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WorkforceWorkforce

DDiversityiversity

Presented by:Presented by: Dhiraj SawantDhiraj Sawant 7474 Maysa MascerenhasMaysa Mascerenhas 9393 Nisha SantiagoNisha Santiago 9797 Parin ShahParin Shah

9898 Vanitha NavadaVanitha Navada 120120

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What is Diversity ?What is Diversity ?

The host of individual differences that The host of individual differences that make people different from and similar to make people different from and similar to each other.each other.

Diversity applies to everyone in the Diversity applies to everyone in the workplace we are all different.workplace we are all different.

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Layers of Diversity Layers of Diversity PersonalityPersonality - Centre of diversity wheel because it - Centre of diversity wheel because it

represents a stable set of characteristics that is responsible represents a stable set of characteristics that is responsible for a person's identityfor a person's identity

Internal Dimension Internal Dimension - Primary dimensions of diversity - Primary dimensions of diversity not within our control but strongly influence our attitudes not within our control but strongly influence our attitudes and expectations and assumptions about othersand expectations and assumptions about others

External Dimensions External Dimensions - Secondary dimensions of - Secondary dimensions of diversity and represent individual differences that we diversity and represent individual differences that we have a greater ability to controlhave a greater ability to control

Organizational Dimensions Organizational Dimensions - Dimensions of diversity at - Dimensions of diversity at workplace levelworkplace level

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The Glass Ceiling The Glass Ceiling An invisible barrier that blocks certain workers An invisible barrier that blocks certain workers specifically qualified women and visible minorities from specifically qualified women and visible minorities from advancing into top management positions advancing into top management positions

Types of glass ceiling barriers:Types of glass ceiling barriers:

Different pay for comparable workDifferent pay for comparable work

Gender, ethnic , racial, religious discrimination or Gender, ethnic , racial, religious discrimination or harassment in the workplaceharassment in the workplace

Lack of family-friendly workplace policiesLack of family-friendly workplace policies

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EmploymentEmploymentEquality Equality

Legislation intended to remove employment Legislation intended to remove employment barriers and promote equality for members of barriers and promote equality for members of four designated groups:four designated groups:

1.1. WomenWomen

2.2. Visible MinoritiesVisible Minorities

3.3. Aboriginal PeoplesAboriginal Peoples

4.4. Persons with DisabilitiesPersons with Disabilities

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Valuing Diversity –Valuing Diversity –Role of a ManagerRole of a Manager

Embrace diversityEmbrace diversity Recruit broadlyRecruit broadly Select fairlySelect fairly Provide orientation And trainingProvide orientation And training Sensitize all employeesSensitize all employees Strive to be flexibleStrive to be flexible Seek to motivate individuallySeek to motivate individually Reinforce employee differencesReinforce employee differences

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Managing Diversity Managing Diversity

Provide strong leadershipProvide strong leadership

Assess the situationAssess the situation

Provide diversity training and educationProvide diversity training and education

Change culture and management systemsChange culture and management systems

Evaluate the diversity management programEvaluate the diversity management program

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Barriers to Implementing Barriers to Implementing Diversity in the WorkplaceDiversity in the Workplace

1. Inaccurate stereotypes and prejudice.1. Inaccurate stereotypes and prejudice.

2. Ethnocentrism (one's culture rules and norms are 2. Ethnocentrism (one's culture rules and norms are superior than the rules and norms of other culture).superior than the rules and norms of other culture).

3. Poor career planning.3. Poor career planning.

4. An unsupportive and hostile work environment for 4. An unsupportive and hostile work environment for diverse employees.diverse employees.

5. Lack of political savvy on the part diverse employees.5. Lack of political savvy on the part diverse employees.

6. Difficulty in balancing career and family issues.6. Difficulty in balancing career and family issues.

7. Fears of reverse discrimination.7. Fears of reverse discrimination.

8. Diversity is not seen as an organizational priority.8. Diversity is not seen as an organizational priority.

9. The need to revamp the organization's performance 9. The need to revamp the organization's performance and reward system.and reward system.

10. Resistance to change.10. Resistance to change. 1010

Example – AccentureExample – Accenture Rich diversity in terms of culture, education and geographyRich diversity in terms of culture, education and geography Acknowledges each individual's uniqueness Acknowledges each individual's uniqueness Promotes respect and personal achievementPromotes respect and personal achievement

Diverse workforce: Different backgrounds and Vast range of skills and Diverse workforce: Different backgrounds and Vast range of skills and experienceexperience

Core values: “Best people” and “Respect for the individual”Core values: “Best people” and “Respect for the individual”

Ranked No. 38 on Diversity Inc's "Top 50 Companies”Ranked No. 38 on Diversity Inc's "Top 50 Companies”

“…“…Drawing together diverse qualities enables us to deliver innovation, Drawing together diverse qualities enables us to deliver innovation, paving the way for sustainable growth and helping clients achieve paving the way for sustainable growth and helping clients achieve high performance.” high performance.”

