Managing Diversity In Global Workplace

BY: SWATI KUKRETI NAMIT GARG SHUBHI SINGH SALONI SHARMA

[BBA 4505/09] [BBA 4520/09] [BBA 4530/09] [BBA 4542/09]

INTRODUCTION:
Workplace diversity is the people issue , focussed on the differences & similarities that people bring to an organisation. It is defined broadly to include dimensions beyond those specified legally in equal opportunity and affirmative action nondiscrimination status. It is about learning from others who are not the same , about dignity & respect for all & about creating workplace environment & practises that encourage learning from others & capture the advantage of diverse perspectives.

EXAMPLES:
Bharti Enterprises and American Express have
mandated their recruitment agencies to have 25 % and 33% women candidates at the interview stage.

Infosys BPO employs 112 people who suffer from

different forms of disability and it wants to take the proportion up to 3-4% in the next couple of years.

A team of 24 people at Infosys BPO were taught

sign language to help them communicate with the hearing and speech.

Workplace diversity :

Workplace diversity refers to the extent to which an organization is culturally diverse. Cultural diversity includes the range of ways in which people experience a unique group identity, which includes gender, sexual orientation, race, ethnic and age. An organizations culture tends to determine the extent to which it is culturally diverse. While diversity in the workplace brings about many benefits to an organization, it can also lead to many challenges. It is the responsibility of managers within organizations to use diversity as an influential resource in order to enhance organizational effectiveness. In the Journal of Applied Behavioral Science, C.L. Walck defines managing diversity in the workplace as "Negotiating interaction across culturally diverse groups, and contriving to get along in an environment characterized by cultural diversity". In a journal entitled The multicultural organization, by Taylor Cox, Jr., Cox talks about three organization types which focus on the development on cultural diversity. The three organization types are: the monolithic organization, the plural organization, and the multicultural organization. In the monolithic organization, the amount of structural integration (the presence of persons from different cultural groups in a single organization) is very minimal. "In the United States, this organization usually represents white male majorities in the overall employee population with few women and minority men in management jobs". "The plural organization has a more heterogeneous membership than the monolithic organization and takes steps to be more inclusive of persons from cultural backgrounds that differ from the dominant group". The multicultural organization not only contains many different cultural groups, but it values this diversity.

Diversity is beneficial to both the organization and the members. Diversity brings substantial potential benefits such as better decision making and improved problem solving, greater creativity and innovation, which leads to enhanced product development, and more successful marketing to different types of customers. It provides organizations with the ability to compete in global markets. Diverse organizations will be successful as long as there is a sufficient amount of communication within them. Because people from different cultures perceive messages in different ways, communication is vital to the performance of an organization. Miscommunication within a diverse workplace will lead to a great deal of challenges. Diversity, the idea, is not only prevent unfair discrimination and improve equality but also valuing differences an inclusion include ethnic, age, race, culture, sexual,orientation of physical disability and religious and believe. Scott Pages (2007) mathematical modeling research of team work supports this view. He demonstrated that heterogeneous teams consistently out-performed homogeneous teams on a variety of tasks. Page points out that diversity in teamwork is not so simple in the messy real world. Too often the cultural differences create problems

Benefits of diversity in the workplace

"The key to managing a diverse workforce is increasing individual awareness of and sensitivity to differences of race, gender, social class, sexual orientation, physical ability, and age". There are several ways to go about creating the multicultural organization that performs extremely well. Cox mentions language training as a way to promote a multicultural organization. "Language training is important for companies hiring American Asians, Hispanics, and foreign nationals. This type of training helps to communicate to employees that languages, other than English, are highly valued". Equal opportunity seminars, focus groups, bias-reduction training, research, and task forces are methods that organizations have found useful in reducing culture-group bias and discrimination". In her article, Judi Brownell identifies three skills which help to develop effective communication in diverse organizational environments. These skills include selfmonitoring, empathy, and strategic decision-making. Self-monitoring refers to a communicator's awareness of how his or her behavior affects another person, and his or her willingness to modify this behavior based on knowledge of its impact. Empathy enables the receiver to go beyond the literal meaning of a message and consider the communicator's feelings, values, assumptions, and needs. Strategic decision-making implies that the communication sources and channels used to reach organization members, as well as the substance of the messages conveyed, are

Creating the Multicultural Organization

Managing diversity goes far beyond the limits of equal employment opportunity and affirmative action. High performing diversity managers recognize that specialized skills are necessary for creating a productive, diverse workforce. They seek out continuous learning opportunities and some go as far as acquiring certification. Managers must be willing to work towards changing the organization in order to create a culture of . Assessment skills and diversity education are key elements of culture change. However, the leaderships support of the change cannot be understated.

