Everything you need to know about workforce diversity. Workforce diversity means the heterogeneous composition of employees of an organization in terms of age, gender, language, ethnic origin, education, marital status, etc.
Managing such diversity is really a challenge to HRM professionals. Workforce diversity has significant implications for the management.
The managers will be required to shift their approach from treating each group of workers alike to recognizing differences among them and following such policies so as to encourage creativity, improve productivity, reduce labour turnover and avoid any sort of discrimination.
According to Moorhead and Griffin – “Workforce diversity is concerned with the similarities and differences in such characteristics as age, gender, ethnic heritage, physical abilities and disabilities, race, and sexual orientation, among the employees of organisations.”
Workforce diversity represents both a challenge and an opportunity for business. A growing number of progressive organisations are realizing the need for valuing diversity in the workforce, so as to ensure strategic utilisation of human resources for the accomplishment of strategic goals.
Learn about:-
1. Introduction to Workforce Diversity 2. Definition of Workforce Diversity 3. Dimensions 4. Factors Increasing 5. Reasons for Growing Interest 6. Steps
7. Consequences of Ignoring Diversity 8. Strategies 9. Advantages 10. Challenges 11. Diversity in India 12. Measures.
Workforce Diversity in HRM: Meaning, Definition, Dimensions, Steps, Advantages and Challenges
Contents:
- Introduction to Workforce Diversity
- Definition of Workforce Diversity
- Dimensions of Workforce Diversity
- Factors Increasing Workforce Diversity
- Reasons for Growing Interest of Workforce Diversity
- Steps of Workforce Diversity Planning
- Consequences of Ignoring Workforce Diversity
- Strategies for Managing Workforce Diversity
- Advantages of Workforce Diversity
- Challenges of Workforce Diversity
- Workforce Diversity in India
- Measures for Managing Effectively Workforce Diversity
Workforce Diversity – Introduction
We live in times when global corporations and their reach across the world bring benefits in terms of innovative HR policies as well as challenges in terms of managing the workforce composed of diverse races and ethnicities. Further, the issue of gender diversity in terms of more women and third gender participating in the workforce has been a trend that has accelerated in the last two decades in India and much earlier in the developed countries.
When an organization has people of different caste, creed, religion, minorities and different genders, then, naturally the question arises as to how to reconcile the differences between these employees without causing too much friction in everyday interactions.
Managing diversity is important as otherwise the performance of the organization suffers and there can be possible lawsuits and cases filed with minority cells and women’s commission from disgruntled employees, who feel aggrieved because of instances of discrimination and harassment based on their ethnicity or gender.
Workforce diversity also means the varied personal characteristics that make the work force of an organization heterogeneous. Organization in the past took a “Melting Pot” approach to differences in organizations. It was assumed that people who were from different background would automatically want to adjust with the workforce in organization but now a day’s employees come with a set life style, values and preferences when they come to work.
The challenge for HR manager therefore, is to make their organizations more accommodating to divers groups of people by addressing different life styles, needs, values and work styles.
Workforce Diversity – Definition
Workforce diversity means the heterogeneous composition of employees of an organization in terms of age, gender, language, ethnic origin, education, marital status, etc. Managing such diversity is really a challenge to HRM professionals.
According to Moorhead and Griffin – “Workforce diversity is concerned with the similarities and differences in such characteristics as age, gender, ethnic heritage, physical abilities and disabilities, race, and sexual orientation, among the employees of organisations.”
Workforce diversity has significant implications for the management. The managers will be required to shift their approach from treating each group of workers alike to recognizing differences among them and following such policies so as to encourage creativity, improve productivity, reduce labour turnover and avoid any sort of discrimination.
When workforce diversity is managed properly, there would be better communication, better human relations and congenial work culture in the organisation.
India is a land of diversity that is caused by many factors such as multi-linguist composition of the subcontinent, co-existence of people following a large number of religions, an age old and deep rooted multi-caste system and cultural invasion from the outside world that has confused the original values of the Indian mind.
Diversity based on religion, race, caste, language, gender etc. among the workforce is to be duly recognized and managed. Also, a large number of women entering the work arena is emerging as a contributory factor to diversified workforce in modern organisations. No wonder, therefore, the organisations in India have to deal with a very diverse social group of employees.