““Simply put: a more diverse workforce enhances the performance of our Simply put: a more diverse workforce enhances the performance of our global collaboration as well as the solutions we deliver to our global collaboration as well as the solutions we deliver to our clients.” clients.”

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Benefits of Managing DiversityBenefits of Managing Diversity Competitiveness via cost saving :Competitiveness via cost saving :

Reduced turnover of staffReduced turnover of staff Reduced absenteeismReduced absenteeism Lower costs for discrimination and Lower costs for discrimination and

harassment lawsuitsharassment lawsuits Direct enhancement of Direct enhancement of

competitivenesscompetitiveness: : Attracting and retaining the best Attracting and retaining the best

available talent.available talent. Enhancing productivity and Enhancing productivity and

performanceperformance Becoming an employer of choiceBecoming an employer of choice

Driving business growth Public Profile Easy transfer of knowledge Better marketing structure 1212

Case Study – InfosysCase Study – Infosys

Recruit new employees from all available Recruit new employees from all available global talent pools global talent pools

Develop new ideas, methods, and Develop new ideas, methods, and perspectivesperspectives

In 2006 and 2007, Infosys BPO received In 2006 and 2007, Infosys BPO received the Helen Keller award for the best the Helen Keller award for the best employer from the National Centre for employer from the National Centre for Promotion of Employment for Disabled Promotion of Employment for Disabled People (NCPEDP).People (NCPEDP).

Infosys Women Inclusivity Network Infosys Women Inclusivity Network (IWIN) promotes a gender-sensitive work (IWIN) promotes a gender-sensitive work environmentenvironment 1313

Example – WiproExample – Wipro

WoW ! WoW ! (Women of WIPRO)(Women of WIPRO) ‘‘Green Ambassadors’Green Ambassadors’ Launched by WIPRO’s Diversity CouncilLaunched by WIPRO’s Diversity Council Works toward creating visibility for its female Works toward creating visibility for its female

leadership, both internally and externally.leadership, both internally and externally. Eco Bags specially made for women employees Eco Bags specially made for women employees To have a significant social impact and where women To have a significant social impact and where women

can play a catalytic role in bringing about change.can play a catalytic role in bringing about change. The Core Diversity Council has been set up that The Core Diversity Council has been set up that

consists of representatives from every function at a consists of representatives from every function at a senior level.senior level.

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Example – TCSExample – TCS

““Diversity in companies is no longer about being melting Diversity in companies is no longer about being melting pots, but being salad bowls……We want people to retain pots, but being salad bowls……We want people to retain their identity yet be integrated into the company”their identity yet be integrated into the company”

7.5 % of workforce is Non - Indians7.5 % of workforce is Non - IndiansIt plans to hire about 4,000 people from across the worldIt plans to hire about 4,000 people from across the world

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Example – ReebokExample – Reebok

Diversity of perspectivesDiversity of perspectives Diversity at every levelDiversity at every level Transformation from $12 million-a-year shoe company Transformation from $12 million-a-year shoe company

(80’s) to a $3 billion powerhouse (00’s)(80’s) to a $3 billion powerhouse (00’s) Aerobic shoes for womenAerobic shoes for women Recognizes diversity as a key managerial strategy Recognizes diversity as a key managerial strategy Approach is sports-minded logic:Approach is sports-minded logic:

““A team that has the vision to produce innovations and A team that has the vision to produce innovations and make them work cannot be a team of clones”make them work cannot be a team of clones”

Believes in:Believes in:

“…“….for it is their differences that enriches us, expands .for it is their differences that enriches us, expands us, provides us the competitive edge.”us, provides us the competitive edge.” 1616

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What are organizations What are organizations Practicing?Practicing?

Organizational Diversity AuditsOrganizational Diversity Audits

Mentoring ProgramsMentoring Programs

Employee Networks/Affiliation GroupsEmployee Networks/Affiliation Groups

Diversity Celebrations/EventsDiversity Celebrations/Events

Diversity Business Plans/MetricsDiversity Business Plans/Metrics

Community Involvement/Corporate ImageCommunity Involvement/Corporate Image

Case Study – IBMCase Study – IBM

Advancement of WomenAdvancement of Women

Integrating the Workplace and MarketplaceIntegrating the Workplace and Marketplace

Workforce Flexibility & BalanceWorkforce Flexibility & Balance

Cultural Awareness & AcceptanceCultural Awareness & Acceptance

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IBM Clients:IBM Clients: The World of Business The World of Business

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ConclusionConclusion

“Organizations do not think, make decisions, or allocate resources;

People do.”

2020

BIBLIOGRAPHYBIBLIOGRAPHY www.diversityinc.com www.books.google.co.in www.google.com www.citehr.com www.ehow.com www.wikipedia.org www.diversity.com www.diversityworld.com www.ibm.co/in www.accenture.com www.infosys.com www.wipro.com www.tcs.com University of Redlan. Workforce 2020, Hudson Institute. Kristiansand University. 2121

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