1. ORGANIZATIONAL CHOICES

2. THE NEED FOR ORGANIZATIONAL RESPONSES QUESTION: IF PEOPLE IN THE FIRM UNDERSTAND AND MANAGE THEIR DIFFERENCES; IS THERE A NEED FOR ORGANIZATIONAL RESPONSES?

3. ORGANIZATIONAL RESPONSES ARE NEEDED BECAUSE THEY SET THE CONTEXT FOR INDIVIDUAL RESPONSES PAST VALUES, NORMS AND PRACTICES HAVE SHAPED THE ORGANIZATIONAL PROCESSES, STRUCTURES, POLICIES AND PRACTICES THESE NEED TO BE REVIEWED, REVISED, RECONSTITUTED. NEW PROCESSES, STRUCTURES, PLOICIES AND PRACTICES MAY NEED TO BE INSTITUTED PEOPLES DIVERSITY COMPETENCIES MAY NEED TO UPGRADED AS A WHOLE.

4. STARTING POINT: AN EXPANSIVE DEFINITION OF DIVERSITY WHICH INCLUDES –INTERNAL AND EXTERNAL DIVERSITY –IN ALL OF THEIR SALIENT MANIFESTATIONS

5. THE ADVANTAGES OF AN EXPANSIVE VIEW: PROACTIVE: BUSINESS OPPORTUNITY AND IMPERATIVE REACTIVE: LEGAL, REGULATORY AND MORAL IMPERATIVE PROJECTS THAT IT IS ALL INCLUSIVE. THERE IS SOMETHING IN IT FOR EVERYONE LEARNING TO DEAL WITH ONE ASPECT OF DIVERSITY HELPS IN RESPONSES TO ANOTHER FORMS OF IT HIGHLIGHTS UBIQUITY OF DIFFERENCES AND SIMILARITIES IN THE ORGANIZATION

6. DEFINING DIVERSITY WORKFORCE DIVERSITY –IDENTITY GROUPS –SITUATIONAL DIVERSITY –BEHAVIORAL DIVERSITY STRUCTURAL DIVERSITY –FUNCTIONAL –DIVISIONAL –HIERARCHICAL –INTER-ORGANIZATIONAL BUSINESS DIVERSITY –MARKETS –PRODUCTS –OPERATING

7. UNDERSTANDING ORGANIZATIONAL RESPONSES MOTIVATORS -FELT -ESPOUSED MINDSET –CHOICES –IMPLICATIONS OF CHOICES METHODS –WHAT METHODS –WHO DRIVES –METHOD/CIRCUMSTANCE MEASURES OF EFFECTIVENESS

8. MOTIVATORS LEGAL AND REGULATORY PRESSURES LABOR MARKET DEMOGRAPHICS GLOBALIZATION OF BUSINESS DIVERSIFYING CUSTOMER BASE EXTERNAL PRESSURES FROM COMMUNITY INTERNAL EMPLOYEE PRESSURES PERSONAL COMMITMENT

9. LEGAL AND REGULATORY MOTIVATORS GOVERNMENT RULINGS, LAWS, EXECUTIVE ORDERS, COURT DECISIONS INDIVIDUAL AND GROUP LAWSUITS GOVERNMENT INVESTIGATIONS; PUBLICITY THEREOF

10. LEGAL PRESSURE INCREASES WITH: VIGILANT ENFORCEMENT SOCIAL PRESSURES SIZE OF THE SETTLEMENT AWARDS PUBLICITY OF THE ENFORCEMENT RECORDS CIVIL RIGHTS ACT OF 1991 –JURY TRIALS –COMPENSATORY AND PUNITIVE DAMAGES –INSTEAD OF REINSTATEMENT BACK COMPENSATION

11. ISSUES W/ LEGAL PRESSURES ORGANIZATIONAL RESPONSE MAY BE –CREATIVE AND CONSTRUCTIVE INITIATIVES –PLAYING THE NUMBERS GAME –FOCUS ON THE LETTER OF THE LAW –JUST RELUCTANT COMPLIANCE –A SOURCE OF CONFUSION WHEN FACED WITH BUSINESS DIVERSITY A RESORT TO LEGAL MINIMUM

12. LABOR MARKET DIVERSITY MAJORITY MINORITY STATES: – TEXAS –HAWAII –NEW MEXICO –CALIFORNIA –DC –ARIZONA –NEWYORK –MARYLAND –MISSISIPI –GEORGIA

13. LABOR MARKET DIVERSITY NEED TO BE CONSIDERED IN THE GLOBAL CONTEXT VARYING IMMIGRATION AND ENTRY REGULATIONS ILLEGAL IMMIGRATION ISSUES JOB AVAILABILITY, ECONOMIC TRENDS, SKILL AVAILABILITY INFLUENCED BY GOVERNMENT AND CORPORATE POLICIES, WORLWIDE.

