Diversity

Human Resource Management

Semester 1, 2018
Content
• What is diversity? Multiple layers
• Diversity in organisations: Multiple layers
• How does it relate to HRM?
• 'Reasonable Accommodation'
Dimensions of Diversity
My multi-dimensional self
Woman Pakeha

Margie

Mother Academic
Relationship to HRM
• Human Resource Planning
• Recruitment & Selection
• Training & Development
• Retention
• Remuneration & Rewards
• Compliance
• Employer Brand
Diversity at Work: multiple interacting layers

https://www.stuff.co.nz/national/103284859/strangers-in-a-
foreign-land-african-migrants-snubbed-by-kiwi-employers

Individuals organisations/
workplace National/International
 Diversity and influence: individuals

Women’s proper role

Equal Pay for caregivers

Influence of Organisations
• NZ Stock Exchange
• ASB Maori leadership
programme Changing the
organisation or the
• Business New Zealand
individual?

• WHAT ABOUT INCLUSION?

National/International Influence
• Legislation: Human Rights Act (1993) prevents discrimination
• Employment Relations Act (2000): allows flexible work
• Historical trends of disadvantage and power in relation to diversity
dimensions in society. Affirmative action policies attempt to
address these power imbalances e.g ASB Banks Leadership
programme.
Q: Do our laws (legislation) about wages discriminate against any
groups of people?
• Who works in New Zealand: Skilled migrants and disability
Disability/Ability
• In New Zealand the Human Rights Act includes mental illness in its definition of
disability.

Watch this video: 'Talk‘

Social model of disability:

• Moves away from looking at the individual’s ability (or perceived ‘disability’.
• ‘disability’ is the way in which the social & physical environment interact.
• Often the way we organise work, buildings, society is made around ‘average able
bodied’ people.
Reasonable Accommodation
• In New Zealand employers are required to make reasonable
accommodation so that disabled employees can work in their
organisation.
• This is not well defined, and some employers are reluctant.
• Reasonable Accommodation is based on the social model of
disability. It adjusts the ‘environment’ so that people are
enabled to work.
Diversity Management
‘A process of From this comes four philosophical principles of
diversity management:
management,
particularly HRM, • Differences and similarities of individuals need to
underpinned by a be managed simultaneously.
set of values which • Dimensions of diversity need to be identified and
recognise addressed at each organisational level.
differences • Diversity management should involve managing an
between people as all inclusive mixture of differences and similarities
strengths for involving every person in the workplace.
management’. • Management needs to involve the process of
‘inclusion’ – involvement of all members of the
workforce in the process of developing a new
workplace culture.
 The inclusive workplace
Four factors:
1. Respect cultural differences: Organisations that are inclusive respect the cultural
differences represented within the workforce and modify the values and norms of the
organisation to accommodate the diverse backgrounds of their employees.
2. Recognises its place in the community: An inclusive organisation recognises its place in
the local environment and acknowledges its responsibility to the wider community.
3. Views disadvantaged groups as assets to be developed: Inclusive workplaces view
disadvantaged groups as a viable source of labour in the long term and demonstrate their
intention to provide on-the-job training, out-of-work educational classes and other
advancement opportunities.
4. Think culturally, nationally, globally: Inclusive organisations see the value in
collaborating with individuals, groups and organisations across national or cultural
boundaries and in identifying global mutual interests.
Diversity is being invited to the party. Inclusion is being asked to dance.
Best practice exemplars: New Zealand
We wanted our motivated employees looking for career
development to have the opportunity to drive their own careers
and, potentially one day, drive our boats.”
• Diversity awards Supreme winner 2017
Waste Management NZ – Stepping up to
learning
“We want our employees to
know we will invest in their
present and their future, and for
that message to spread out into
the community.”

Cultural challenge: high numbers of migrant and Pacifika employees, many who have
English as a second language and relatively few qualifications.
Air New Zealand – Women soaring high
Gender challenge:
“Our results demonstrate that diverse teams
really do lead to better business results.”
The business case for diversity
Introducing a diversity program is necessary because it adds value to a company by
increasing productivity. These benefits can include:

 Improved organisational  Improved public relations and

performance
 Reduced absenteeism, lower
turnover
 Improved staff loyalty, morale and
job satisfaction
 Improved problem solving,
creativity and innovation
 Access to and understanding of
wider markets
effective partnerships locally and
globally
 Making the business more attractive
to investors
 Lowered risk of discrimination
claims and health and safety claims
= cost savings/fewer lawsuits
 Reputation: improved public image
that increases ability to hire quality
staff