This is viewed by managers as a problem without which they would have done better. However, what many managers fail to comprehend is that workforce diversity presents an opportunity, and an advantage that can be used to compete and win in the global market place.
Workforce Diversity – Dimensions of Workforce Diversity: Primary Dimensions and Secondary Dimensions
The characteristics that describe the workforce of an organisation may be categorized under two groups, namely, primary dimensions and secondary dimensions.
Primary dimensions such as age, gender, race, ethnicity, sexual orientation, and physical abilities represent those elements that are either inborn or exert extra influence on early socialization. These dimensions make up the essence of who we are as human beings. They define us to others, making them react towards accordingly.
These are an enduring aspect of our personality. Secondary dimensions represent those elements that we learn or over which we have some control throughout our lives, such as education, marital status, religious beliefs, language, etc. Secondary dimensions add an additional layer of complexity to the way we see ourselves and others, and in some instances can exert a powerful impact on our core identities.
In an organization, people enter the workforce with a unique perspective shaped by primary and secondary dimensions. Building effective human relationships is possible only when people learn to accept and value the differences in others. Without this acceptance, both the primary and secondary dimensions of diversity can act as roadblocks to further cooperation and understanding.
i. Primary Dimensions:
These are core elements about each member of the workforce that can’t be changed such as age, race, gender, physical and mental abilities and sexual orientation. These inborn elements are interdependent and exert an important influence on individual’s behaviour throughout the life. Together they form an individual’s ‘self-image’.
Gender diversity is increasingly apparent throughout the world. Not only are more women working, but gender-based occupational segregation is also declining in many countries. Thus, within corporations men and women are more likely to be found working side-by-side. Age diversity is increasing too. Many industrialized countries are experiencing declining rates of population growth, which push employers to hire both young and older employees.
Furthermore, as organisations allow the higher education of younger employees to substitute for the job experiences that previous cohorts of employees had to accrue in order to be promoted, relatively young employees are found more often in higher level positions. Consequently, age diversity is replacing the homogeneity associated with traditional age-based stratification.
The greater the number of primary differences between people, the more difficult it is to establish trust and mutual respect. Culture clash and conflicts that occur between groups of people with different core identities can have a devastating effect on human relations in an organisation.
Few organisations are immune to the problems that result from the interaction between the genders and among the generations. When we add the secondary dimensions of diversity to the mix, effective human relations become even more difficult.
ii. Secondary Dimensions:
These constitute the elements that can be changed or at least modified. They include a person’s health habits, religious beliefs, education and training, general appearance, status relationship, ethnic customs, communication style and level of income. All these factors add an additional layer of complexity to the way we see ourselves and others and in some instances can exert a powerful impact on our core identities.
An accountant with ten years of work experience might adjust to a new position far differently from an accountant with much less experience. A male earner who loses his job may be severely affected by his loss of income as he has to cater to his familial demands whereas a married woman with no children may not be as affected by a similar loss as her husband can still meet the requirements of the family.
Even though situations like these intensify the impact of particular secondary dimensions, they do not diminish the impact of primary or core dimensions. Instead, the interaction between primary and secondary dimensions shapes a person’s values, priorities and perceptions throughout life.
Both the primary and secondary dimensions of diversity can serve as roadblocks to cooperation between individuals and between groups if the management fails to manage diversity effectively.
Workforce Diversity – Factors Increasing Workforce Diversity: Expansion of the Services Sector, Globalization of Markets, Mergers and Alliances & a Few Others
(1) Expansion of the services sector – The services sector jobs, such as banking, tourism, and retailing entail lots of interaction with customers of diverse backgrounds and cultural moorings. In order to sell to a diverse customer base, and because customers tend to prefer to buy from people of the same background, organizations these days have realized the need of a diverse workforce.
(2) Globalization of markets – To satisfy needs and preferences of global customers, organizations have to get closer to their customers. Some organizations have established a strong local presence (for example, American companies advertising their products like soft drinks) while others have forged international alliances (for example, Maruti Udyog Limited (MUL) having alliance with Suzuki of Japan for automobiles manufactures). Either way, diversity gets introduced and must be managed.
