II- STEPS TO MANAGE DIVERSITY IN WORKPLACE At work, a good communication is the best approach to manage diversity.

Incite workers to share concerns as they occur. Each worker should feel equally essential to the firm. Maintain an open door policy. Managers should be open with their workers so they feel easy coming to ask questions and worries regarding concerns, both nonwork-related and work-related alike, like diversity. Manager making himself available will help him well in managing conflict, and every worker will feel essential. Another manner to develop communication at work is to allocate workers to do project-based on groups and enhancing work on team and aiding workers comprehend each other. Diversify the teamwork and encourage every team participant to do his or her task peacefully with one another. They will discover that beside their differences, each participant brings a valuable addition to the team. Diversity can also bring with it differing views, more experience and a larger variety of skills. Here's how to manage diversity in the workplace. 1- Strong Leadership To successfully manage diversity, managers have to design and implement a diversity strategy within the company. This implicates drawing an approach to create an appreciation among the workers in the workplace toward diversity. The firm should furnish a strong leadership. Firms with excellent reputations in handling diversity usually have CEOs who champion diversitys benefits. For instance, they take strong positions on encouraging the necessity for and pros of a diverse staff, and behave as role examples for representing pro-diversify comportments, like by promoting workers even handedly. Managers has to be supporters to the significance of diversity, and show to the employees how diversity is linked to larger strategic aims, and after establishing the comportments they want to see in the company, they can have deep results on the diversity environment. Indeed, the leader represents the outcome of a firm-wide

survey linked to diversity concerns, by for example distributing video to each employee where he summaries his vision for diversity management, and makes seminars about diversity to raise awareness among employees. A strong leadership is the most essential component in managing diversity. Manager has to sensitize all workers. Advocate all workers to adopt diversity by giving them diversity training to aid all workers understand the importance of diversity. Within the company, the employee has to be motivated personally. A manager has to be aware of the background, cultures, and values of employees. Indeed, for a full time working mother who has children, her motivation factors are not the same with the needs of a young, not engaged, part-time worker or a senior worker who is working to increase his retreat pay. Managers have to make sure to value all workers. Each worker wishes to be recognized for his talents and his works while a task is done. Manager has to show to the employee that is valued and that his work is equally measured compared to those of his colleagues. Diversity should not set double standards at the workplace. Instead, each employee has to be seen for his quality and skill he has. Another manner leaders can manage diversity at work is to remove gender prejudices by encouraging tolerance of both genders male and female. By letting women rapidly growing to the top of the company hierarchy, taking status as presidents and leaders. Managers have to do not reduce the role that women play in a firm; and have to set a good model and consider both genders in the same level and with respect. If there are any issues managers have to promote training seminar to each employee understand the value of diversity.

2. Recruitment The company has to hire their employees regarding to their skills, and not their ethnicity. In resource human department, the interview with new workers, particularly minorities, have to be treating equally. The new employees are not hired because they belong to a minority group. Otherwise, the other workers will have a negative view on the management aptitudes and will not appreciate the recruitment decision of the company. Instead, screen candidates regarding on their learning and ability and the firm will end up with a diverse staff almost by accident. Put together the best possible staff you can. Certainly, the company will recruit a variety of competent employees from a range of backgrounds. Perceiving the skill of an employee from a different ethnicity will let other workers to understand that each ethnic group has something to offer in the workplace. The company has to recruit Broadly. The HR department has to work to have a diverse candidate for the job openings. And has to avoid trusting on referrals from existing workers, since this leads to create applicants similar to current staff. An exemption is that if the current staff is equally diversified then there is no problem in taking in consideration recommendations from existing workers. Since 2001, Adecco committed large-scale approach to prevent discrimination and its leaders take strong position on the subject. The President alerts by mail all of the collaborators, explaining them that: "recruit shall in no case be synonym of discrimination but means select and choose people based on skills, competencies which we and our work environment need. 3. Use Referrals Recommendations are a powerful element for multiplicity hiring programs. Existing and previous workers can sufficiently promote the company, which make diversity referrals working well. Worker referral programs have to regularly measure worker opinion. This approach, both existing and previous workers are empowered with the information necessary to express why they work where they work, and why someone might desire to want joining the staff. There are four manners to enhance the efficiency of a worker referral program: 3

