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MANAGING WORKFORCE DIVERSITY

FOR
COMPETITIVE ADVANTAGE

02/08/10 1
TOPICS COVERED

 THE CONCEPT OF DIVERSITY


 REASONS FOR EMERGENCE
OF DIVERSITY
 SPECIFIC CHARACTERISTICS
OF DIVERSITY
 MANAGING DIVERSITY IN
ORGANIZATIONS
 MANAGING DIVERSITY – THE
CASE OF HP
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THE CONCEPT DEFINED

“THE PRESENCE OF
MEMBERS OF
DIFFERENT AGES,
GENDERS, ETHNIC
GROUPS, AND/OR
EDUCATIONAL
BACKGROUNDS IN
AN ORGANIZATION”
----- FRED LUTHANS
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REASONS FOR DIVERSITY

Changing Workforce
Demographics

Recognition and Legislation and


Desire for Lawsuits
Diverse Viewpoints
Increasing Diversity In
Today’s Organizations

Rapidly Growing
Competitive Pressures Increase in
International Business
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REASONS FOR DIVERSITY (Contd…)

CHANGING WORKFORCE
DEMOGRAPHICS
 MOST IMPORTANT REASON FOR EMERGENCE OF DIVERSITY.

 MODERN WORKFORCE INCLUDES WOMEN, MINORITIES,


OLDER EMPLOYEES AND HIGHLY EDUCATED PEOPLE.

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REASONS FOR DIVERSITY (Contd…)

LEGISLATION AND LAWSUITS

 EQUAL OPPORTUNITY FOR ALL MEMBERS OF THE


SOCIETY AND EMPLOYEES.

 SOME IMPORTANT ANTI-DISCRIMINATORY LAWS IN


USA ARE:
 EQUAL REMUNERATION ACT ; 1976
 MATERNITY BENEFIT ACT ; 1961
 THE PERSON WITH DISABILITY ACT ; 1995
 THE NATIONAL COMMISSION FOR BACKWARD CLASSES
ACT ; 1993
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REASONS FOR DIVERSITY (Contd…)

RAPIDLY GROWING INCREASE IN


INTERNATIONAL BUSINESS

 GLOBAL COMPANIES NEED TO MANAGE CULTURAL DIVERSITY

 ORGANIZATIONS WHO VALUE DIVERSITY ARE IN A BETTER POSITION TO


WORK WITH PEOPLE FROM DIFFERENT CULTURE, CUSTOMS AND SOCIAL
NORMS WHEN THEY GO GLOBAL

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REASONS FOR DIVERSITY (Contd…)

COMPETITIVE PRESSURES

 HELPS IN REMAINING COMPETITIVE

 ORGANIZATIONS GET THE BEST OF THE TALENT

 SATISFIED EMPLOYEES

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REASONS FOR DIVERSITY (Contd…)

RECOGNITION AND DESIRE FOR DIVERSE


VIEWPOINTS
 DIVERSE WORKFORCE ENABLES TO OBTAIN DIVERSE VIEWPOINTS

 DIVERSE VIEWPOINTS OFTEN LEAD TO INNOVATIVE WAYS OF DOING


THINGS AND HENCE ORGANIZATIONS GAIN COMPETITIVE ADVANTAGE

 THE CASE OF REEBOK SHOES

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SPECIFIC CHARACTERISTICS
OF DIVERSITY
 AGE  GENDER
 % OF OLDER EMPLOYEES  INCREASE IN NUMBER OF WOMEN
INCREASING EMPLOYEES
 IMPROVEMENT IN HEALTH  EQUAL PAY AND OPPORTUNITIES
FACILITIES
FOR WOMEN
 ABOLITION OF CERTAIN
RETIREMENT ACTS
 BREAKING THE ‘GLASS CEILING
EFFECT’

 ETHNICITY  EDUCATION
 REFERS TO THE ETHNIC  IMPROVEMENT IN EDUCATION
COMPOSITION OF AN LEVELS IN MOST OF THE
ORGANIZATION COUNTRIES
 CHANGE IN RACIAL MIX DUE  ALSO INCREASE IN NUMBER OF
TO IMMIGRATION PEOPLE WITHOUT BASIC
02/08/10 LEADS TO GREATER EDUCATION 10

