2. MANAGING IN A DIVERSIFIED WORKFORCE February 1, 2010

3. WHY DIVERSITY? Legal Requirements Labor Force –

4. WHY DIVERSITY? – Impact on bottom line.....

5. WHY DIVERSITY? “We made diversity a market-based issue….It’s about understanding our markets, which are diverse and multicultural.” Lou Gerstner “Diversity is not just the right thing to do. It is a long-term, strategic business factor that has a significant impact on productivity, workforce motivation and innovation, market competitiveness, teamwork and customer loyalty.” Mike Bagshaw "This is no longer simply a question of common decency. It is a question of business survival.“

6. MANAGING DIVERSITY Objective: –Numbers: Equal representation –Avoid problems through “color-blindness” Has the objective been achieved? –Glass Ceiling?? Means –Expanded recruiting –Discrimination-free selection

7. VALUING DIVERSITY Full utilization Work relationships Recognizing & value differences How?

8. Barriers to Valuing Diversity 1.Stereotypes and prejudices (ethnocentrism) 2.Fear of reverse discrimination 3.Resistance to diversity program priorities 4.Unsupportive social atmospheres 5.Lack of support for family demands 6.Lack of support for career-building steps

9. VALUING DIVERSITY: Building Positive Relationships Enhance awareness of group differences –Concerned with valuing differences Increase self-awareness

10. VALUING DIVERSITY: Building Positive Relationships Enhance awareness of group differences –Concerned with valuing differences Increase self-awareness Build Relationships

11. VALUING DIVERSITY: Building Positive Relationships Enhance awareness of group differences –Concerned with valuing differences Increase self-awareness Build Relationships –Empathy

12. VALUING DIVERSITY: Building Positive Relationships Enhance awareness of group differences –Concerned with valuing differences Increase self-awareness Build Relationships –Empathy –Provide Common Experience

13. VALUING DIVERSITY: Building Positive Relationships Enhance awareness of group differences –Concerned with valuing differences –Stereotypes Increase self-awareness Build Relationships (Social Atmoshpere) –Empathy –Provide Common Experience –Eliminate "us vs. them" mentality For all employees Guilt free & Fear Free Focused on the present situation

14. VALUING DIVERSITY: Pillars of Change Visible top management support is essential –Consider composition of IBM task forces –Email from Sr. VP of Human Resources Engage employees Integrate diversity w/management practices –Train Supervisors –Hold managers responsible –Agendas –Accommodation Alternative career paths Extended leave Flexible scheduling: Flextime, Job sharing Link diversity goals to business goals

15. VALUE DIVERSITY “Diversity means embracing the rich tapestry of skills, experience and ideas that come from the varying backgrounds that society offers today.” Mike Bagshaw “The whole point is to draw on the uniqueness of each employee. If people feel that they must censor what they say and how they act, the major benefit of diversity is lost.” Robert Lattimer, diversity consultant