Find out what current and former employees are saying. Determine whether any employee demographic groups have more negative perceptions than others. Develop methods to communicate with employees and actively manage their perceptions. Persistently push out stories to employees that provide unique and compelling reasons why diverse individuals would want to work for your organization.

4. Give Rewards Managers in the company give rewards for identifying and recruiting diverse employees. Workers can get a small recompense for just being among diversity applicants. Rewarding managers for great diversity recruiting is a must. About 5 to 10 percent of all individual hiring managers pay should be based on diversity recruiting and retaining outcomes. The success of diversity hiring is also attached to senior management pay, in addition to the principal of hiring and the manager of human resources. A company can make itself more attractive to its diverse staff by rising worker satisfaction. For instance, benefits and office programs like reward initiatives, flexible work schedules, and phased retreat are attractive to elder workers. Part of esteeming diversity is recognizing that diverse groups have diverse necessities and values. Manager has to be flexible in accommodating worker requirements. Giving possibilities for workers to take necessary time off work to observe their particular religious holidays. This comprises paid time off, unpaid time off, flexible time or the aptitude to change shifts with other workers.

5. Avoid stereotypes To avoid the creation of divisions within the corporation due to make individual in a stereotypical category, managers have to mix teams, and create smaller mixed groups for subtasks, monitoring all team members progress and allowing individuals to volunteer for roles rather than being cast into their default role as defined by their stereotypical category. Managers can combat stereotype by reinforcing worker difference. This, by encouraging workers to adopt and value varied opinions and produce traditions and ceremonies that help them to know better each other. Training in the detection of the prejudices and stereotypes at Shell. Shell has chosen to animate offices on the prevention of discrimination and diversity management, intended as a first step to managers, and then to all the employees. The training is based on role playing and wagering in situation, whose purpose is to educate the employees to diversity and its consequences in terms of integration and exclusion in the workplace. This is to understand that diversity is a wealth and that this wealth requests the implementation of certain behaviors on the day the day to give it all its value. 6. Training To manage diversity in the workplace, manager has to make a training session for his employees and cover all essential features about office diversity issues, comprising equal employment opportunities, affirmative action and daily behavior around the workplace. For instance having employee discuss with expert trainers the values of diversity and the kinds of comportments and biases that may weaken it. Diversity training frequently aims at inducing all workers to the necessity to value differences and creates respect. Offer diversity training at work will let all workers understand that recruiting decisions are based on finding the best candidate and not by quotas. Making the hiring process more transparent can aid comfort the minds of suspicious workers.

To strengthen the training, the company has to change its culture and its management systems. By combining training with other tangible steps designed at changing the corporations values, philosophy, and organization systems. For example, change the bonus plan to incentive plan for managers; to improve their departments inter group conflict and employee attitude survey scores. Also make mentor relationships among colleagues of diverse demographics, race and religion. Incite these partnerships to let colleagues to discuss their own opinions, culture and work viewpoints with each other. In 1999, the media attacks IKEA, denouncing an incident of racial discrimination. Following this case, the sociologist Henri Vacquin is mandated to conduct the investigation. This concluded a lack of racial discrimination but reveals the existence of a sense of discrimination in the organizations syndical. The report has especially mentioned a misapprehension of the syndical by the management of IKEA and therefore a lack of mutual recognition between the two parties. This Awareness leads to the establishment of training courses for these managers on the "Syndical" thus to a more general reflection on the themes of discrimination and diversity. 7- Clear company policy Write clear corporation policy regarding its diversity tolerance so that no worker can be confused about the firm's position on this concern. Comprise the firms viewpoint on affirmative deed, fair employment chances and adequate work behavior, which holds diversity. The company's diversity policy has to set clear measures that should be followed if a negative incident occur. Include also a mission statement about how the firm comprehends that using the backgrounds of varied employees will aid its information base to raise, making the firm more successful. PSA Peugeot Citron group has just signed an agreement on diversity and social cohesion at this day with five syndicates in the company. Two major axes are developed: the management of diversity in social cohesion, and equality of treatment of employees. The agreement provides:

