The Role of Human Resources in Managing Diversity

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  • The Role of Human Resources in Managing Diversity : Change Agent or Change Captive?Presented by Arthur A. McCombs MA, SPHR October 29, 2008

    -R. Roosevelt Thomas, Jr.

  • *SEMINAR OUTLINEWhat is Diversity and how does it differ from traditional compliance(EEO/AAP) ?

    What is the business case or rationale for implementing a Diversity Initiative in an organization ?

    What are the key components and performance measures of a successful Diversity Initiative?

    What is the role of senior leadership in implementing a successful organizational diversity initiative?

  • *This Diversity Seminar.ISA beginningIntrospectiveThought ProvokingAn opportunity critical to Memorial`s long term success

    IS NOTA quick fixConfrontationalAbout changing youA problemJust a fad

  • *Diversity Seminar- Ground RulesEveryone is entitled to their opinions, and these opinions should be expressed in an atmosphere of trust, candor and mutual respect.Listen with the head and speak from the heart.It`s okay not to know, and to admit to others that you don`t know.As we try and value Diversity, lets also Celebrate Diversity

  • *What is Diversity?Diversity is the sum total of the differences which make individuals who they are, and their collective ability to contribute to the goals of an organization.

    Managing Diversity is a conscious choice and commitment by an organization to VALUE these differences by using diversity as a source of strength to achieve organizational goals.

    Please refer to the material in your training packet for some suggested definitions on Diversity

  • *COMING TO TERMS WITH DIVERSITY We are deeply committed to building a diverse workforce and are confident that we can and must effectively manage diversity. We must think more broadly than race and gender. We must harness the diverse talents & perspectives of all our employees, in our efforts to meet our business goals. This includes changing the way we manage and interact s team members with people who have different styles of learning and working, and managing diversity as a key business advantage in our increasingly multicultural markets. In an evermore diverse and competitive marketplace, we cannot afford to exclude any perspectives.

    BankBoston Corp.

  • Source: The Hudson Institute Report, "Workforce 2000"*Workforce 2000-Projections:90% of the increase of new entrants into the U.S. labor force will be women, minorities and ethnic immigrants.

    Women will account for 47% of the labor force.

    Blacks, Hispanics, Asians and other races will account for 57% of the total labor force growth.Hispanics in 2005 were 14% of the U.S. population, and could on their present course represent 32% of the nation's population by the year 2050

    The average age of the workforce will be 39.

    Source: The Hudson Institute Report, "Workforce 2000"

  • *Changes in Family CompositionThe number of married couples without children at home exceeds the number of couples with children at home by 3 million.60% of all U.S. households will have no children at home by 2010.Dual career couples comprise 58% of all married couples, representing 30.3 million couples.Single parent households make up 27% of all families, with women heading most of these households.

  • *California-The First State in the U.S.with No Ethnic MajorityCalifornia`s non-Hispanic white population is 46.7% of the state`s residents.The State`s Hispanic population is 32.4%Other races count for 20.9% of California`s population.California has the nation`s largest proportion of people in any large state who said they were of more than one race, 4.7%

  • *Affirmative Action vs. Diversity-Where Should An Organization Want to Be?AFFIRMATIVE ACTIONDriven by legal mandates-A Compliance ModelGoal-SpecificMay achieve statistical goals without addressing attitudinal barriers.Compliance approach-May achieve short-term results, but no lasting culture change. DIVERSITYVoluntary effort to incorporate a Diversity commitment in Strategic & Annual Operating Plans.Organization-specificBehavior Change Driven-ModelCommitment to Diversity in response to changing labor market can lead to sustained culture change and long-term success.