(3) Requirement of teamwork for successful implementation of business strategies – For success in business, organizations rely heavily on teamwork. Diversity is an inevitable by-product of teamwork, especially when teams are drawn from a diverse base of employees.
(4) Mergers and alliances – As mergers and alliances become commonplace, it has become important that the corporate culture of the merging entities work together. Workforce diversity, then, becomes inevitable and desirable for the success of such mergers and alliances.
(5) Changing labour market – The rapidly changing labour market is also responsible for injecting diversity in workforce. Increasing demand for knowledgeable workers and also more and more women taking up jobs add an important dimension in workforce diversity.
(6) Constitution and government laws – Under the provisions of the Constitution of India, certain portion of jobs in the government and public sector are reserved for scheduled castes, scheduled tribes, other backward classes, physically challenged, etc. It inevitably leads to diversity in workforce.
Workforce Diversity – Reasons for Growing Interest in Workforce Diversity by the Modern Organisations
There are several reasons for growing interest in workforce diversity by the modern organisations.
The prominent ones are described below:
(i) Growth of Service Economy:
In many developing economies, there has been a shift from manufacturing economy to service economy. This has resulted in creation of many jobs in the service industries like hotel and tourism, banking, insurance, financial services, retailing, etc.
The jobs require understanding the needs of the customers and taking steps for their satisfaction. It has been observed that companies can communicate better with their customers through employees who are similar to their customers.
(ii) Globalization of Markets:
With the emergence of globalized markets, business firms around the world compete for customers by offering choices unavailable to them domestically. With more options to choose from, customers have more power to insist that their needs and preferences be satisfied.
To satisfy them, firms have to get closer and closer to their customers. Some MNCs have established a strong local presence while others have forged strategic alliances (e.g., Maruti Udyog Limited with Suzuki of Japan). Either way, diversity must be managed to create and sustain competitive advantage in the market.
(iii) Mergers and Strategic Alliances:
For the successful management of mergers and strategic alliances, workforce diversity must be managed effectively. The main source of problems in mergers, and acquisitions, and strategic alliances is differences in corporate cultures of the two entities.
Corporate cultures may differ in many ways, such as the customs of conducting business, how people are expected to behave, and the kinds of behaviour that get rewarded. Both workers and managers need to understand and capitalize on diversity as companies combine their efforts to offer products and services to customers in far-flung markets.
(iv) Increasing Role of Work Teams:
For survival and growth, modern organisations follow many strategies like innovation, quality improvement, cost control, product differentiation. Such strategies require work teams in the organisation in place of the traditional job roles.
It has been found that work teams promote greater flexibility, reduced operating costs, faster response to technological change, fewer job classifications, better response to new values (e.g., empowerment of lower level workers, increased autonomy and responsibility) and the ability to attract and retain talent. Teams also facilitate innovation by bringing together experts with different knowledge bases and perspectives.
(v) Changing Composition of Workforce:
The composition of workforce in the Indian organisations is changing. They are employing more of women, physically handicapped persons, and persons belonging to scheduled castes and scheduled tribes. Moreover, workforce, today, is more mobile. The organisations have also people coming from different states and cultural backgrounds.
Cultural diversity can be used to its advantage by the organisation. The employees must be taught to understand and value different cultures, languages, orientation, etc. so as to serve the customers belonging to different cultural and ethnic backgrounds.
(vi) Managing Labour Market:
The rapidly changing labour market is also responsible for injecting diversity at the workforce. Increasing demand for knowledgeable workers and also more and more women taking up jobs add an important dimension in workforce diversity.
(vii) Legal Requirements:
Under the provisions of the Constitution of India, certain portion of jobs in the government and public sector are reserved for scheduled castes, scheduled tribes, other backward classes, physically challenged, etc. It inevitably leads to diversity in the workforce in the concerned organisations.
Workforce Diversity – 6 Steps of Planning: Set Strategic Direction, Conduct Workforce Analysis, Conduct Gap Analysis and a Few Others
Step 1 – Set Strategic Direction:
An agency’s vision, mission, and measurable goals and objectives drive the identification of future functional requirements. In turn, those requirements drive the analysis and elements of the workforce plan.