Managing diversity tools

Diversity issues change over time, depending on local historical and dynamic conditions. Overt "diversity programs" are usually limited to large employers, government agencies and businesses facing rapid demographic changes in their local labor pool and help people work and understand each other. The implementation of diversity is often limited to the Human resources department when there is also a good economic case for UK co. to use it as a tool to reach new market shares.

Implementation

US anti-discrimination laws prohibit employers giving any consideration to customers preferences for being served by employees of a given gender, ethnic group, or color. In general, the laws also prevent consideration based on religion, although the law allows major exceptions of this provision for religious organizations. Many countries are also introducing anti-discrimination laws (for example the DDA in the UK) forcing companies to be more aware of diversity.

Legal frameworks

Globalizing India; Diversifying India!!!

Does India Inc. really value diversity?

Communication issues

Culture differences

Education levels

Political factors

Promote a Perfect blend of diversity and merit

Well designed recruitment mechanism Proper job/task analysis Detailed Recruitment Planning

Continuous Performance analysis.

Performance appraisal Help people work in cohesion to develop the best in class ideas.

Build Training infrastructure & capacity building programs Cross cultural skills training Success coaching Experiential, motivational and self development
training Finishing school.

Promote diversity of ideas and talent irrespective of sex, religion culture and political boundaries.

 Rightness in conflict. Judgement are from our

upbringing.our history,beliefs & cultural alignment. The stresses in traditional Workplace Diversity Management. Diversity of values we all value different things in different ways. The varying interpretations of the key words,used to define values & principles. The normal conflicts,gossiping & backbiting that occur soon after people come together in groups & or teams.

 Develop an understanding, & acceptance,of diversity - in so doing

let the team experience harmony & teamwork in a transformational team-building environment. Develop a common understanding of who we are, why we are together & how relevant our work is to society,the org. & ofcourse to the individual. Develop a common name & a team-based mission. Meet to clear past individual challenges, face-to-face. Develop a short list of positive & mutually understood & agreed values/ behaviours, that must be adhered to by all members of the team. Develop a list of negative & destructive values that must be eliminated from the teams interactions. Get agreement & sign a commitment. Commit to equality at the level of respect ,include management & leadership.

 Workplace diversity conflict is reduced through

peer-agreement & management. Reduced management stress & wasted time, spent in work-place conflict resolution. Far less expenditure on labour dispute mechanisms & labour lawyers. Workplace teams that are involved, professionals,committed & communicating. Better relationships with clients, family & community.

Cultural diversity in the workplace provides many opportunities but within these opportunities lie many challenges. And for these challenges we are also stated with WHAT WE CAN DO ?

Misunderstanding Mis-communication Lack of commonly understood respect Prejudice Racism Xenophobia Superiority & Inferiority clashes Tribalism Language confusion Varying value systems

Build respect Get common understanding Build professionalism Reduce & control prejudice Improve communication Clear past interpersonal conflicts Develop accountability, ownership & responsibility Build teamwork & unity Get the commitment of the entire team Ensure cultural diversity in the workplace works for our clients, our teams & our company well into future.

Build unified, respectful & accountable teams that work together in an emotionally safe workplace , free of past interpersonal challenges & focussed on supplying professional services & products to your internal & external customer base. Cultural diversity in the workplace , when , seen as an opportunity , is your organizations next big leap into 21st century success !

THE COCA-COLA COMPANY

Diversity is an integral part of who we are, how we operate and how we see the future. Our inclusive culture is defined by our seven core values: leadership, passion, integrity, collaboration, diversity, quality, and accountability. Our central promise at The CocaCola Company is to refresh the world in mind, body, and spirit, and inspire moments of optimism; to create value and make a difference. Two assets give us the opportunity to keep this promise our people and our brand.
Diversity

The Coca-Cola Company leverages a worldwide team that is rich in diverse people, talent and ideas. As a global business, our ability to understand, embrace and operate in a multicultural world -- both in the marketplace and in the workplace -- is critical to our sustainability.

