How to Attract and Retain a Diverse Workforce Duncan Smith Principal.
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Transcript of How to Attract and Retain a Diverse Workforce Duncan Smith Principal.
How to Attract and RetainHow to Attract and Retain
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Diverse WorkforceDiverse Workforce
Duncan Duncan SmithSmith
PrincipalQuickTime™ and a
Photo - JPEG decompressorare needed to see this picture.
IntroductionIntroduction
Defining DiversityDefining Diversity
WIIFM?WIIFM?
Gender: Two CulturesGender: Two Cultures
Groups and OrganisationsGroups and Organisations
Opportunities and ChallengesOpportunities and Challenges
Next StepsNext Steps
IntroductionIntroduction
Defining DiversityDefining Diversity
WIIFM?WIIFM?
Gender: Two CulturesGender: Two Cultures
Groups and OrganisationsGroups and Organisations
Opportunities and ChallengesOpportunities and Challenges
Next StepsNext Steps
Diversity is ...Diversity is ...the quality of being different and unique at an individual or group level
Valuing Diversity is ...Valuing Diversity is ...
Managing Diversity is ...Managing Diversity is ...
recognising and respecting the value of human differences
creating and sustaining an environment where everyone can achieve his or her full potential
Personality
Age
Location
Level
Ability
Education
Race Gender
Culture
Sexual Orientation
WorkExperience
Appearance
ParentalStatus
Marital
StatusIncome
Habits
Interest
ReligionWork
Location
Union
Affiliation
Management Status
Role
Division/
Group
Seniority
Four Layers of Diversity
*Internal Dimensions & External Dimensions are adapted from Marilyn Loden& Judy Rosener. Workforce America! (Business One Irwin, 1991) From DiverseTeams at Work, Gardenswartz & Rowe (Irwin, 1995)
Diversity in Australia
Gender at Work• Women comprise 45% and men
55% of the labour force. (2001 census figures)
• From 1983-2003, women’s labour force participation rate rose from 44.7% to 55.9% while men’s fell from 76.1% to 71.6%
Source: Australian Bureau of Statistics
Marital and Parental Status• 68% of married women now working• Less than 20% of households = husband at work,
wife at home
• Families with children 11 and under: 68% of mothers, 25% of fathers use flexible work arrangements
Diversity in Australia
Source: Australian Bureau of Statistics
Age• 2004 Population = 20.1 million
median age 35
• 2051 Population = 26.1 million median age 46
Diversity in Australia
Source: Australian Bureau of Statistics
IntroductionIntroduction
Defining DiversityDefining Diversity
WIIFM?WIIFM?
Gender: Two CulturesGender: Two Cultures
Groups and OrganisationsGroups and Organisations
Opportunities and ChallengesOpportunities and Challenges
Next StepsNext Steps
So What?for you as an individual
20 i.p.s.20 i.p.s.
150 150 i.p.si.p.s 150 150 i.p.si.p.s
Interpersonal AssumptionsInterpersonal Assumptions
Experience Socialisation
FiltersEducation Environments
Consequences
Behaviour
Raw Data
Perceived Reality!
AssumptionsUnexamined Examined
IntroductionIntroduction
Defining DiversityDefining Diversity
WIIFM?WIIFM?
Gender: Two CulturesGender: Two Cultures
Groups and OrganisationsGroups and Organisations
Opportunities and ChallengesOpportunities and Challenges
Next StepsNext Steps
White Male Culture
• Rugged Individualism over Collectivism
• Low Tolerance for Uncertainty and Ambiguity
• Focus on Action over Reflection (Doing over Being)
• Rationality over Emotionality
• Time is Linear and Future Focused
• Status and Rank over Connection and Partnership
• Dominate your environmentfrom White Men as Full Diversity Partners -- wmfdp.com
Potential Gender Issues• Gender Stereotypes• Double Standards• Language and Communication• Use of Power• Issues of Concern to Women• Issues of Concern to Men• Changing Gender Roles and Identities• Managing Across Gender• Learning from Women’s Ways of Working• Sex and Romance• Recognition and Rewards
Adapted from:
MEN AND WOMEN :Partners at Work, by George F. Simons & G. Deborah Weissman
IntroductionIntroduction
Defining DiversityDefining Diversity
WIIFM?WIIFM?
