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Diverse Backgrounds in the Work Place

Vidya Setlur . Patty Lopez. Diverse Backgrounds in the Work Place. 2009 CRA-W Graduate Workshop, San Mateo, CA. What is Diversity?. Diversity includes differences in: Race/Ethnicity/Culture Gender Age Sexual orientation Disability Nationality Language, dialect

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Diverse Backgrounds in the Work Place

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  1. Vidya Setlur Patty Lopez Diverse Backgrounds in the Work Place 2009 CRA-W Graduate Workshop, San Mateo, CA

  2. What is Diversity? Diversity includes differences in: • Race/Ethnicity/Culture • Gender • Age • Sexual orientation • Disability • Nationality • Language, dialect • Work style, communication style 2009 CRA-W Grad Workshop

  3. Why Diversity in the Workplace Matters2 • Diversity’s Return on Investment (ROI) • Diverse customers have diverse needs • Diverse employees don’t think the same • An open, flexible workplace is open to: • Innovation • Encourages quality and teamwork • Retains the best employees • Is a great environment to in which to work 2009 CRA-W Grad Workshop

  4. Why Diversity in the Workplace Matters3,4 • Companies that hire and retain more women are more profitable, more effective, and more productive • These companies can draw from a broader pool of talent, and research shows a correlation between higher numbers of female senior executives and stronger financial performance • Coaching, mentoring, and networking programs have proven successful by encouraging women to seek new positions more aggressively 2009 CRA-W Grad Workshop

  5. How Some Companies Evaluate Their Diversity Programs2: Ryder System, Inc. — Measures the ROI by tracking litigation costs and the number of women and minorities hired and promoted in key jobs throughout the company. Scorecard for each business unit includes a diversity component, with specific targets for hiring and promoting women and people of color. Senior leadership bonuses are tied to meeting these targets.Goldman Sachs Group — Includes a diversity component in performance evaluations and assessments of corporate leaders, with results reflected in their compensation. PricewaterhouseCoopers — Measures their ROI against very specific metrics focused on recruiting, retention of top performers and employee satisfaction.Cendant Corporation —Measures in number of hires, the volume of services provided by minority suppliers, volume of business generated by multicultural marketing initiative, number of minority franchisees, among other measures.Pitney Bowes — Examines employee-survey results, representation of women and minorities, inclusion on “best companies” lists, and monitors individual business units for adherence to company’s diversity objectives. 2009 CRA-W Grad Workshop

  6. Demographics: Changing the Workforce1 • Greater diversity in the labor pool: By 2008, women and minorities will represent 70% of the new labor force entrants, and by 2010, 34% of the US workforce will be non-Caucasian. • An aging workforce: By 2010, the US workforce will have an increase of 29% in the 45-64 age group, a 14% increase in the 65+ age group, and a 1% decline in the 18-44 age group. • Globalization: In the next decade, 75% of new workers will likely be from Asia, while North America and Europe will have 3% of the world's new labor force. 2009 CRA-W Grad Workshop

  7. US STEM Demand vs. Supply 2009 CRA-W Grad Workshop

  8. Percentage of Under-represented Minority Doctorate Recipients 2009 CRA-W Grad Workshop

  9. Hidden Biases in Technology5 Women: • Women hold more than half of professional positions overall, but only 27% of professional computing-related positions6 (fewer than 22% of software engineering positions).7 • Women influence over 80% of consumer spending decisions including 66% of all home computers, yet 90% of technology products and services are designed by men.8 • Within the top Fortune 500 IT companies, fewer than 5% of Chief Technical Officers are women.9 People of Color: • African-Americans constitute approximately 9% of the IT workforce.6 • Hispanics are the most underrepresented group, constituting only 6.5% of the IT workforce.6 2009 CRA-W Grad Workshop

  10. Hidden Barriers in Technology5,10 • Unfair managerial decisions resulting from stereotypes that women and minorities are not skilled in math and science • Lack of mentoring and role models in leadership positions • Reduced flexibility in work arrangements such as hours worked, telecommuting might also account for the decline of women in IT 2009 CRA-W Grad Workshop

