1. 1 Workforce D iversity

2. Presented by: Dhiraj Sawant74 Dhiraj Sawant74 Maysa Mascerenhas93 Maysa Mascerenhas93 Nisha Santiago97 Nisha Santiago97 Parin Shah98 Parin Shah98 Vanitha Navada120 Vanitha Navada120 2

3. What is Diversity ?  The host of individual differences that make people different from and similar to each other.  Diversity applies to everyone in the workplace we are all different. 3

4. 4

5. Layers of Diversity Personality - Centre of diversity wheel because it represents a stable set of characteristics that is responsible for a person's identity Personality - Centre of diversity wheel because it represents a stable set of characteristics that is responsible for a person's identity Internal Dimension - Primary dimensions of diversity not within our control but strongly influence our attitudes and expectations and assumptions about others Internal Dimension - Primary dimensions of diversity not within our control but strongly influence our attitudes and expectations and assumptions about others External Dimensions - Secondary dimensions of diversity and represent individual differences that we have a greater ability to control External Dimensions - Secondary dimensions of diversity and represent individual differences that we have a greater ability to control Organizational Dimensions - Dimensions of diversity at workplace level Organizational Dimensions - Dimensions of diversity at workplace level 5

6. The Glass Ceiling An invisible barrier that blocks certain workers specifically qualified women and visible minorities from advancing into top management positions Types of glass ceiling barriers:  Different pay for comparable work  Gender, ethnic, racial, religious discrimination or harassment in the workplace  Lack of family-friendly workplace policies 6

7. Employment Equality Legislation intended to remove employment barriers and promote equality for members of four designated groups: 1. Women 2. Visible Minorities 3. Aboriginal Peoples 4. Persons with Disabilities 7

8. Valuing Diversity – Role of a Manager  Embrace diversity  Recruit broadly  Select fairly  Provide orientation And training  Sensitize all employees  Strive to be flexible  Seek to motivate individually  Reinforce employee differences 8

9. Managing Diversity Provide strong leadership Provide strong leadership Assess the situation Assess the situation Provide diversity training and education Provide diversity training and education Change culture and management systems Change culture and management systems Evaluate the diversity management program Evaluate the diversity management program 9

10. Barriers to Implementing Diversity in the Workplace 1. Inaccurate stereotypes and prejudice. 2. Ethnocentrism (one's culture rules and norms are superior than the rules and norms of other culture). 3. Poor career planning. 4. An unsupportive and hostile work environment for diverse employees. 5. Lack of political savvy on the part diverse employees. 6. Difficulty in balancing career and family issues. 7. Fears of reverse discrimination. 8. Diversity is not seen as an organizational priority. 9. The need to revamp the organization's performance and reward system. 10. Resistance to change. 10

11. Example – Accenture  Rich diversity in terms of culture, education and geography  Acknowledges each individual's uniqueness  Promotes respect and personal achievement Diverse workforce: Different backgrounds and Vast range of skills and experience Core values: “Best people” and “Respect for the individual”  Ranked No. 38 on Diversity Inc's "Top 50 Companies” “…Drawing together diverse qualities enables us to deliver innovation, paving the way for sustainable growth and helping clients achieve high performance.” “Simply put: a more diverse workforce enhances the performance of our global collaboration as well as the solutions we deliver to our clients.” 11

12. Benefits of Managing Diversity Competitiveness via cost saving : Competitiveness via cost saving : Reduced turnover of staff Reduced turnover of staff Reduced absenteeism Reduced absenteeism Lower costs for discrimination and harassment lawsuits Lower costs for discrimination and harassment lawsuits Direct enhancement of competitiveness: Direct enhancement of competitiveness: Attracting and retaining the best available talent. Attracting and retaining the best available talent. Enhancing productivity and performance Enhancing productivity and performance Becoming an employer of choice Becoming an employer of choice   Driving business growth   Public Profile   Easy transfer of knowledge   Better marketing structure 12

13. Case Study – Infosys Recruit new employees from all available global talent pools Recruit new employees from all available global talent pools Develop new ideas, methods, and perspectives Develop new ideas, methods, and perspectives In 2006 and 2007, Infosys BPO received the Helen Keller award for the best employer from the National Centre for Promotion of Employment for Disabled People (NCPEDP). In 2006 and 2007, Infosys BPO received the Helen Keller award for the best employer from the National Centre for Promotion of Employment for Disabled People (NCPEDP). Infosys Women Inclusivity Network (IWIN) promotes a gender-sensitive work environment Infosys Women Inclusivity Network (IWIN) promotes a gender-sensitive work environment 13

14. Example – Wipro  WoW ! (Women of WIPRO)  ‘Green Ambassadors’  Launched by WIPRO’s Diversity Council  Works toward creating visibility for its female leadership, both internally and externally.  Eco Bags specially made for women employees  To have a significant social impact and where women can play a catalytic role in bringing about change.  The Core Diversity Council has been set up that consists of representatives from every function at a senior level. 14

15. Example – TCS “Diversity in companies is no longer about being melting pots, but being salad bowls……We want people to retain their identity yet be integrated into the company”  7.5 % of workforce is Non - Indians  It plans to hire about 4,000 people from across the world 15

16. Example – Reebok Diversity of perspectives Diversity of perspectives Diversity at every level Diversity at every level Transformation from $12 million-a-year shoe company (80’s) to a $3 billion powerhouse (00’s) Transformation from $12 million-a-year shoe company (80’s) to a $3 billion powerhouse (00’s) Aerobic shoes for women Aerobic shoes for women Recognizes diversity as a key managerial strategy Recognizes diversity as a key managerial strategy Approach is sports-minded logic: Approach is sports-minded logic: “A team that has the vision to produce innovations and make them work cannot be a team of clones” Believes in: Believes in: “….for it is their differences that enriches us, expands us, provides us the competitive edge.” 16

17. 17 What are organizations Practicing?  Organizational Diversity Audits  Mentoring Programs  Employee Networks/Affiliation Groups  Diversity Celebrations/Events  Diversity Business Plans/Metrics  Community Involvement/Corporate Image

18. Case Study – IBM Advancement of Women Advancement of Women Integrating the Workplace and Marketplace Integrating the Workplace and Marketplace Workforce Flexibility & Balance Workforce Flexibility & Balance Cultural Awareness & Acceptance Cultural Awareness & Acceptance 18

19. IBM Clients: The World of Business 19

20. Conclusion “Organizations do not think, make decisions, or allocate resources; People do.” 20

21. BIBLIOGRAPHY www.diversityinc.com www.books.google.co.in www.google.com www.citehr.com www.ehow.com www.wikipedia.org www.diversity.com www.diversityworld.com www.ibm.co/in www.accenture.com www.infosys.com www.wipro.com www.tcs.com University of Redlan. Workforce 2020, Hudson Institute. Kristiansand University. 21

22. 22