Gender: Two CulturesGender: Two Cultures
Groups and OrganisationsGroups and Organisations
Opportunities and ChallengesOpportunities and Challenges
Next StepsNext Steps
So What?for your team
Nancy Adler, International Dimensions of Organizational Behavior
Advantages and Disadvantages of Advantages and Disadvantages of Group DiversityGroup Diversity
Groups Can Become More effective More productive
AdvantagesAdvantages
Diversity Permits Increased Creativity Wider range of perspectives More and better ideas Less “group think”
Diversity Forces Enhanced Concentration to Understand Others Ideas Meanings Argument
Increased Creativity Can Lead To Better problem definitions More alternatives Better solutions Better decisions
Advantages and Disadvantages of Advantages and Disadvantages of Group DiversityGroup Diversity
Groups Can Become Less effective Less productive
DisadvantagesDisadvantages
Diversity Causes Lack of Cohesion Mistrust Lower interpersonal attractiveness Stereotyping More within-culture conversations
Miscommunication Slower speech: Non-native speakers & translation problems
Stress More counterproductive behaviour Less agreement on content
Lack of Cohesion Causes Inability to Validate ideas and people Gain consensus on decisions Take concerted action
Nancy Adler, International Dimensions of Organizational Behavior
Advantages and Disadvantages of Advantages and Disadvantages of Group DiversityGroup Diversity
AdvantagesAdvantagesDiversity Permits Increased Creativity
Wider range of perspectives More and better ideas Less “group think”
Diversity Forces Enhanced Concentration to Understand Others
Ideas Meanings Argument
Increased Creativity Can Lead To Better problem definitions More alternatives Better solutions Better decisions
Groups Can Become More effective More productive
DisadvantagesDisadvantagesDiversity Causes Lack of Cohesion
Mistrust Lower interpersonal attractiveness Stereotyping More within-culture conversations
Miscommunication Slower speech: Non-native speakers & translation problems
Stress More counterproductive behaviour Less agreement on content
Lack of Cohesion Causes Inability to Validate ideas and people
Gain consensus on decisions
Take concerted actionGroups Can Become
Less effective Less productiveNancy Adler, International Dimensions of Organizational Behavior
So What?for your organisation
Global Issues in Global Issues in Managing DifferencesManaging Differences
Majority/MinorityMajority/Minority Power and PrivilegePower and Privilege
Organisational Climate
Individual Career
Outcomes
Organisational Effectiveness
Adapted from Taylor Cox Jr. 1993Cultural Diversity in Organizations:Theory, Research and PracticeBerrett-Koehler, San Francisco
First Level - Measures
Second Level - Results
Affective Outcomes
Achievement Outcomes
Individual-Level Factors
Group\Intergroup Factors
Organizational-Level Factors
Organizational Effectiveness
Individual Career Outcomes
Taylor Cox, Cultural Diversity in Organizations
Impacts of DiversityImpacts of Diversity
Diversity Climate
• A select subset is advantaged due to being disadvantaged in the past
• Focused on demographic profile change• Imposed and often unwelcome• Remedial: change historic patterns of
discrimination; corrects deficiencies; assumes some groups are inferior or have been disenfranchised and need interventionist help
• Saving or helping the victims• Problem response (or legal programme)
with penalties• Benefits protected groups• Possibly Culture change neutral• Homogenisation: assimilate behaviours
of dominant group• Narrower goals• Looks back• Focuses on visible manifestations
• All the ways we are different
• Focused on organisational readiness• Internally driven and largely acceptable• Strategic: transform to harness innovation and
create competitive advantage; highlights and values differences; leverages uniqueness
• Engaging all as players in the process• Opportunity driven with penalties in market and
business performance• Benefits all• Probably Culture change necessary
• Be yourself
• Broader aspirations
• Looks forward
• Addresses intangibles
Comparing EEO/Affirmative Action and Diversity
EEO/Affirmative Action Diversity
Centre for Diversity and Business
The Business Case
Determining the Business Case for Diversity
Define Diversity
Determine the Business Drivers
Make the Links
Determining the Business Case for Diversity
Define Diversity
The differences and similarities that make a difference
Relevant issues in the organisation and the culture
Determining the Business Case for Diversity
Determine the Business Drivers
Internal - Organisational issues
Cultural Structural Strategic Human
External - Environmental issues Customers/suppliers Industry Geographic Social and political
Determining the Determining the Business Case for DiversityBusiness Case for Diversity
Make the Links
Organisational outcomes
Professional outcomes
Personal outcomesPersonal outcomes
The Business Case: Benefits of Diversity
• Organisational Performance
• Recruitment and Retention
• Lower Turnover and Absenteeism
• Creativity and Innovation
