McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Chapter 11 Managing Employee Diversity McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Learning Objectives After reading this chapter, you should be able to: z Monitor labor force trends and their implications z Recognize the advantage and challenge of diversity in the workforce z Resolve the unique problems and issues confronted by different employee z Capitalize on employee diversity as a source of competitive advantage z Develop and implement human resource management programs that best use the talents of a diverse employee population McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Effective management of diversity is good as well as necessary for business because: z z z z McGraw-Hill Changes in technology and competition make diverse thinking a necessity Minorities make up a majority of the labor market in many parts of the country To be competitive, firms need to retain and motivate minority employees Global expansion and increased global customers means firms need the help of executives who can function in different cultures © 2004 The McGraw-Hill Companies, Inc All rights reserved Diversity z z z z McGraw-Hill It describes a wide spectrum differences between people Groups of individuals share characteristics that distinguish them from other groups The differences between groups are smaller than the differences within groups Classifying people into group types often leads to false stereotypes because it incorrectly assumes that group averages apply to all individuals in the group © 2004 The McGraw-Hill Companies, Inc All rights reserved Skills for Managing Employee Diversity H eterogeneous team skills Interpersonal flexibility skills McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Advantages of Employee Diversity M arketA ccess International C om petition Team Perform ance M ultiplicity of Points ofView McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved The Challenges of Diversity Pressures Tow ard H om ogenization C onfusing D iversity W ith A ffirm ative A ction McGraw-Hill Low er C ohesiveness Interpersonal C onflictand Tension © 2004 The McGraw-Hill Companies, Inc All rights reserved The U.S workforce is a mosaic of diverse cultures and groups Older Workers African Americans Asian Americans Women Disabled Americans Homosexuals Foreign-Born Americans McGraw-Hill Hispanic Americans © 2004 The McGraw-Hill Companies, Inc All rights reserved Diversity Today z African Americans ¾ 11.3 percent of U.S population ¾ 11.8 percent of workforce z Asian Americans ¾ 3.6 percent of population ¾ Wide variety of races ethnic groups and nationalities including Japanese, Chinese, Korean, Indian and Pakistani z Disabled Americans ¾ 43 million Americans suffer from some form of disability ¾ 15 million are employed ¾ Accommodating disabled employees is less expensive than people think McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Diversity Today (Continued) z Foreign-born Americans ¾ About 10 percent of U.S population ¾ About 820,000 immigrants enter the U.S legally every year ¾ At least million undocumented immigrants z Hispanic Americans ¾ About 28 million people (10 percent of U.S population) ¾ Actual number is around 40 million people ¾ People with roots in Mexico, Puerto Rico, and Cuba z Homosexuals ¾ Estimated to be between to 10 percent of the population ¾ No federal laws to protect homosexuals McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Diversity Today (Continued) z Older Workers ¾ The average age of the U.S workforce is expected to reach 40 by 2006 ¾ Negative stereotypes: inflexible, resisting to learning new skills, and coasting until retirement z Religious Diversity ¾ Primarily Christian faith ¾ A growing non-Christian minority z Women ¾ Half of the labor force is female ¾ Glass ceiling and sexual harassment issues at work McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Building on Diversity z z z z z z z Top management commitment Linking diversity initiatives to business strategies and objectives (Slide 14 & 15) Management responsibility and accountability Diversity audits Developmental activities (Slide 16) Encouraging diversity networks Accommodating family needs (Slide 17 & 18) McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Corporate Diversity Initiatives Business Strategy Human Resource Strategy Grow the business Find more talent Attracting and retaining the best possible employees Reduce costs and improve productivity Increase employee productivity and develop broader skills Maximizing the potential of all employees Globalize Encourage all cultures to work effectively together Increasing sensitivity to and understanding of multicultural employees, customers, vendors, and government McGraw-Hill Diversity Link © 2004 The McGraw-Hill Companies, Inc All rights reserved Corporate Diversity Initiatives (continued) Business Strategy Human Resource Strategy Innovate Generate new ideas Accepting and building on diverse perspectives Focus on the customer Develop employee teams close to the customer Multifunctional teams operating effectively and creating an inclusive environment for all participants Reduce management levels and controls Create independent, skilled, Creating self-directed work and motivated employees teams that leverage differences and operate with a minimum of barriers McGraw-Hill Diversity Link © 2004 The McGraw-Hill Companies, Inc All rights reserved Developmental Activities D iversity Training D iversity Learning Labs McGraw-Hill Senior M entoring A pprenticeships © 2004 The McGraw-Hill Companies, Inc All rights reserved Accommodating Family Needs z z z z z z McGraw-Hill Day-care assistance Flexible work schedules and arrangements Compressed work weeks Job sharing Telecommuting Care assistance for elderly dependents © 2004 The McGraw-Hill Companies, Inc All rights reserved Accommodating Family Needs (Continued) z Paid time off to care for family members who are ill z Paid parental leave z Keeping relocations to a minimum z Giving a high priority to finding a position for spouse within the firm z Job search assistance to relocated spouses McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Applications of Management Perspectives—For the Manager z Effective management of diversity can provide the organization with a powerful competitive edge z Effective management of diversity can: Foster creativity ¾ Improve problem solving ¾ Provide greater flexibility ¾ Make a firm more attractive to a broad labor market ắ McGraw-Hill â 2004 The McGraw-Hill Companies, Inc All rights reserved Applications of Management Perspectives—For Managing Teams z Employee diversity may lead to interpersonal problems within and between teams z Employee groups must learn to work effectively with one another in a climate of mutual respect McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved  .. .Chapter 11 Managing Employee Diversity McGraw-Hill © 2004 The McGraw-Hill Companies, Inc All rights reserved Learning Objectives After reading this chapter, you should be... Foreign-Born Americans McGraw-Hill Hispanic Americans © 2004 The McGraw-Hill Companies, Inc All rights reserved Diversity Today z African Americans ¾ 11. 3 percent of U.S population ¾ 11. 8 percent... Learning Labs McGraw-Hill Senior M entoring A pprenticeships © 2004 The McGraw-Hill Companies, Inc All rights reserved Accommodating Family Needs z z z z z z McGraw-Hill Day-care assistance Flexible