HRD in a Culturally Diverse Environment Chapter 15 Human Resource Development

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.

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.

Growth and Participation in The U. S Growth and Participation in The U.S. Labor Force (Actual and Projected), 1996-2006 GROWTH PARTICIPATION Actual 1986-1996 Projected 1996-2000 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.

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.

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.

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

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

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.

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).

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

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?

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