  11. Transitioning from Graduate School to Work • Evaluate the organizational cultures of the employers you want to work for • Adjust to the work culture – direct or indirect? • Assimilate into a new team – sharers or hoarders? • Fit your expertise to needs of the organization • Understand how you are measured and rewarded • Develop a professional network – are you LinkedIn? 2009 CRA-W Grad Workshop

  12. Non-profits that are changing the world Anita Borg Institute for Women & Technology (ABI) – www.anitaborg.org Catalyst – www.catalyst.org Level Playing Field Institute - www.lpfi.org National Center for Women & Information Technology (NCWIT) - www.ncwit.org Center for Work-Life Policy – www.worklifepolicy.org MentorNet – www.mentornet.net 2009 CRA-W Grad Workshop

  13. Recommended Reading • “Women Don’t Ask”, Babcock & Laschever, 2007. • “How To Be a Star at Work”, Kelley, 1999. • “In the Company of Women”, Heim et al., 2003. • “The Athena Factor: Reversing the Brain Drain in Science, Engineering, and Technology”, Hewett et al., 2008 (CFWLP). • “Climbing the Technical Ladder: Obstacles and Solutions for Mid-level Women”, Simard et al., 2008 (ABI). • “HOW-FAIR Study 2003: How Opportunities in the Workplace and Fairness Affect Intergroup Relations”, Level Playing Field Institute, 2003. 2009 CRA-W Grad Workshop

  14. References • “Workplace Diversity: Leveraging the Power of Difference for Competitive Advantage”, 2005 Research Quarterly, Society for Human Resource Management, www.shrm.org. • From “Diversity Return on Investment: Making the Business Case for Diversity”, 2008, http://www.equalitymagazines.com/droi.html. • “The Bottom Line: Connecting Corporate Performance and Gender Diversity”, 2004, www.catalyst.org. • “A business case for women”, Desvaux et al., 2008 (McKinsey & Company), www.mckinsey.com. • Freada Klein, “How Hidden Biases Become Hidden Barriers in the IT Industry”, The Level Playing Field Institute (www.lpfi.org). • From Commission on Professionals in Science and Technology, 2006. • Occupational Outlook Handbook, Dept. of Labor Statistics, 2004-2005. • Kathy Harris, D.M., Mark Raskino, “Women and men in IT: Breaking sexual stereotypes,” 2007, Gartner. • Based on a survey of top 100 Fortune 500 companies classified as “IT-related” by Hoovers. • From Information Technology Association of America, 2005. 2009 CRA-W Grad Workshop

  15. Research Scientist at Nokia Research Center, Palo Alto for 4 years Adjunct professor at Carnegie Mellon Silicon Valley Education B.S. Computer Engineering, Bangalore University, India Ph.D. Computer Science, Northwestern University Research Interests Using computer graphics to enhance visual communication in varied types of user interfaces and services Introduction

  16. Background • Always liked writing software and building things • Was one of 15 women in an undergrad class size of 80 • Decided to join industry to have more opportunities in • transferring research to business • Enjoys teaching courses on mobile technology • Hobbies include Indian classical dance, cooking, gardening

  17. Nokia Research Center – Palo Alto • About 40 researchers; 8 women • Research focuses on the theme of collaborative experiences • and collective intelligence enabled by the emerging ubiquitous • wireless internet • Countries represented: Finland, India, China, Japan, • Germany, France, Poland, Croatia, Singapore, …. • http://research.nokia.com/research/labs/nrc_palo_alto_laboratory

  18. Nokia Research Center – Palo Alto • Teams: • Innovate, Design, Experience, Animate • Context, Content and Community • Mobile Internet Services Systems • Visual Computing and Ubiquitous Imaging • Social Proximity Networks • Mobile Business Solutions

  19. Nokia Research Centers

  20. Looking for a that Ideal Job… • Try to meet everyone you may end up • working with • Find at least one person that you can relate to • Don’t be afraid to ask candid questions about • promotions, average salaries, work hours, • work styles • Make sure to get any agreements to • negotiations in your written contract

  21. One Size Does Not Fit All • Identify positive implications in a negative • experience • Recognize strengths and weaknesses • Maintain harmony in interactions • Find a common medium between yourself and • the people you work with • Uniqueness is definitely an asset and should • be respected!

