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MULTICULTURALISM and DIVERSITY

MULTICULTURALISM and DIVERSITY. WHY DIVERSITY?. Legal Requirements Labor Force 20% of employees are traditional Native born whites = 10% of workforce growth 2010: 15% of workforce will be native born whites Increasing number of PWD 35-54 age group > 50% of workforce Customer Appeal

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MULTICULTURALISM and DIVERSITY

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  1. MULTICULTURALISM andDIVERSITY

  2. WHY DIVERSITY? • Legal Requirements • Labor Force • 20% of employees are traditional • Native born whites = 10% of workforce growth • 2010: 15% of workforce will be native born whites • Increasing number of PWD • 35-54 age group > 50% of workforce • Customer Appeal • 750 million PWD = $461 billion • Market Development Organization • Creativity Demands • Impact on bottom line.....

  3. 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.“

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

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

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

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

  8. VALUING DIVERSITY: Building Positive Relationships • Enhance awareness of group differences • Concerned with valuing differences • Stereotypes • Increase self-awareness • Build Relationships • Empathy • Provide Common Experience • Eliminate "us vs. them" mentality • For all employees • Guilt free • Focused on the present situation

  9. 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

  10. 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

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