14. GLOBALIZATION PRESSURES TO UNDERSTAND AND COMPLY WITH FOREIGN LEGAL AND REGULATORY MANDATES TO UNDERSTAND AND COMPLY WITH DIFFERENT BUSINESS CULTURES TO IMPROVE DIVERSITY COMPETENCE

15. DIVERSIFYING CUSTOMER BASE BLACKS AND ASIANS: 14% OF BUYING POWER 32% OF ASIANS >75K INCOME 25% OF WHITES>75 K INCOME ISSUES –DONT TAKE MARKET DIVERSITY LITERALLY IN HR DECISIONS –CAREFUL ABOUT PERCEIVED EXPLOITATION –CAREFUL ABOUT BACKLASH TO AD TARGETED AD CAMPAIGNS

16. MINDSET DISCREET PROBLEM? DISCREET COMPETITIVE OPPORTUNITY/THREAT? CLUSTER OF RELATED BUSINESS ISSUES? EXTERNAL OR INTERNAL? BROADLY/NARROWLY DEFINED? PERSON BASED/ORGANIZATION-WIDE? QUICK FIX/LASTING REALITY? POWER/EDUCATION FOCUS? REACTIVE&DEFENSIVE/PROACTIVE? MORAL/BUSINESS IMPERATIVE

17. METHODS CULTURAL AUDIT TRAINING RECRUITING AND HIRING INITIATIVES NETWORKS,TASK FORCES PERFORMANCE DEVELOPMENT/CAREER MANAGEMENT BENEFIT POLICIES/WORKING CONDITIONS EXTERNAL PROGRAMS

18. CULTURAL AUDIT EXPLORE THE MINDSET GENERATE A SHARED AGENDA IDENTIFY INSTITUTI0NAL BIASES INVOLVES EMPLOYEE SURVEYS AND CONFIDENTIAL INTERVIEWS IDENTIFY DIFFERENTIAL IMPACT OF POLICIES AND PRACTICES WHO WILL CONDUCT/ ANALYZE/REPORT AUDIT DATA? WHO WILL HAVE ACCESS TO AUDIT DATA? WHO WILL DETERMINE THE ACTION PLANS? ARE THE LEADERS COMMITTED?

19. TRAINING INTRO TO DIVERSITY, GENERAL/FIRM BASED FOCUSED AWARENESS PROGRAMS SKILL BUILDING WORKSHOPS TRAINING FOR TARGETED GROUPS HARRASSMENT WORKSHOPS INTEGRATED DIVERSITY TRAINING

20. DIVERSITY TRAINING ISSUES WHAT IS THE PURPOSE? WHO WILL BE TRAINED? SEQUENCE? WHO WILL PROVIDE THE TRAINING? DURATION OF TRAINING? FIT W/ THE GENERAL DIVERSITY AGENDA? FIT W/ THE GENERAL BUSINESS AGENDA? IS ANYBODY LEFT OUT? HOW TO DEAL W/ THEM? IS THE ENVIRONMENT SAFE?

21. RECRUITING AND HIRING INITIATIVES EXPAND RECRUITING SITES REVIEW AND REVISE JOB SPECIFICATIONS TARGETED EXPANSION OF THE POOL TRAIN/RETRAIN RECRUITERS/INTERVIEWERS MONITOR HIRING GOALS (Not quotas!) CREATE AN INCLUSIVE ENVIRONMENT INTEGRATE SENIOR LEVELS

22. NETWORKS AND TASK FORCES SUPPORT GROUPS/NETWORKS –FORMAL/INFORMAL –SOCIAL NETWORKS –AUTONOMOUS NOT CONTROLED –ADVISORY/ADVOCACY/REPRESENTATIVE FUNCTIONS ADVISORY TASK GROUPS –FORMAL UNITS –AD HOC OR STANDING –STUDY/DISCUSS & MAKE RECOMMENDATIONS –NEED POWER AND AUTHORITY SOMEHOW DISCUSSION GROUPS –REGULAR MEETINGS –DISCUSS DIFFICULT TOPICS –CONNECT TO BUSINESS ISSUES

23. PERFORMANCE DEVELOPMENT/CAREER MANAGEMENT IMPROVE PERFORMANCE APPRAISAL METHODS –360 EVALUATIONS –FORMAL FEEDBACK SYSTEMS –EXPLICIT EVALUATION SYSTEM INCLUDE EMP. DEV. IN EVALUATION CRITERIA –NO NUMBERS GAME COACHING AND MENTORING PROGRAMS –FORMAL PROGRAMS FOR ALL NEW WORKERS –TARGETED PROGRAMS FOR M&W –FORMAL/VOLUNTARY CAREER PATH ASSESMENT AND MONITORING –IDENTIFY CRITICAL SKA, VISIBILITY,RELATIONSHIPS ETC. –IDENTIFY ENTRY POINTS AND CAREER PATHS

24. WORKING CONDITIONS/BENEFITS CAFETERIA BENEFITS FLEXIBLE WORK SCHEDULES HOME WORK DISTANCE WORK WORK SHARING TIME-OFF ARRANGEMENTS

25. MEASUREMENT OF EFFECTIVENESS ANNOUNCE GOALS/TIMEFRAME AND MEASURES TO EVERYONE GO FOR MULTIPLE MEASURES OF SUCCESS INTERNAL AND EXTERNAL MEASURES CONNECT TO BUSINESS ISSUES CONNECT TO REWARD SCHEDULES CONNECT TO PRODUCTIVITY