Managing Diversity in the Workplace

1. Managing Diversity in the Workplace Raymond Manza, MBA

2. The World View of Diversity We live in an increasingly multicultural society, but is it a melting pot or a stew?

3. Changing Demographics • The U.S. population is expected to grow from 275 mil. to 394 mil. by 2050. • Whites will comprise 53% vs. 74% • Hispanics will comprise 25% vs. 10% • Blacks will comprise 14% vs. 12% • Asians will comprise 8% vs. 3% • American Indians will comprise 0.9 vs. 0.7 MG207 Managing Diversity in the Workplace

4. How many of the nation’s 100 largest cities have have people of color as the majority population? • In 2000 48 of the largest U.S. cities had people of color as the majority population compared to less than 30 in 1990. • By 2010 Caucasians in California will comprise a minority of every age group under 50. MG207 Managing Diversity in the Workplace

5. Changing Demographics • In 1940, 28% of women were in the workforce vs. 60% in 1998. • In 1940, 25% of the workforce were women vs. nearly 50% in 1998. • Three out of four women with children are in the workforce. • Single parent families have grown from 11% in 1960 to 27% in 2000. MG207 Managing Diversity in the Workplace

6. Perspective of the Global VillageOf every 100 persons in the global village: • 57 are Asian - 21 are European - 8 African- 14 from North & South America • 70 are people of color and 30 are white • 51 are women and 49 men • 70 profess religions other than Christianity • 70 are unable to read • 50 are malnourished • 1 has a college degree MG207 Managing Diversity in the Workplace

7. Diversity Issues in US History • Founding Fathers dealt with it • Multiple origins of early settlers • The 3/5ths compromise • Dred Scott decision 1850’s held that slaves were not US citizens and overturned the ban on slavery in certain states • Subsequent waves of immigration • Each introduced new diversity issues • Treatment of Native American People • Special issue of slavery • Perhaps THE most significant diversity issue MG207 Managing Diversity in the Workplace

8. Emancipation Proclamation – 1863 - IssuedbyPresident Lincoln on January 1, 1863, declared "that all persons held as slaves" within the rebellious states "are, and henceforward shall be free." 13th Amendment – 1865 - “Neither slavery nor involuntary servitude, except as a punishment for crime whereof the party shall have been duly convicted, shall exist within the United States, or any place subject to their jurisdiction.” Laws had little effect - Society’s unwillingness/inability to assimilate African Americans Civil Rights Movement - Brought up issues of racial injustice. Dealing With Slavery MG207 Managing Diversity in the Workplace

9. The Environment of DiversityAffirmative Action: • Title VII of the Civil Rights Act - 1964 • EEOC - Prohibits employment discrimination on the basis of race, color, gender, religion or natural origin • Age Discrimination in Employment Act of 1967 --prohibits age discrimination against individuals who are 40 years or older • Title 1 of the American Disabilities Act of 1990 prohibits employment discrimination against qualified individuals with disabilities MG207 Managing Diversity in the Workplace

10. The Environment of DiversityAffirmative Action: • President Lyndon Johnson signed 1965, signed EXECUTIVE ORDER 11246 • Requires employers doing business with the Federal Government to develop affirmative action plans to assure equal employment opportunity • Applies to: Federal Government contractors, suppliers, grantees (e.g., UNH) • adopt recruiting policies that ensure that minorities and females are included in the pool of job candidates • Affirmative Action is a conscious attempt to realize equal opportunity • Includes steps to remedy the effects of past discrimination and allows preferential treatment for individuals in protected classes • Two ethical bases for affirmative action • compensatory (reparations) justice (for past injustices) • equality of opportunity MG207 Managing Diversity in the Workplace

11. The Environment of DiversityWhat about reverse discrimination? • AA needs to be a formal systematic program - employer cannot discriminate against non-minorities on an isolated, ad hoc basis • Must be temporary, until “reasonable” minority hiring goals are achieved • Program can not bar the hiring of non-minority workers • Must be based on either past discrimination or simply under-utilization of minorities or women in the workplace • Can not force employer to hire or promote unqualified workers MG207 Managing Diversity in the Workplace

12. Introduction to Diversity Diversity in the Workplace

13. THE 21st-CENTURY WORKPLACE: SEVEN MAJOR CHANGES • The virtual organization: Workers not physically present at the workplace. • The just-in-time workforce: Part-time and temporary. • The ascendancy of knowledge workers: Lifelong learning—declining opportunities for the uneducated and unskilled. • Computerized coaching and electronic monitoring. • Increasing workforce diversity. • The aging workforce • The birth of the dynamic workforce: New industries, new projects, new relationships with employees. MG207 Managing Diversity in the Workplace