When identifying future functional requirements, focus on function, not on the people needed to do the job. The overreaching question is – “What key function needs to be performed in order to accomplish the goals and objectives set out in the strategic plan?” This may include many of the organization’s current functions, in addition to forecasting important future and activities.
Step 2 – Conduct Workforce Analysis:
The key element in the workforce planning process is an analysis of workforce data. It considers information such as – job classification, skills, experience, retirement eligibility, diversity, turnover rates, education, and trend data. This step reviews the work that will be required for an agency to achieve its goals and objectives, the knowledge and skill sets, and the staffing levels necessary to perform that work.
There are two phases in conducting the workforce analysis:
The Workforce Demand Forecast identifies the future workforce needed by an organisation. The focus of this step should be on the work the organisation must perform and on the staff needed to perform that work. In this step, identify the current work functions being performed and on the staff needed to perform that work.
In this step, identify the current work functions being performed, future or new function that will need to be performed, and how the work will be performed in order to achieve the goals of strategic plan. We may also identify current function which will not be necessary in the future due to changes in technology or responsibility in providing specific services.
The Workforce Supply analysis focuses on an organisation existing and future workforce supply. It answers the question, “What is the existing profile of the current workforce, and what does it need to be in the future to accomplish the organisation goals and objectives?”
Once the work functions that must be performed have been focus on defining the staffing, or workforce, needed to perform those functions, possess to successfully perform the work, determine the number of staff with these competencies that the organisation will need to accomplish its functions.
Step 3 – Conduct Gap Analysis:
Gap analysis is the process of comparing the workforce supply projection to the workforce demand forecast, an analysis should consider the composition of the workforce, including demographic characteristics, geographic location, size, and employee competencies level. The agency will establish workforce strategies based on the results of this analysis.
Analysis results may show one of the following:
i. A gap (when projected supply is less than forecasted demand), which indicates a future shortages of needed workers or skills; it is important to know what critical jobs will have gaps so the necessary training or recruiting can be anticipated.
ii. A surplus (When projected supply is greater than forecasted), which indicates a future excess in some categories of workers and may require action. The surplus data may represent job classifications or skills that will not be needed in the future or at least may be needed to some extent.
Step 4 – Develop Strategies:
Once an organisation identifies a workforce gap, it needs to develop and implement effective strategies to fill the gap. Critical gaps should be analyzed with care to ensure that timely action is taken before these gaps become a problem for the organization.
A wide range of strategies to address future gaps and surpluses exists, Strategies include the programmes, policies, and practices that assist organisations in recruiting developing and retaining the critical staff needed to achieve programme goals.
Strategies can fall into broad categories of:
i. Position classification actions, redefining title series, adding new job classification, reallocating job classes, and rewriting position descriptions to better reflect future functional requirements.
ii. Staff development strategies to find and hire qualified candidates from various sources to include other organisations or the occupations.
iii. Recruitment/selection strategies to find and hire qualified candidates from various sources to include other organisations or the private sector.
iv. Retention strategies to encourage employees to stay in the agency.
v. Organizational interventions such as – redeployment of staff or reorganization.
vi. Succession planning strategies to prepare to ensure that there are highly qualified candidates capable of filling critical positions.
vii. Knowledge transfer strategies to capture the knowledge of experienced employees before they leave the organisation.
Strategies should be kept to a manageable number. They should be prioritised to allow an organisation to focus its resources on the most important strategies first.
Step 5 – Implement Strategies:
Implementation brings the organisations workforce plan to life. An agency may need a separate action plan to address the implementation of each strategy in the workforce plan.
Before implementing the plan, organisations should:
i. Ensure that there is executive support for the workforce strategies.
ii. Allocate necessary resources to identify workforce strategies.
iii. Clarify roles and responsibility in implementing strategies. This includes identifying who is involved in implementing what, and where coordination among different parts of the organization or with different agencies is needed.
iv. Establish timelines.
v. Determine performance measures and milestones and expected deliverables.
vi. Communicate the plan. The basis of the plan, as well as its elements, should be communicated to all employees, as to why and how it was developed, how it will be applied, and how it will affect staff.