  • *The Costs of Not Managing DiversityThe Real Thing-Coca-Cola Agrees to Pay $192.5 Million,Make HR Policy Changes to settle suit (Race), 11/16/00California Bakery Workers Awarded $120 Million on Race Bias Claims, 8/2/00First Union Bank Corp. agreed to pay $58.5 million to 239 employees at two banks it acquired in 1992-93(settlement date, Oct., 1997)-age discrimination

  • *Organizational Baseline Check for Understanding Diversity:In order for Johns Hopkins to be perceived as being more committed and sensitive to DIVERSITY, we should:STOPSTART..And CONTINUE DOING

  • *GO FORTH AND DIVERSIFYAccording to a new study by SHRM(Society for Human Resource Management) and Fortune Magazine, 52% of employers say a good diversity initiative improves relationships with clients.79% of the respondents said it improves their corporate cultureAnother 77% said it improves recruitment of new employees More than half said it decreases interpersonal conflict among employees(58%), increases creativity(59%) and productivity(52%)

  • Creating a Competency Model for Diversity, The Conference Board, 2008*Mastering Diversity Competencies Takes a LifetimeBe well informed about external pressure pointsAnticipate and manage stakeholders e.g. advocacy, community, non-government organizationsInfluence media and marketplace via communication and community outreach to position the organization competitivelyChange managementDiversity, inclusion and global perspectiveBusiness acumenIntegrityVisionary and strategic leadershipHR disciplinesRecognize and address human rights issues through policy and practice

    Creating a Competency Model for Diversity, The Conference Board, 2008

  • Source: SHRM/Fortune Diversity Survey*How Diversity Initiatives Help an Organization Keep a Competitive Human Resources AdvantageImproves corporate cultureImproves employee moraleHigher retention of employeesEasier recruitment of employeesDecreases complaints & litigationEnables the organization to move into emerging marketsDecreased interpersonal conflict among employeesImproves client relationsIncreases productivityImproves the organization`s bottom lineMaximizes brand identityIncreases creativity

    Source: SHRM/Fortune Diversity Survey

  • *What are your thoughts on Diversity?What is the diversity profile of your organization?Does your management team reflect the cultural make up of your workforce?Does your workforce reflect the cultural makeup of your customer base?Who should be responsible for monitoring and driving diversity issues in your organization?What is the goal(s) of diversity training?

  • *Elements of DiversityAGERACEGENDERSEXUAL ORIENTATIONPHYSICAL ABILITIESPARENTAL STATUSEDUCATIONGEOGRAPHIC LOCATIONRELIGIOUS BELIEFSMILITARY EXPERIENCECLASS/INCOMEETHNICITY

  • *What are your thoughts on Diversity?Is diversity training a passing fad created by a societal move towards political correctness, or does it have a legitimate place in your business?Can you eliminate workplace discrimination or cultural insensitivity simply by changing policies to ensure fair treatment?Is an organizational commitment to valuing diversity compatible with a commitment to merit and organizational excellence?Should diversity training attempt to change attitudes or behavior?

  • *Diversity-Myths vs. RealitiesDiversity is about exclusivity, No its about inclusivity and maximizing everyone`s talents and contributions for organizations to gain a competitive human resource advantage.

    Diversity is just another fad, No, because the national and demographic workplace trends prove its here to stay. The real question is whether you can manage it as a positive rather than a negative force for change in your organization.

    Diversity is just another form of EEO/AAP, No, because Diversity goes beyond compliance as an organizational commitment to excellence, by using diversity as a source of strength.

  • *Diversity-Myths vs. RealitiesDiversity is not a problem, Its an opportunity

    Diversity is the HR Departments responsibility , no its our responsibility

    Diversity is about just race and gender, No, because managing diversity is much broader and pervasive than just race and gender.

    Diversity is only about minorities and women in the workplace, No its about recognizing the diversity of your internal(employees)and external customers to compete in a diverse market, both nationally and globally.