• Leadership Effectiveness
• Cost Savings
• Marketplace Understanding
• Building Global Relationships
• Change Organisational Culture
• Respond to Economic Pressure
• Reduce Discrimination Complaints
The Business Case: Benefits of Diversity
Measuring Diversity
• Quantitative Measures
• Qualitative Measures
• Process Measures
Measuring DiversityMeasuring Diversity
• Statistical representation at different levels or functions
• Return from parental leave
• Turnover – by group
• Absenteeism – by group
• Pay equity
• Promotion rates
Measuring Diversity:Measuring Diversity:Quantitative Measures
• Representation in high-potential programs
• Representation on replacement charts
• Complaints/grievances/lawsuits
• Representation in training/development programs
• Performance Appraisal ratings
• Employees completing diversity training
Measuring Diversity:Measuring Diversity:Quantitative Measures
•Absenteeism Cost
•Effect of Absenteeism on labor utilization,
•Percentage of diversity-based pay differential,
•Percentage of diversity turnover by performance level,
•Average tenure by diversity grouping,
•Diversity stability/instability (change in turnover rates),
•Diversity survival rate/loss rate (for new hires),
•$ and % of budget allocated to diversity initiatives
Measuring Diversity:Measuring Diversity:Quantitative Measures
• Organisational culture review results
• Management review processes
• Management review results areas including:– Accountability– Communications– Personal Involvement
Measuring Diversity:Measuring Diversity:Qualitative Measures
• Leadership and Accountability
• Recruitment and Outreach
• Representation, Development and Retention
• Culture and Communications
Measuring Diversity:Measuring Diversity:Process Measures
• Align with measurement mindset
• Relate diversity to organisational objectives
• Reluctance to measure sets diversity apart
• Dual standards (e.g. ROI on leadership training)
Measuring Diversity:Measuring Diversity:Measurement Issues
• Measure in terms of: cost; time; quantity; quality; or frequency of occurrence
• Convert % calculations to financial terms: Turnover $ savings Lower recruiting costs Increased customer satisfaction ratings Added customer purchase volume Improved productivity measured in units per
hour/faster problem resolution/reduced cycle time/speed to market
Measuring Diversity:Measuring Diversity:Measurement Issues
•Study of 353 companies that were included among the Fortune 500 for four of five years between 1996 and 2000
•Return On Equity -- 35 percent higher
•Total Return to Shareholders -- 34 percent higher
•for companies with the strongest representation of women on executive-leadership teams, compared with companies with the lowest representation.
“The Bottom Line: Connecting Corporate Performance and Gender Diversity.”
Catalyst
Measuring DiversityMeasuring Diversity
In corporations, there is no truth about numbers.
In the corporate world, numbers are a choice.
Susan Adler Funk
IntroductionIntroduction
Defining DiversityDefining Diversity
WIIFM?WIIFM?
Gender: Two CulturesGender: Two Cultures
Groups and OrganisationsGroups and Organisations
Opportunities and ChallengesOpportunities and Challenges
Next StepsNext Steps
Source: R. Roosevelt Thomas Jr., Redefining Diversity
The Diversity ParadigmThe Diversity Paradigm
EightEight
ActionAction
OptionsOptions
• Include/ExcludeInclude/Exclude
• DenyDeny
• AssimilateAssimilate
• SuppressSuppress
• IsolateIsolate
• TolerateTolerate
• Build RelationshipsBuild Relationships
• Foster Mutual AdaptationFoster Mutual Adaptation
Diversity: Best Practice
Commitment from Leadership
Clear Business Case
Systemic & Strategic Approach
Focus on Organisation Culture
Diversity: Best Practice
Evaluation & Metrics
Accountability Built-in
Training & Education
Workforce, Workplace & Marketplace Diversity
IntroductionIntroduction
Defining DiversityDefining Diversity
WIIFM?WIIFM?
Gender: Two CulturesGender: Two Cultures
Groups and OrganisationsGroups and Organisations
Opportunities and ChallengesOpportunities and Challenges
Next StepsNext Steps
Getting StartedGetting Started
Awareness Head
Understanding Heart
Skills Hand
Self - awarenessSelf - awareness
Awareness of stereotypingAwareness of stereotyping
OpennessOpenness
CandorCandor
AdaptabilityAdaptability
InclusionInclusion
RespectRespect
77 Skills for Valuing DiversitySkills for Valuing Diversity
Getting StartedGetting Startedevelop awarenessnitiate dialogue about differences
mbrace role modeling behaviourespect differences to create synergyeek first to understandnstigate diversity practiceshink the talk. Talk the talk. ou make a difference !!
DDIIVVEERRSSIITTYY
alue similarities and differences
How to Attract and RetainHow to Attract and Retain
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Diverse WorkforceDiverse Workforce
for more informationfor more information
www.adc-assoc.com
How to Attract and RetainHow to Attract and Retain
aa
Diverse WorkforceDiverse Workforce
Duncan Duncan SmithSmith
PrincipalQuickTime™ and a
Photo - JPEG decompressorare needed to see this picture.