Our diversity workplace strategy includes programs to attract, retain, and develop diverse talent; provide support systems for groups with diverse backgrounds; and educate all associates so that we master the skills to achieve sustainable growth. We work hard to ensure an inclusive and fair work environment for our associates, all of whom undergo diversity training on a regular basis. We find ongoing dialogue leads to better understanding of our colleagues, our suppliers, our customers, our stakeholders, and ultimately, to greater success in the marketplace.

"The Coca-Cola Company is a model employer for diversity and inclusion within its own work force and as a member of the larger business community. Its leadership on lesbian, gay, bisexual and transgender equality in the workplace is not only reflected in its long-standing achievement of 100 percent on the Corporate Equality Index, but in its principled support of anti-discrimination legislation that would protect every worker in the United States from being judged on the basis of their sexual orientation or gender identity."

We believe that associates who are inspired and valued create superior results. We strive to be a great place to work for all of our 92,400 associates globally by fostering safe, open, inclusive and healthy work. We want to ensure that our Company is adiverse and inclusive as our brands and our business. Our inclusive culture is defined by our seven core values: leadership, passion, integrity, collaboration, diversity, quality, and accountability. Our 2020 Vision is the roadmap that guides every aspect of our business. An unwavering focus on people is essential to our achieving sustainable, quality growth. Our People goal is to Be a great place to work where people are inspired to be the best they can be. This is supported by our efforts to create a winning culture that defines the attitudes and behaviors that will be required of us to make our 2020 Vision a reality.

Our Diversity Advisory Councils represents associates from all functions and business units of The Coca-Cola Company. The Councils makes recommendations for senior management on how to advance the Company's efforts towards achieving our diversity goals.

The Coca-Cola African-American Employee Forum serves as the "collective conscious and voice of the African-American Employee" by providing professional experiences through training and development, by providing opportunities for members to make a meaningful contribution to the initiatives and programs that lead to the growth of the business, and by creating connections to support the AfricanAmerican Community. The Coca-Cola Asian/Pacific-American Forum provides opportunities for people development, community engagement and relevant business insights that assist the Company to better connect with key customer and consumer groups. The Coca-Cola Business Support Professionals Forum delivers added value to The Coca-Cola Company and its employees by providing office and business support excellence. This level of excellence is achieved through professional development opportunities, networking, sharing best practices and fostering a sense of community in support of the Company's business strategies. The Coca-Cola Gay and Lesbian Forum fosters an equitable work environment where gay, lesbian, bisexual and transgender (GLBT) employees can feel a sense of community within our Company. The Coca-Cola Company Latino Forum enhances our Company's diversity efforts toward the Latino community by providing opportunities for people development, employee engagement and community involvement. The Coca-Cola Women's Forum contributes to the Company's business mission by supporting the personal and professional growth and development of all women, by providing insights to the Company regarding women's perspectives on workplace and marketplace issues, and by supporting the Company's goal of being recognized as an industry leader in the recruitment, development and retention of talented women.

Diversity As Business
Diversity as Business
Unmanaged Diversity

Loss

Value

Classified - Internal use

RISK Risk

Diversity As Business
Business Case

Employees

Consumers

Manifesto for Growth Innovation

Classified - Internal use

Customers

Ranked No. 9 on the 2009 DiversityInc Top 50 Companies for Diversity list. This is the sixth consecutive year that the Company has ranked in their Top 10, the only company to achieve that level of sustainable results. The DiversityInc Top 50 Companies for Diversity list is determined solely from a comprehensive survey of diversity management that measures CEO commitment, human capital, corporate communications and supplier diversity.

CULTURAL DIVERSITY IBM STYLE

Cultural diversity, IBM style

Cultural diversity initiatives can provide organizations with a number of benefits, however there are number of variables that can impact upon the success of such initiative. Its tempting for the organizations in Australia to assume that our employee communities generally reflect multicultural Australia. Initially it was the policy of IBM to hire people who have the personality, talent and background necessary to fill a given job, regardless of race, colour or creed. More recently, in 2001, IBM Australia conducted a survey which included questions to understand how different ethnicities fared within the

