managing equal employment

7/29/2019 Managing Equal Employment

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Managing Equal Employment

and Diversity


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52

Race, National Origin, and Citizenship

Issues

Special Issues

and HR Problems

Immigrants and Foreign-

Born Worker Requirements

Racial/Ethnic

Demographics

Bilingual Employees and

English-Only

Requirements


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Affirmative Action

Affirmative Action Plan (AAP)

A requirement for federal government contractors with more than 50

employees and over $50,000 in government contracts annually to

formally document the inclusion of women and racial minorities in the

workforce.

Covered employers must submit plans describing their attempts to

narrow the gaps between the composition of their workforces and the

composition of labor markets where they obtain employees.

Focuses on hiring, training, and promoting protected-class members

who are under-representedin an organization in relation to their

availability in the labor markets from which recruiting occurs.


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AAP Measures

Availability analysis

Identifies the number of protected-class members

available to work in the appropriate labor markets

for given jobs.

Utilization analysis

Identifies the number of protected-class members

employed in the organization and the types ofjobs they hold.


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55

Components

of an

Affirmative

Action Plan

(AAP)

Figure 52


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HR Perspective: Affirmative Action

Affirmative Action Is Still Needed

To overcome past injustices or eliminate the effects ofthose injustices.

To create more equality for all persons, even iftemporary injustice to some individuals may result.

Raising the employment level of protected-classmembers will benefit U.S. society in the long run.

Properly used, affirmative action does notdiscriminate against males or whites.

Goals indicate progress needed, not quotas.


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HR Perspective: Affirmative Action

(contd)

Affirmative Action Is No Longer Needed

It penalizes individuals (males and whites) eventhough they have not been guilty of practicingdiscrimination.

It creates preferences of certain groups that result inreverse discrimination.

It results in greater polarization and separatism alonggender and racial lines.

It stigmatizes those it is designed to help.

Goals become quotas by forcing employers to play bythe numbers.


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Affirmative Action

Reverse Discrimination

Occurs when a person is denied an opportunity

because of preferences give to protected-class

individuals who may be less qualified.


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Language Issues and EEO

English-Only Requirements EEOC guidelines allow employers to require workers

to speak only English at certain times or in certainsituations at work as a business necessity.

Bilingual Employees Employers find it beneficial to have bilingual

employees so that foreign-language customers cancontact someone speaking their languages.

Racial/Ethnic Harassment Employers should adopt and enforce policies against

harassment of any type, including ethnic jokes, vulgarepithets, racial slurs, and physical actions.


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Business & Professional

Publishing. All rights reserved.

510

Sex/Gender Issues

Pay Inequity

To guard against pay inequities considered illegal underthe Equal Pay Act, employers should follow theseguidelines:

Include benefits and other items that are part of remuneration tocalculate pay for the most accurate overall picture.

Make sure people know how the pay practices work.

Base pay on the value of jobs and performance.

Benchmark against local and national markets so that paystructures are competitive.

Conduct frequent audits to ensure there are no gender-basedinequities and that pay is fair internally.


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Sex/Gender Issues

Nepotism

The practice of allowing relatives to work for the sameemployer.

Job Assignments and Nontraditional JobsWomen are increasingly entering jobs traditionally

occupied only by men.

The Glass Ceiling

Discriminatory practices that have prevented womenand other protected-class members from advancing toexecutive-level jobs.


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Sex/Gender Issues (contd)

Glass Walls and Glass Elevator

The tendency for women to advance only in a limitednumber of functional fields within an organization.

Breaking the GlassEstablishing mentoring programs

Providing career rotation

Increasing top management and boardroom diversity

Establishing goals for diversity

Allowing for alternative work arrangements


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Sex/Gender Issues (contd)

Individuals with Differing Sexual Orientations

Federal court cases and the EEOC have ruled that

sex discrimination under Title VII applies to a

persons gender at birth.

Sexual orientation or sex-change issues that arise

at work include:

Clarification of HR policies Reactions of co-workers

Continuing acceptance


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Sexual Harassment and

Workplace Relationships

Consensual Relationships and Romance at Work

Workplace romances are risky because they can causeconflict or result in sexual harassment.

Types of Sexual HarassmentQuid pro quo

Linking employment outcomes to the harassed individualsgranting of sexual favors.

Hostile environment Allowing intimidating or offensive working conditions to

unreasonably affect an individuals performance orpsychological well-being.


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Potential Sexual Harassers

Figure 55


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. 516

Sexual Harassment and

Workplace Relationships (contd)

Legal Standards on Sexual Harassment

Tangible employment actions (e.g., termination)that result from sexual harassment create a liability

for the employer.Affirmative defense for employers in dealing with

sexual harassment incidents includes:

Establishing a sexual harassment policy

Communicating the policy regularly

Training employees to avoid sexual harassment

Investigating and taking actions when complaints arise


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Age Issues and EEO

Job Opportunities for Older Workers

Discrimination against overqualified older

employees in hiring

Instances of age discrimination in the workforcereduction when layoffs impact largely older

workers

Attracting, retaining, and managing older workers Phased retirementan approach in which employees

gradually reduce their workloads and pay.


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519

HR Managers Views of Older Workers

Figure 57


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520

Individuals with Disabilities in the

Workforce

Individuals with Life-

Threatening Illnesses

Recruiting Individuals

with Disabilities

Employees Who

Develop Disabilities

Individuals with

Mental Disabilities

Reasonable

Accommodations


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Religion and Spirituality in Workplaces

Title VII of Civil Rights Act of 1964 prohibitsdiscrimination of religion

Managing Religious Diversity

in Workplaces

Accommodation of

religious beliefs in

work schedules

Accommodation ofreligious

expression in the

workplace

Respect for religiouspractices affecting

dress and

appearance


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Reasons for Diversity Efforts

Reduction in

Discrimination

Complaints and Costs

Organizational

Performance

Recruiting and

Retention

Diverse Thinking and

Problem Solving

Diversity

Efforts


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523

Indicators of Diversity

Figure 58


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524

Various Approaches to Diversity and Their Results

Figure 59


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525

Diversity: The Business Case

The business case for diversity can be arguedbased on the following points:

Diversity allows new talent and new ideas fromemployees of different backgrounds.

Diversity helps recruiting and retention, as peopletend to prefer to work with others like themselves.

Diversity allows for an increase of market share, ascustomers tend to prefer to buy from people of the

same race or ethnic background. Diversity leads to lower costs because there may be

fewer lawsuits.


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Common Diversity

Management

Components

Figure 510


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Diversity Training

Three Components of Diversity Training Legal awareness training focuses on the legal

implications of discrimination.

Cultural awareness training builds a greater

understanding of widely varying cultural backgrounds. Sensitivity trainingsensitizes people to differences

and how words and behaviors are seen by others.

Backlash Against Diversity Efforts

Protected-group individuals view diversity efforts asinadequatecorporate public relations.

Nonprotected-group individuals feel like scapegoats.

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