1. HRD in a Culturally Diverse Environment
Chapter 15
Human Resource Development

2. What Is Diversity?
Although definitions vary, diversity simply refers to human characteristics that make people different from one another
Individual characteristics over which a person has little or no control include biologically determined characteristics such as race, sex, age, and certain physical attributes, as well as the family and society into which he or she is born.
It is important to keep in mind the distinction between the sources of diversity and the diversity itself. Without this distinction, stereotyping tends to occur.
It is important to understand what we are talking about when we discuss diversity. There are many definitions, but, as this graphic suggests, diversity is essentially human characteristics that make people different from one another.

3. Management of Diversity
The set of activities involved in integrating nontraditional employees (women and minorities) into the work force and using their diversity to the firm’s competitive advantage.

4. Growth and Participation in The U. S
Growth and Participation in The U.S. Labor Force (Actual and Projected),
GROWTH
PARTICIPATION
Actual
Projected
Actual
1996
Projected
2006
AGE
16-24
25-54
55 and older
SEX
Men
Women
RACE
African-Americans
Asian-Americans and Other*
Hispanic-Americans
Non-Hispanic White Americans
-9.4
27.5
7.2
3.8
11.7
12.9
68.0
58.2
7.3
13.2
4.8
43.8
4.4
10.4
8.0
33.7
36.2
7.2
15.8
72.3 12
53.8
46.2
11.0
4.1
9.5
75.3
16.4
68.1
15.4
52.6
47.4
10.7
4.9
11.7
72.7
This slide illustrates actual and projected participation in the U.S. labor force in terms of differing demographics. The differences between the actual and projected growths are likely the most remarkable data.
* “Other” includes Asians, Pacific Islanders, Native Americans, and Alaskan Natives.

5. Diversity as an Asset
Greater creativity. Employee diversity can stimulate consideration of less obvious alternatives.
Better problem solving. Homogenous groups are prone to a phenomenon called groupthink, in which all members quickly converge on a mistaken solution because they share the same mindset and view the problem through the lens of conformity.
Greater system flexibility. In today’s rapidly changing business environments, flexibility is an important characteristic of successful firms.
Diversity in the work force was previously thought to lead to garbled communications, conflict, and a less efficient workplace. Today, many firms realize that diversity can actually enhance organizational effectiveness. This illustration show three key ways diversity can be an asset to an organization.

6. Diversity Training .
Adopt an inclusive definition of diversity that addresses all kinds of differences among employees, including (but not limited to) race, gender, national origin, disabilities and age.
Make sure that top management is not only committed to establishing a diversity program but also communicates that commitment directly to all employees.
The next three slides outline what organizations can do to prevent diversity backlash. Organizations must take specific steps to modify the perception, mainly by white men, that the ‘majority employees’ are being marginalized and disadvantaged by efforts to increase diversity among employees.

7. Avoiding Backlash Avoid political agendas
Trainer should be a model for valuing diversity
Don’t force people to reveal feelings
Respect individual life styles
Don’t put pressure on one group to change

8. Avoiding Backlash (continued)
Integrate with organizational overall approach to diversity
Avoid taking a remedial approach identifying trainees as having problems
Distinguish between legal requirements and valuing diversity
Avoid political correctness approach
Allow open discussions

9. HRD Programs for Culturally Diverse Employees
Confront underlying assumptions, beliefs and attitudes that foster bigotry and stereotyping. Be an advocate for people who are victims.
Examine organizational practices in the areas of socialization, orientation, career development, harassment.

10. Cross-Cultural Education and Training Programs
Impact of globalization: numerous employees sent on expatriate assignments.
Common elements of cross-cultural training:
Raise awareness of cultural differences.
Focus on ways that attitudes are shaped.
Provide factual information about each culture.
Build skills (e.g., language, non-verbal communication, stress management, and adjustment skills).

11. HRD Programs for Culturally Diverse Employees
Existing HRD programs can be used to promote cultural diversity:
Socialization and orientation
Career development
Mentoring women and minorities
Sexual and racial harassment training

12. Summary
Managing a culturally diverse workforce requires a long-term, integrated effort.
Success is most likely with:
Top management commitment.
An inclusive view of diversity.
Actions based on a combination of legal, moral, and economic arguments.
Coordinated HRD efforts that promote diversity.
Diversity defines our world. How will you respond?

13. SIGNS FROM DIFFERENT COUNTRIES
Paris hotel: Please leave your values at front desk
Japanese hotel: You are invited to take advantage of the chambermaid
Norwegian bar: Ladies are requested to not have children in the bar
Russian sign: You are welcome to visit the cemetary where famous Russian composers, artists and writers are buried daily
Menu in Taiwan: Green people with beef fried rice