WORKFORCE DIVERSITY
MANAGING DIVERSITY
 CREATION OF FAMILY-FRIENDLY WORKPLACES
 DUE TO THE NEED OF MODERN WORKFORCE ORGANIZATIONS ARE
TRANSFORMING THEMSELVES INTO FAMILY-FRIENDLY WORKPLACES
 AIM IS TO IMPROVE EMPLOYEE MORALE, ENHANCE PRODUCTIVITY AND
REDUCE ABSENTEEISM
 MANY ORGANIZATIONS OFFER A MIX OF WORK/FAMILY PROGRAMS,
FLEXIBLE WORK HOURS, COMPRESSED WORK WEEKS, JOB SHARING,
TELECOMMUTING AND RELOCATION ASSISTANCE FOR THE FAMILY
MEMBERS OF THE MEPLOYEES

 PROVIDING DIVERSITY TRAINING TO EMPLOYEES


 SIGNIFICANT ASPECT OF MOST DIVERSITY PROGRAMS
 INCREASES EMPLOYEE’S AWARENESS ABOUT VARIOUS CULTURES AND
ETHNIC GROUPS
 INCLUDES LECTURES, DISCUSSIONS AND ROLE PLAYS

 DEVELOPING MENTORING PROGRAMS FOR EMPLOYEES


 MENTORING INCLUDES COACHING, COUNSELLING AND SPONSORING A NEW
EMPLOYEE WHO LACKS EXPERIENCE
 MENTORING HELPS EMPLOYEES TO GAIN CONFIDENCE, SKILLS AND
02/08/10 EXPERIENCE 11
 ORGANIZATIONS TRAIN MENTORS FROM DIFFERENT GROUPS
THE CASE OF HEWLETT-
PACKARD

THE MEANING BEHIND THE WORDS

 DIVERSITY is the existence of  INCLUSION means a work


many unique individuals in the environment where everyone
workplace, marketplace and has an opportunity to fully
community. This includes men participate in creating business
and women from different success and where each
nations, cultures, ethnic person is valued for his or her
groups, generations, distinctive skills, experiences
backgrounds, skills, abilities and perspectives. Inclusion is
and all the other unique also about creating a global
differences that make each of community where HP connects
us who we are. everyone and everything
through our products, services
02/08/10 and our winning workforce. 12
THE CASE OF HEWLETT-
PACKARD

VISION AND STRATEGY

At HP, they believe diversity is a key driver of their


success. Putting all their differences to work across the
world is a continuous journey fueled by personal
leadership from everyone in the company. Their
aspiration is that the behaviors and actions that support
diversity and inclusion will come from the conviction of
every HP employee - making diversity and inclusion a
conscious part of how they run their business
throughout the world. Diversity and inclusion are woven
02/08/10
into the fabric of the company. 13
THE CASE OF HEWLETT-
PACKARD

POLICIES AND PRACTICES THAT SUPPORT DIVERSITY

 Nondiscrimination Policy  Employee Assistance Program


 Electronic job posting (EAP)
 Harassment-free work  Open communications
environment  Management by objective
 Domestic partner benefits  Share in company's success
 Employee network groups  Provide development
 Open Door Policy opportunities
 Education Assistance Program  Flexible work hours
 Safe and pleasant work
02/08/10 environment 14
THE CASE OF HEWLETT-
PACKARD

HP’S DIVERSION AND INCLUSION PHILOSOPHY

 A diverse, high-achieving workforce is the sustainable competitive


advantage that differentiates HP. It is essential to win in the
marketplaces, workplaces and communities around the world.

 An inclusive, flexible work environment that values differences motivates


employees to contribute their best.

 To better serve our customers, we must attract, develop, promote and


retain a diverse workforce.

 Trust, mutual respect and dignity are fundamental beliefs that are
reflected in our behavior and actions.

 Accountability for diversity and inclusion goals drives our success.


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THE CASE OF HEWLETT-
PACKARD

THE DIVERSITY VALUE CHAIN AT HP

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SOME OF THE TOP 50
COMPANIES THAT FOLLOW D&I

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THANK YOU !

WE WELCOME
YOUR
QUESTIONS, FEEDBACK OR
COMMENTS
02/08/10 18

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