Cultural diversity, IBM style

Cultural diversity initiatives can provide organizations with a number of benefits, however there are number of variables that can impact upon the success of such initiative. Its tempting for the organizations in Australia to assume that our employee communities generally reflect multicultural Australia. Initially it was the policy of IBM to hire people who have the personality, talent and background necessary to fill a given job, regardless of race, colour or creed. More recently, in 2001, IBM Australia conducted a survey which included questions to understand how different ethnicities fared within the

cooperate culture of the company. The study findings presented some variation between ethic groups in individual level of satisfaction with particular variables. The decision to develop a strategy for cultural awareness and acceptance within IBM Australia was driven by cooperate values (one of which is respect for individuals), legal requirements (anti-discrimination act and racial discrimination act) and the business case. IBMs thinking on cultural diversity did not develop in vacuum. It is a long-held view that by valuing diversity, IBM uncovered new perspectives, taps different knowledge and experience and generates new innovative

Ideas, suggestions and methods. Three pillars that are in place to make up IBMs diversity strategy are: 1.Creating a work/life balance. 2.Advancement of women. 3.Integration of people with disability.

Making the business case for diversity

IBMs employee opinion survey (ESO) provided the hard data to substantiate the business case for cultural diversity. On one hand their work force is ageing and skilled workers are increasingly short supply, while the demands of clients driven by globalization and advanced technology are becoming more complex.

Part of business case was about retention, particularly retaining people with languages other than English as their first language. Such employees are crucial to IBMs ability to serve its international clients. Another case reflected the global business market in which IBM operates. Employees must recognize and act on global opportunities. They must be able to operate effectively in a variety of cultural and business environments, whether traveling overseas or operating at home.

Making cultural diversity a part of IBM Australias DNA

Making cultural diversity a part of IBM Australias DNA Aside from IBMS diversity team within human resources, three other groups within IBM have formally identified the roles in the implementation of the companys overall diversity strategy. These are: 1.The Diversity Council- IBMs Diversity Council, chaired by our CEO Philip Bullock, ensures that IBM visibly encourages and values the contributions and differences of employees from various backgrounds. Its key objectives are to heighten employees awareness, increase management awareness and encourage the effective use of IBMS diverse workforce.

2.Diversity contact officers- Diversity contact officers are regular permanent employees who volunteer to be conduits of information relating to diversity, are trained as work/life balance coaches, and help to integrate people with a disability into IBM workforce. They include men and women from a variety of ethic backgrounds, people with disabilities and people who are gay or lesbians, transgender or bisexual, to reflect the diversity of our organization. 3.Diversity champions- our internal diversity awards recognize and celebrate individuals whose actions encapsulate our diversity principles. They help to raise awareness of the diversity program and

Establish cultural diversity as the norm within the company.

Cultural awareness/acceptance in action

Cultural diversity education and awareness initiatives at IBM can be grouped under two headings: 1.Professional development IBM manager Quick View are, as name suggests, intranet-based resources designed to give managers essential and accessible information to conduct business successfully with clients or colleagues from another country. Another professional\ development initiative is IBMs shades of blue-a more in depth program for managers who engaged

in cross-cultural business interactions or have multicultural teams. 2.General staff awareness policies- IBMs cultural diversity strategy relies on rising the general level of awareness of different cultures within organization. General initiatives include: -Celebration of Chinese New Year for Sydney employees. -Publication of diversity calendar, showing various dates of cultural significance that might be relevant to employees and business relationships. -Introduction of a floating holiday program where employees can exchange a public holiday for a significant cultural holiday.

-Employee representation at an IBM global

conference on multicultural people in technology.

10 steps towards a cultural diversity strategy

1.Start with good data, through quantifiable research if possible. 2.Build the business case, using industry benchmarks to find comparisons on measurements such retention rates. 3.Find champions within the business, both senior management and employees. 4.Position the programs as an initiative for the whole business and not simply the HR team. 5. Look for the low hanging fruit (IBMs first stemp was training and awareness). 6.Pilot each program before rolling out, as small steps and success builds momentum.

7. Staff focus groups are a god way to get buy-in. 8. Each program must be able to link directly to the organization's stated core values. 9. Dont assume a huge budget is necessary. 10.Communicate successes.

Conclusion

Do not misunderstand diversity as a Branding Tool!!

Its essential Manage it!! It can be a benefitLeverage it!! Its really diverse..include everyone, every
perspective, every idea!! ITS A CHALLENGETAKE IT!!

Thank You!!!!