Step 6 – Monitor, Evaluate and Revise:
Ongoing evaluations and adjustments are important in workforce planning and are key to continuous improvement. If an organisation does not regularly review its workforce planning efforts, it risks failing to identify and respond to unanticipated changes.
Organisations should establish a process that allows for a regular review of their workforce planning efforts to:
i. Review performance measurement information.
ii. Assess what is working and what is not working.
iii. Adjust the plan and strategies as necessary.
iv. Address new workforce and organizational issues that occur.
Workforce Diversity – Consequences of Ignoring Workforce Diversity
In the era of globalisation, it is essential for the management of organisation to recognise workforce diversity and manage it to the advantage of the organisation.
If this is not done, there may be some ill consequences which are stated below:
(i) Many of the professional, skilled and talented employees might leave the organisation that does not value diversity. It will cause excessive employee turnover,
(ii) Substantial money will have to be spent on recruiting and retraining employees because of high employee turnover,
(iii) Discrimination complaints from smaller groups are likely to result from mismanagement of diverse employees.
(iv) A comment, gesture, or joke delivered without malice but received as an insult might create tension between coworkers,
(v) Because of lack of fair treatment, some employees may develop the feeling of second rate employees and may experience stress at the place of work.
(vi) The rate of absenteeism may be higher in case of employees facing stressful conditions.
(vii) There may be lack of openness and mutual trust between various groups and sub-groups. Communication in the organisation may also be ineffective.
Recognizing the value of diversity and managing it as an asset can help eliminate the above negative effects and exert a positive influence on cooperation within the workforce. Companies can succeed only when they have an environment that enables all employees, not just a few, to work to their full potential.
Workforce Diversity – Strategies for Managing Workforce Diversity
Strategies for managing workforce diversity or cultural diversity are four-fold.
1. Individual Strategies:
Individuals with broad minded approach can formulate strategies based on the situations, ego-state and cultural background of other persons at the workplace in order to manage the diversified cultural situations. Individual strategies to manage cultural diversity are not inclusive. However, we discuss some important strategies.
They are:
i. Understanding the cultural background of others;
ii. Belief that all cultures are good;
iii. Perceive from other’s perspective;
iv. Approach of ‘no-winning-over’ other’s culture;
v. Clear communication.
2. Group Strategies to Cultural Diversity:
Group of employees belong to the same culture can understand the cultures of other groups and cultural differences between the two groups. They can also formulated appropriate strategies for managing cultural diversity.
The group strategies include:
i. Knowledge sharing
ii. Advising and cautioning
iii. Cultural Exchange through Socialization programs
These programs provide a number of benefits like:
i. Understand each other beyond cultural boundaries;
ii. Prevent the possible cultural conflicts at the workplace;
iii. Build relationships among employees’ family members, which would act as a ‘shock absorber’ during the periods of cultural or work related conflicts;
iv. Understand and respecting others’ cultures;
v. Practice the relevant or interesting areas of others cultures. This practice provides immense satisfaction to others, whose cultural practices are adapted;
vi. Build near uniform culture at the workplace;
vii. Prevent cultural conflicts at workplace; and
viii. These programs act as greasing the hic-up areas in cultural understanding.
ix. Helps to provide a common plat-form to resolve cultural conflicts, if some of them can’t be prevented.
These programs suffer from a few limitation like sparing the time and resources. However, these programs manage the cultural diversity most efficiently, than other strategies. Now, we discuss organizational strategies.
3. Organizational Strategies to Cultural Diversity:
Organizations can formulate effective strategies to manage cultural diversity at work place, in addition to the strategies adapted by individuals and groups.
Organizational strategies include:
a. Recruitment and Selection Strategies
b. Organizational Policies and Practices
c. Cultural Training
d. Breaking the Glass-Ceilings
e. Formal Socialization Programs
f. Structuring Work Teams
g. Use of Counselors
h. Communication
i. Special Benefits and Facilities for women and Old People.
4. National Strategies:
National strategies towards management of cultural diversity include:
i. Legislative Approach towards equal employment opportunities
ii. Efforts of the cultural Associations/societies
iii. Efforts of the Diplomatic Missions.