The development of tools and procedures to ensure equality of opportunity and treatment The development of approaches to integration, in particular the recruitment of young graduates from immigration An internal communication campaign on the themes of respect of differences and the fight against all forms of discrimination The creation of an observatory of diversity and equality, which commits the company to present its results annually. This agreement is part of the social policy of the group, with a double objective: to surround themselves with the best skills by opening recruitment and allow to reflect best the society and its environment

A company policy must be clear to is employees and give them a hard copy to it such as: No person may be excluded to a procedure of recruitment or access to an internship or a period of training in company. No employee may be punished, dismissed or to be the object of a discriminatory measure, direct or indirect, especially in compensation, training, reclassification, assignment, qualification, classification, professional promotion, mutation or renewal of contract because of his origin, his morals, his orientation sexual, his age, his family status, his genetic characteristics, his belonging to an ethnic group, a nation or a race, his political opinion, of his syndical activities or mutualistic, religious beliefs, his physical appearance, of his surname or, except unfit observed by the doctor due to his condition of health or disability. Casino, with the project "Lucidity" (action research project funded by the European Social Fund under the Equal Community initiative program), hired a very innovative approach. Indeed, four Group sites in 2004 were analyzed in the distribution of human resources according to criteria related to sex and origin. Alongside the analyze criteria such as the category socio-professional, the type of contracts, the access to training, the level of gross salary, a patronymic analysis will be conducted to learn more about the degree of openness of the company to the diversity of ethnic backgrounds.

III- CONCLUSION The company Renault struck hard in terms of communication on non-discrimination. Its campaign "do not rely on appearances, rely on the skills" included nondiscrimination as the central element of its identity. It is an investigation of testing, led by Professor Jean-Franois Amadieu and conduct in many companies that Renault decided to mobilize strongly. This scientific study indeed demonstrated the flagrant existence of discrimination in the hiring, in the selection of the CV. Renault, as an intermediate employment enterprise, has thus established a policy of prevention of discrimination and has chosen to decline in its communication campaign a series of clichs on persons of foreign origin, young people, women, persons with disabilities, seniors and homosexuals. A communication that formalizes the will of the company to act and react on this theme. Diversity, the core development for Renault and its collaborators The commitment of the group for diversity is based on a strong belief: from cultural richness and diversity of experiences is born innovation. Therefore, equality of opportunity becomes a performance lever. Renault wants to give everyone the same opportunities, irrespective of his age, his profile, and his origins. Promote women to energize the company While women directly or indirectly make 60% of the purchases of cars, Renault is engaged in an active policy of feminization teams. At the global level, they represent 17% of the employees of the group, with rates up to 28% in Russia, 35% in Romania and more than 45% in certain commercial subsidiaries European. The group collaborates with the association "They move" for women's vocations in the automotive world. Among the elements published by Renault and Nissan in the Women's Forum: 1. Women represent 17% of the workforce of Renault, in continued increase since this rate was 10% in 1999, to the creation of the Alliance. 2. Three members of the Renault Group Executive Committee in ten are women. It is

the highest percentage of women at a decision-making level in the automotive industry. 3. 17% of managers in Renault are women. Action vis--vis to persons with disabilities For more than 10 years, Renault acts in favor of insertion and retention in employment of persons with disabilities and pursues a policy of support to disabled staff. The enterprise agreement was renewed on May 24, 2006 for a period of three years. Mission Handicap is in charge of ensuring the animation and compliance with this agreement in the Group.