation of high standards of performance for everyone
Create a culture that stimulates personal development
Create a culture that encourages openness
Create a culture that makes workers feel valued
Have a well-articulated and widely understood mission
Have a relatively egalitarian, non-bureaucratic structure