Workforce Diversity – Strategic Advantages of Workforce Diversity
Workforce diversity represents both a challenge and an opportunity for business. A growing number of progressive organisations are realizing the need for valuing diversity in the workforce, so as to ensure strategic utilisation of human resources for the accomplishment of strategic goals.
Business firms that manage diversity enjoy a strategic advantage in the following manner:
(i) An organisation or a company with well-managed diversity will solve the conflicts resulting from opposing viewpoints, into a more complete and inventive solutions.
(ii) An organisation that promotes equal employment opportunity for diverse groups will generally do better at attracting and retaining talent from all backgrounds, thereby increasing a pool of skilled employees. The differences among people lie a wide variety of talents and perspectives. The broader the range of talents and sweep of perspectives among the employees, the better would be the opportunity for the business to succeed.
(iii) Business with workforce from varied backgrounds can more effectively serve the customers, who are themselves diverse. Such employees can interact with local customers in an effective manner and pay careful attention to their customers’ sensitivities and expectations,
(iv) Companies with diverse workforce are able to present their product and services in a better way.
(v) Companies with effective diversity programs can avoid damage to their corporate reputation or costly lawsuits from charges of discrimination or cultural insensitivity.
(vi) The global market place of today demands a workforce with language skills, cultural sensitivity and awareness of national and other differences across the market in order to be successful. For example, the multinationals operate in different countries, where the cultural practices vary radically. Workforce which can fit in the cultural understanding of the country where the multinational is operating is a must.
Workforce Diversity – Challenges
Some of the challenges posed by workforce diversity are discussed below:
(i) Problematic Gender Relations – Women often encounter many problems at the workplace. The difference in gender is used as a tool to exploit them and, at times, it leads to sexual harassment.
(ii) Cultural Conflicts – Cultural differences may make an employee feel like an outsider. The other cultural groups may not accept him as a member of their groups. Such things affect the performance of the organisation adversely.
(iii) Discriminatory Treatment – Discriminatory treatment of diverse workforce by the top officials is very common.
For example, in many companies in the U.S.A., whites are generally given a preference over black in the matters of powers, facilities and promotions; in Japanese companies, Indian are not treated at par with the Japanese even if they hold a similar job profile; many companies don’t give similar wages to women employees as they give to men for the same work. Such discriminatory practices lower down the morale of the employees.
(iv) Resistance to Change – Because of diversity, some groups of workers might resist change proposed by the management.
(v) Religion/Racial differences are also a big reason of quarrels over petty issues, which, if not resolved in time, assume a bitter feud.
(vi)There is always Resistance to Change by employees. When there is diverse workforce, then the resistance becomes fierce, at times.
(vii) Where employees are parochial, there is a danger that they may form close and strong groups having same Carte, community or religion.
Workforce Diversity – In India
The human resource managers in Indian organisations have to respond to a wide range of diversity issues due to a diverse workforce of varying socio-economic, ethnic and linguistic composition.
Various categories of employees in the Indian organisations include the following:
1. Scheduled Castes (SCs) and Scheduled Tribes (STs):
The candidates belonging to scheduled castes and tribes determined by a notification of the Central Government are given preferences to the extent of 15 percent and 7.5 percent respectively in case of jobs in the government departments and public sector enterprises. Recently, some political parties have called for reservation of jobs in the private sector also for the scheduled castes and tribes.
2. Other Backward Castes (OBCs):
The Central Government has made provisions for reserving jobs upto 27.5% in the government departments and public sector undertakings for those who belong to other backward classes. Though there is no such compulsion in case of private enterprises, they already have employees belonging to the OBCs.
3. Disabled or Physically Handicapped Persons:
Employees whose work assignments are limited by their physical abilities have in the past been referred to an “handicapped” or ‘disabled”. Today, the more politically correct term is ‘physically challenged’ for those individuals who have hearing, speech, visual, orthopaedic, or other health impairments.
The Central Government has provided for reservation of jobs in Group C and Group D posts for the blind, deaf and orthopedically handicapped persons. Socially responsible organisations in the private sector also offer employment to the physically challenged persons.
4. Ex-Defence Personnel:
Ex-defence personnel or ex-servicemen who are trained and disciplined may also be offered jobs in the organisations. This would increase workforce diversity is the organisation.