  • *Top Ten Reasons Why Organizations Need To MANAGE Diversity When I look at a person of color,I don`t see color, I just see the personOther employees may need diversity training, but I don`t, because I don`t have any prejudicesI think employing a handicapped person is fine for our organization, as long as we can find something for them to doI`m not insensitive to differences of diversity, because I treat everyone the sameI treat female employees with respect and dignity, because that`s what a gentleman should do

  • *Top Ten Reasons Why Organizations Need To MANAGE Diversity Women make good managers,because they are more sensitive to the needs of their employeesI think recruiting minority employees to achieve diversity goals is a good thing for our company, as long as they are qualified to perform the jobI think it is more difficult to get superior performance out of older workers,because they tend to be less productive with ageI think class/caste differences in our organization have little, if anything to do with managing diversity.I believe that in order to lead a diverse workforce, we must first value diversity within our own leadership group

  • *Why Manage Diversity?The changes in the employee market suggest most employers will need to develop their recruitment & retention strategies to achieve their organizational goals.The changes in the domestic and global market suggest that companies need to understand diversity to succeed in their business and meet their customers needsValuing diversity creates an environment where EVERYONE is respected and valued for their contributions to the organization`s success

  • R. Thomas,Jr.,"From Affirmative Action to Afirming Diversity"*Diversity vs. MeritWhat managers fear is a lowering of standards. But in a diverse workforce, competence counts more than ever.

    R. Thomas,Jr.,"From Affirmative Action to Afirming Diversity"

  • -R. Thomas, Jr."From Affirmative Action to Affirming Diversity"*The Right Question The wrong question: How are we doing on race relations? The right question: Is this a workplace where `we` is everyone?

    -R. Thomas, Jr."From Affirmative Action to Affirming Diversity"

  • *Diversity Initiative:Intervention Options

    InterventionOptions:External ConsultantConsultant, HR, & DiversityCouncilHuman ResourceDriven Model(internal)ConsultingComponent:Consultantdrives programHybrid team drives program design & installation.HR serves asan internalconsultantBenefits orRisks of this Option:Less use of internal staff, but also less ownership when consultantleaves.Shared effort &ownershipof diversity program.Requires some tradeoffs in priorities &workload to install program.

  • *Working our way into the core elements of Diversity at the University of Maryland Medical System

    Adapted from:Gardenswartz & Rowe, Diverse Teams at WorkLoden, Implementing DiversityOrganizational Dimensions (1999)Training & OD initiativesAll-Team BriefingsDialogue SessionsCollaborative learning

    External Dimensions (2000)EmpowermentChoice-based change efforts

    Internal Dimensions (2001)Diversity Council

  • *Designing the Diversity Council atthe University of Maryland Medical System

    Connections to the organizationValues - Respect for the IndividualVision - We are a culture in which all employees feel respected, committed and use their talents to grow world class clinical programsAnnual Operating Plan

    MetricsDiagnostic measuresSuccess indicators

    Diversity Council ChargeChargeSelection criteriaMembershipReportingRoles

  • *Outcomes of the Diversity Initiative atthe University of Maryland Medical SystemCurrent resultsGained executive support and sponsorshipFormed the Diversity CouncilConceptually defined diversityOperationally defined diversity with metricsConducting an audit to establish baseline dataAssessing the data

    Lessons LearnedCreating safety and trustTimeCoachingHolding the container

  • *Key Components of a Successful Diversity InitiativeExecutive level commitment to partner with HR and champion this kind of change initiative is critical to its credibility and long-term successTraining is a wake up call, not a panacea for institutionalizing diversity in your organization A Diversity Council can be an effective culture change agent, if structured and staffed appropriatelyAccountability for managing diversity is a shared responsibility, with expectations to be metMeasure and celebrate the measures of your success

  • *Suggested Strategies to Strengthen a Diverse WorkforceGain senior leadership commitmentEngage employees in the processSupport local/community diversity groupsProvide diversity training , not as the destination but as part of the journeyPromote open communication and dialogue to overcome behavioral resistance, improve understanding and gain acceptance of diversity as a cultural norm