  22. Handling Conflict Constructively • Be open in your communication • Do your homework before any discussion • regarding a conflict • Strike a good balance between what you • believe in and compromise • Leverage research diversity to explore new topics of interest • Keep your manager informed of any possible • issues

  23. Introduction Career info: Component Design Engineer at Intel, 6 months Imaging Scientist at HP, 19 years Ethnicity: Hispanic Education: BS Computer Science, NMSU MS Computer Science, NMSU PhD Computer Science, NMSU Engineering Patents: 7 Location: Ft. Collins, CO My work today: Logic validation for Itanium microprocessors, specializing in front end (branching) validation. 24 6 June 2014

  24. Background Strong mechanical aptitude: Liked to put things together and take things apart (mostly the latter) Supported myself through 13 years of college (grants, scholarships, loans, jobs) Took computer math in high school and liked it! Glut of PhD’s when I graduated guided me to industry, where I specialized in image processing Enjoy mentoring as an ITP & MentorNet mentor, and in the workplace Married, with three kids (teenager & 4 ½ year old twins) 25 6 June 2014

  25. Diversity at Intel Founded by Bob Noyce and Gordon Moore in 1968, ~86,000 Employees world-wide US Employment Demographics (12/31/07): 57.5% Professionals, 11.5% Officers and Managers 24.4% Female 38% Minority 3.6% African American 24.7% Asian/Pacific Islander 61.9% Caucasian 8.9% Hispanic 1% American Indian 26 6 June 2014

  26. Intel Core Values • Customer Orientation • Discipline • Results Orientation • Risk Taking • Great Place To Work • Quality

  27. Research Areas at Intel • Tera-scale Computing • Mobility – Carry Small, Live Large • Energy Efficiency • Essential Computing • Dynamic Physical Rendering • Cultural Computing • Machine Learning/Vision – Human Activity Recognition

  28. Seattle, WA Hillsboro, OR Santa Clara, CA Berkeley, CA Pittsburgh, PA Guadalajara, Mexico Barcelona, Spain Braunchsweig, Germany St. Petersberg, Russia Beijing, China Bangalore, India Intel Research Labs

  29. Notable Intel Fellows: • Anthropologist –Genevieve Bell • Electrical & Computer Engineer – Fayé Briggs • Ethnographer –Eric Dishman • Physicist –Albert Fazio, Mario Paniccia • Mathematician –Tryggve Fossum • Chemist, Physicist, Mathematician, and Computer Scientist – Karl Kempf • Industrial & Mechanical Engineer – Devadas Pillai • Chemical & Electrical Engineer – Vivek Singh

  30. Walking the tightrope:How will others view and judge you? • Understand/adjust your style – fit in or stand out? • Constructive confrontation vs. passive aggression • Managing your manager • Managing difficult work relationships • Jockeying for key work assignments • Managing work/life balance

  31. Bringing your whole self to work Thriving vs. surviving Be yourself, and be less critical of yourself Learn the difference between helping out and getting dumped on Ask questions, and document your great ideas Learn to praise yourself to others in a humble way Cultivate and maintain your sense of humor Find a mentor, be a mentor

  32. Advantages of my diversity • Approach challenges from a unique perspective • Share the limelight and nurture my colleagues • Strong sense of fairness and inclusiveness • Celebrate successes, provide encouragement for setbacks • Allow myself to feel, not just think • Perceptive of the needs of others • Share what I have learned with others through mentoring and networking • Use power to empower rather than control

  33. Disadvantages of my diversity • Voice may not be heard, others may take/get credit • Collegiality not always reciprocated • Feelings of unfairness may hamper productivity • Sensitive to criticism, take on ownership • Overanalysis can lead to self-doubt • Feel exclusion from networks or lack of acknowledgement more acutely • Isolation can sap motivation

  34. Words of wisdom Your successes and failures don’t define you, but how you handle them does. Stay true to your values and never compromise your integrity. As one door closes, and another one opens. Stick your foot in it as quickly as possible, and keep the door open for others that follow. 35 6 June 2014

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