5. Displaced Persons:
The people who are displaced because of acquisition of land for public purpose or because of other causes like flood, militancy, etc. may be preferred for jobs in public enterprises on humanitarian grounds.
6. Female Employees:
The ratio of women workers at the place of work is on the rise. This has been associated with the problems of discrimination and sexual harassment. The organisations need to take steps to deal with such problems
Workforce Diversity – How to Manage Workforce Diversity Effectively? (Measures)
The phrase ‘managing diversity’ refers to management practices intended to improve the effectiveness with which organisations utilise the diverse range of available human resources. Programs designed to actively manage diversity recognize that diversity can have many consequences, including some that are positive and some that are negative.
For ensuring effective management of workforce diversity, organizations may take the following measures:
Measure # 1. Ensuring Top Management Commitment to Value Diversity:
No programme of significance can be successful without the conviction and active support from top management. Implementing diversity is no exception. The top management needs to get directly involved in the incorporation of diversity into mission, policy statements, and organizational practices. Their involvement would create an atmosphere of inclusion and positively mould attitudes of organizational members towards diversity.
Measure # 2. Reviewing Hiring and Promotion Policies:
Top management’s commitment towards implementing diversity-in-workforce can be materialized by fine-tuning the organizations existing hiring and promotion policies. Henkel, a German MNC, for example, ensures that the final three candidates short-listed reflect diversity in terms of age, gender, and nationality.
Further, prospective employees with diverse socio-cultural background can be put on an apprenticeship programme before they are hired on a permanent basis. Similarly, before promoting an employee to a higher position, he may be rotated through different jobs so that he equips himself with the skills and behaviours needed to work with a diverse workforce. Under no circumstances, should gender determine the promotion of employees.
Measure # 3. Organizing Diversity Training Programmes:
A diversity training programme aim at building greater understanding of cultural differences among people and developing behavioural skills that allow employees to positively respond to these differences. Teaching appropriate behavioural skills is likely to produce satisfactory results than focusing only on attitudes and beliefs of a diverse workforce.
Measure # 4. Forming a Support Group:
The purpose of forming a support group is to provide a nurturing environment for employees who would otherwise feel isolated or alienated. Such a support group can also look into the needs of female employees with regard to child care, job sharing, etc. and make recommendations to senior managers to accommodate those needs. For physically challenged employees, the support group can play an important role in nurturing their career.
Measure # 5. Communicating through an Appropriate Language:
Language plays a powerful role in communicating the intent of the organization on diversity programmes. Language sensitivity and guidelines for appropriate language help managers and other organizational members effectively manage a diverse workforce. For example, jokes directed at a community or group of people stereotyped for their values should be actively discouraged.
Measure # 6. Establishing Diversity Monitoring System:
To ensure effectiveness of the organizations diversity management programmes, certain measures—such as diversity reports and diversity audits—can be put in place. Regular reports can be submitted to senior managers providing an in-depth analysis of the diversity introduced into the workforce at the time of hiring/promotions. A diversity audit to ascertain how the diversity programme is being implemented at the ground level can also be carried out by interviewing employees.
One of the central issues in managing diversity is to do with the majority and the minority perspective. Usually, it is the case in organizations that there is a predominant majority of a particular race or ethnicity and various others in minority groups. And considering that the most pressing issue in managing diversity arises out of the treatment of women and the third gender, we get a sense of the issues of race and gender as the primary drivers in managing diversity.
In recent times, these issues have come to the forefront of the debate because of greater awareness among the minority groups about their rights as well as stricter enforcement of laws and regulations that govern workplace behavior.
Hence, it is in the interest of the management of any firm to sensitize their workforce towards race and gender issues and ensure that the workplace is free of discrimination against minority groups as well as women.
Gender sensitization, when compared to other issues in managing diversity, is the most pressing issue because of the preponderance of women in the workforce as well as recent trends that point to the emergence of this single issue as the dominant issue that is taking the mind space of managers.
The worrying aspect about this issue is that despite policies and rules governing gender specific issues in most organizations, there is little evidence to show that they are being followed. Hence, what is needed is a mind-set change rather than more policies and this can only be done if the workforce is sensitized to the needs of women.