1. HRD in a Culturally Diverse Environment
Chapter 15
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DeSimone et al. (2002) HRD3e CH15

2. Questions to Consider - 1
What is the current status of women and people of color in the U.S. workforce?
Is there a “glass ceiling” that limits the advancement of women and people of color in U.S. organizations?
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3. Questions to Consider - 2
How do equal employment opportunity, affirmative action, and managing diversity differ?
How effective are the diversity training programs that are used by organizations?
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4. Questions to Consider - 3
What can organizations do to better prepare their employees to deal with cross-cultural issues, especially if they are sent to work in another country?
What types of HRD programs can organizations use to develop and promote a more culturally diverse workforce?
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5. DeSimone et al. (2002) HRD3e CH15
Workforce Diversity
Increased attention to recruiting, hiring, and developing a more diverse workforce.
Greatest amount of attention has been paid to racial and gender diversity.
Other forms of diversity are increasingly being considered:
Nationality
Language
Ability/Disability
Religion
Lifestyle
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6. Organizational Culture
Definition:
“A set of shared values, beliefs, norms, artifacts and patterns of behavior that are used as a frame of reference for the way one looks at, attempts to understand, and works within an organization.”
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7. Organizational Culture and Workforce Diversity
What is the impact of increasing workforce diversity on organizational culture?
People from diverse cultures (or subcultures) often possess different assumptions, values, beliefs and experiences.
What can be gained from this richness of experience?
What are the potential problems with such diversity?
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8. Labor Market Changes and Discrimination
Two main forms of discrimination:
Access discrimination
– Jobs are unavailable (or less available) to people with certain characteristics or backgrounds.
Treatment discrimination
– People are treated differently after they are hired (e.g., in the training or promotion opportunities available).
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9. Labor Market Changes and Discrimination
Treatment discrimination against women in organizations
Promotion
Pay
Sexual Harassment
What evidence is there of progress in these areas?
Where are there still significant disparities or problems?
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10. Labor Market Changes and Discrimination
Sexual harassment
Unwanted sexual comments or behavior at work.
Two main forms:
Quid pro quo
Hostile work environment
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11. Labor Market Changes and Discrimination
Treatment discrimination against minorities in organizations
Promotion
Racial Harassment
What evidence is there of progress in these areas?
Where are there still large disparities or problems?
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DeSimone et al. (2002) HRD3e CH15

12. Labor Market Changes and Discrimination
Equal Employment Opportunity (EEO)
Title VII of the 1964 Civil Rights Act and other federal laws make it generally unlawful for employers to make decisions based on:
Race
Color
Sex
National origin
Age
Disability/Handicap
Veteran’s Status
Pregnancy
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13. Labor Market Changes and Discrimination
Equal Employment Opportunity
Monitored by the Equal Employment Opportunity Commission (EEOC).
Federal Civil Rights laws cover:
All races
All colors
Both genders
Glass ceiling – An invisible but impenetrable boundary preventing women and minorities from advancing to senior management levels.
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14. Adapting to Demographic Changes
Affirmative Action Programs
Initiated in 1965 by Executive Order
Focus on government agencies and contractors.
Monitored by the Office of Federal Contract Compliance Programs (OFCCP).
Promotes efforts “to bring members of underrepresented groups… into a higher degree of participation in some beneficial program.”
Most often targeted at women and minorities.
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15. Adapting to Demographic Changes
Steps to meet Affirmative Action (AA) requirements:
Written policy statement on EEO/AA.
Designated AA officer.
Publicized EEO/AA policy statement.
Labor market analysis.
Goals and timetables established for any underrepresented group.
Specific programs to achieve these goals.
Internal reporting system.
Internal and external support systems for AA.
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16. Adapting to Demographic Changes
Why is Affirmative Action such a volatile topic in the U.S.?
What is happening in the courts and in State legislation that is impacting affirmative action?
How effective have affirmative action efforts been in promoting racial and gender diversity in the U.S. workforce?
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17. Adapting to Demographic Changes
Valuing differences and diversity training
Creating an environment where “each person’s cultural differences are respected” (Walker).
Basis for much of the diversity training conducted since 1980.
Goal: to make employees aware of their attitudes towards others, and increase their understanding and acceptance of others.
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18. Adapting to Demographic Changes
Effectiveness of diversity training programs:
Anecdotal evidence of increasing awareness from “valuing differences” approach.
Concern for lack of tangible outcomes from this approach, plus charges that it is too often driven by a “political” agenda.
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19. Adapting to Demographic Changes
Managing diversity:
“A comprehensive managerial process for developing an organizational culture that works for all employees” (Thomas).
Seeks to “create a level playing field for all employees without regard to cultural distinction.”
Goes beyond affirmative action or valuing diversity.
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20. Comparing Affirmative Action and Diversity Management
Reactive, based on law/moral basis
Not directly linked to team building
Emphasizes women and people of color
Emphasizes employees
Diversity Management
Proactive
Emphasizes building diverse teams
Inclusive
Diversity internally and externally
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21. Adapting to Demographic Changes
Requirements for managing diversity:
A long-term commitment to change.
Substantive changes in the organizational culture.
A modified definition of the leadership and management roles.
Both individual and organizational adaptation.
Structural changes. (Ivancevich & Gilbert, 2000)
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22. Adapting to Demographic Changes
Effectiveness of managing diversity approaches:
Anecdotal evidence of success using this approach.
Lack of strong empirical evidence for overall effectiveness.
Must ensure that efforts are strategic, proactive, and grounded in solid empirical and theoretical research.
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23. Cross-Cultural Education and Training Programs
Impact of globalization: numerous employees sent on expatriate assignments.
Common elements of cross-cultural training:
Raise awareness of cultural differences.
Focus on ways that attitudes are shaped.
Provide factual information about each culture.
Build skills (e.g., language, non-verbal communication, stress management, and adjustment skills).
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24. HRD Programs for Culturally Diverse Employees
Existing HRD programs can be used to promote cultural diversity:
Socialization and orientation
Career development
Mentoring women and minorities
Sexual and racial harassment training
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25. Some Concluding Thoughts on HRD and Cultural Diversity - 1
The past forty years have seen real progress in promoting cultural diversity in the U.S. workforce.
However, this progress has occurred very slowly, and there is still a long way to go.
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26. Some Concluding Thoughts on HRD and Cultural Diversity - 2
Legal efforts (EEO, AA) have had some impact.
Efforts based on moral imperatives (“The right thing to do,” AA, diversity training) have had some impact.
Efforts based on economic arguments (diversity management) have had some impact.
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27. DeSimone et al. (2002) HRD3e CH15
Summary
Managing a culturally diverse workforce requires a long-term, integrated effort.
Success is most likely with:
Top management commitment.
An inclusive view of diversity.
Actions based on a combination of legal, moral, and economic arguments.
Coordinated HRD efforts that promote diversity.
Diversity defines our world. How will you respond?
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