  • *Diversity Performance Measures: Then and NowTRADITIONALEEO & AAP metricsEmployee attitude surveysCultural auditsFocus groupsCustomer surveysManagement & Employee evaluationsCONTEMPORARYDemographicsOrganizational cultureAccountabilityProductivity/ profitabilityBenchmarkingProgrammatic measures

  • *Suggested Performance Criteria for Measuring DiversityEmployees perceptions of the work environment on Diversity issues as measured through EOS(Employee Opinion Survey), focus groups, exit interviews, etc.Turnover, retention and upward mobility patterns by the demographics of your workforce compared to diversity goals.Market perceptions of job applicantsCustomer Satisfaction Norms on Diversity issuesPerformance/Productivity measures

  • -R.Thomas, Jr."From Affirmative Action to Affirming Diversity"*Closing ThoughtsIn a country seeking competitive advantage in a global economy, the goal of managing diversity is to develop our capacity to accept, incorporate, and empower the diverse human talents of the most diverse nation on earth. It`s our reality. We need to make it our strength

    -R.Thomas, Jr."From Affirmative Action to Affirming Diversity"

  • *Managing Diversity-Suggested ResourcesWorkforce 2020;Work & Workers in the 21st Century. The sequel to the Hudson Institute`s Landmark Study, Workforce 2000Thomas,Jr. Roosevelt, From Affirmative Action to Affirming DiversityThomas,Jr. Roosevelt, Differences Do Make a DifferenceThiederman, Sondra, PHD.,Bridging Cultural Barriers for Corporate Success;How to Manage the Multicultural WorkforceCorporate Practices in Diversity Measurement, A research report by The Conference BoardBaytos, Lawrence M. Designing & Implementing Successful Diversity Programs

  • *Managing Diversity, Suggested Resources, contd.Managing Diversity in Healthcare, by Lee Gardenswartz & Anita Rowe. San Francisco: Jossey-Bass Publishers, 1998 Race in the Workplace HR Magazine, March 2000Where Diversity Really Works;America`s Best Companies for MinoritiesFortune, July, 1999Digh, Patricia, The Next Challenge: Holding People Accountable. HR Magazine, October, 1998Diversity, Building a Rainbow, One Stripe at a Time. HR Magazine, August, 1998Prepared for the Future. Training Women for Corporate Leadership HR Magazine, April, 1997

  • *Managing Diversity, Suggested Resources, contd.Its Time to take a Strategic Approach to Diversity Management Mosaics, Oct. 1996Creating a New Balance Sheet: The Need for Better Diversity Metrics, Mosaics, Sept./Oct. 1999If Your Organization Values Diversity, Why Are They Leaving? Mosaics, May/June 1999Diversity Resisters: When No is Too Much and Yes Isn`t Enough Mosaics, Sept./Oct. 2000Diversity Goes GlobalMosaics, Jan./Feb. 2000Dealing Effectively with Disability Accommodations Mosaics, Nov./Dec. 2000Tapping Into an Older Workforce Mosaics, Mar./April 2000

    *All-Team BriefingsOn a quarterly basis, all employees are invited to a meeting convened by the CEO and COO. At this meeting, the conveners talk about organizational issues and events that are important to them from a personal perspective and staff members share suggestions and ask questions. The goal of these sessions is to support a close relationship between senior leadership and staff members.

    Dialogue SessionsOnce a month, each vice president and senior leader convene sessions with front line employees from two or three departments. During the session they talk about what is going well and how they can build upon the successes. The goal is to increase all employees understanding of the whole medical center. On a quarterly basis the VPs and Senior leaders review what they have learned and consider if there is a need to make any changes to the annual operating plan.

    Collaborative LearningAn internal OD consultant facilitated a quarterly meeting of the patient care service managers, who manage the 22 in-patient units at the Medical Center. The goal of the meetings was to learn from each other by sharing best practices, ideas, and experiences; and to address common issues.

    **