14. Today’s Workforce • Today’s workforce • mosaic of skills, lifestyles, religions, ethnic groups, genders, and ages. • One-size fits all approach to managing employees – • Forces conformity with the majority • The workforce is changing and we must change with it if we are to succeed. MG207 Managing Diversity in the Workplace

15. Diversity is…. • …the many unique and varied characteristics, perspectives and experiences that shape each of us as individuals. Pfizer • A management system which respects the differences found in a multicultural workforce resulting in the highest level of productivity for both the organization and the individual MG207 Managing Diversity in the Workplace

16. Managing diversity • “A comprehensive managerial process for developing an organizational culture that works for all employees” • Seeks to “create a level playing field for all employees without regard to cultural distinction.” • Goes beyond affirmative action or valuing diversity. Roosevelt Thomas MG207 Managing Diversity in the Workplace

17. What are some of the elements that make us diverse? Diversity is the mix of similarities and differences at among people at all levels of the organization. PrimarySecondary Age Income Gender Education Race/Ethnicity Marital Status Physical Ability Religious Beliefs Physical Characteristics Parenting Status Sexual Orientation Geographic Location MG207 Managing Diversity in the Workplace

18. Organizational Dimensions Functional Level/ Classification External Dimensions* Geographic Location Internal Dimensions* MaritalStatus Mgmt.Status Income Age WorkContent/Field SexualOrientation ParentalStatus Race RecreationalHabits Division/Dept./Unit/Group Appearance PhysicalAbility Ethnicity UnionAffiliation Religion WorkExperience EducationalBackground WorkLocation Seniority The Four Layers of Diversity Personality MG207 Managing Diversity in the Workplace Source: L Gardenswartz and A Rowe, Diverse Teams at Work: Capitalizing on the Power of Diversity (New York: McGraw-Hill, 1994), p. 33

19. Why is Diversity Important to YOU? • Improved understanding of those you work for, with, and around • Cohesive Atmosphere / Enhanced Teamwork / Higher Morale • Increased Efficiency / Quality / Productivity within your work group • Removal of barriers keeping you from achieving your goals MG207 Managing Diversity in the Workplace

20. Diversity in the Workplace Recruiting, hiring and training and retaining the best people we can find…..

21. The Modern Workplace • Employees are the most important resource for most firms in the Virtual State • Management needs to build cooperative environment at the workplace to ensure customer service and high value-added work in service industries and manufacturing firms ….. the two factors above are strongly affected by workplace practices, employee rights and ethical issues in the workplace MG207 Managing Diversity in the Workplace

22. Diversity Drivers:Overview • Businesses need the best people to effectively compete in today’s markets. • People today demand greater flexibility and control over their work lives including a better work life balance. • Growing professionalism of staff requires better management techniques. • More complex jobs = higher training costs and therefore makes retention even more important. • Today’s workers have greater mobility and so its important to be an employer of choice. MG207 Managing Diversity in the Workplace

23. Creating a Shared Understanding in the Workplace Requires Belief in Five Principles • Employees have a fundamental right to a safe workplace. • Personal morale and productivity improve when all members of a work group are valued and respected. • Diversity is different than EEO and AA • Diversity is not a human resources issue • Diversity goes beyond race and gender. MG207 Managing Diversity in the Workplace

24. Three Views of Workforce Diversity • Honors differences among people, but asks everyone to accept the core values of the organization • Optimize the contribution of the entire workforce. Embracing diversity and building a diverse workforce • Changes to the organization's culture and values suitable to the heterogeneous values of diverse groups MG207 Managing Diversity in the Workplace

25. VALUING DIVERSITY (Thomas, 1991; Loden & Rosener, 1991) • A philosophy • Requires consciousness raising • Goals: • Increase acceptance and understanding of differences between people • Minimize blatant examples of racism and sexism in the workplace. • Primarily a function of awareness training and management support MG207 Managing Diversity in the Workplace

26. Managing Diversity • Education and awareness around diversity issues • Skills and awareness training • Leadership and management development • Baking the objectives of diversity into the corporate culture. • Goals – • To start to walk the talk by informing everyone of the organizations commitment and to set some new behavioral standards. MG207 Managing Diversity in the Workplace

27. Managing For Diversity • Actively seeking to improve organization practices to the benefit of all employees. • Requires significant change to the way people are managed. • Aggressively recruit and hire people of diverse backgrounds • Mobility and retention • Work and Family Issues • Work schedules • Personal leave • Mobility • Goals: • Behavioral changes in management skills • Changes in corporate culture, and practices MG207 Managing Diversity in the Workplace

28. Conclusion • Diversity means many things to many people – but one thing is certain. • Creating a culture of inclusion that celebrates and leverages diverse perspectives is a central objective of the country’s most forward thinking corporations. MG207 Managing Diversity in the Workplace