1. Shailaja Upadhyaya Pratistha Koirala
Diversity Management
Shailaja Upadhyaya
Pratistha Koirala

2. Imagine yourself being your favorite vegetable.
You are provided with two beautiful options.
You will be cooked into a mix-veg soup with other vegetables.
You shall be mixed in a salad.
MAKE A CHOICE…!
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3. “Diversity is reflective of the variation in social and cultural identities among people existing together in an employment setting” Cox(2001) Otherness or those human qualities that are different from our own and outside the groups to which we belong, yet present in other individuals or groups.
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4. Let us see it for ourselves!! An exercise..
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5. Types of Diversity Gender Age Race Ethnicity Culture Religion
Language/Accent
Differently able
Height/Weight
Personality (inner, outer)
Sexual Orientation
Education
Job Title
Job Function
Job Skills
Union/Non-Union
Part-Time/Full-Time
Marital Status
Political affiliation
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6. Mental/ Physical Abilities
Primary Dimensions
Primary
Gender
Ethnicity
Race
Sexual Orientation
Mental/ Physical Abilities
Age

7. Secondary Dimensions Income Education Religion Family Status
Marital Status
Work Experience

8. Tertiary Dimensions Tertiary Beliefs Assumptions Perceptions
Group Norms
Feelings
Attitudes

9. Nepalese civil service
श्रेणी
महिला %
पुरुष %
राजपत्रांकित
८.८
९१.२
विशिष्ट ०
१००
रा प प्रथम
४.९३
९५.०७
रा प द्वितीय
४.८९
९५.८९
रा प तृतीय
१०.२८
८९.७२
स्रोत :निजामती किताब खाना (२०७२-१०-११)
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10. NASC 2016

11. A Nepalese Context
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12. NASC 2016

14. Let us internalize
At delloitte
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15. Valuing Diversity: Components
Cognitive: knowledge and understanding of the concepts and issues related to diversity
Affective: appreciation and respect of the similarities and differences among people
Behavioral: building positive relationships with "different people"

16. value -in –Diversity- hypothesis
“ Diversity brings net added value to organizational processes” Cox and Blake (1991)
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17. Affirmative Action V/S Diversity Management
Managing Diversity
Maximizing the abilities of all employees to contribute to organizational growth
Business Necessity
Pro-Inclusivity
Affirmative Action
Promoting participation of specific group because of historical or other form discrimination.
Legal Necessity
Anti-Discrimination
Affirmative Action (Employment Equity) and Diversity Management are complementary to each other

18. Diversity Management
Creating a fair and safe environment where everyone has access to the same opportunities and challenges.
Focusing on the welfare of two major pillars of organization.
Employees
Product/Service Delivery
Customers

19. Enriching Diversity
The formation of the Constituent Assembly (CA) and the second amendment to the Civil Service Act were some of the exemplary initiatives of the state aimed at ensuring inclusion in political representation and civil service .
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20. Enriching Diversity…contd.
The Tenth Plan ( ) has recognized social inclusion as one of strategic pillars of broader poverty reduction strategy.
In line with the spirit of the Interim Constitution a provision of reservation was made in the Civil Service Act, 1993, through a second amendment to it in 2007.
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21. Managing Diversity Effectively Makes Good Business Sense
What a Diversity of Employees Provides
A variety of points of view and approaches to problems and opportunities can improve managerial decision making.
Diverse employees can provide a wider range of creative ideas.
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22. Managing Diversity Effectively Makes Good Business Sense
Diverse employees are more attuned to the needs of diverse customers.
Diversity can increase the retention of valued organizational members.
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23. Diversity is the Buzz word
Diversity is expected/required by other firms
Legal compliance.
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24. The Challenge of Workplace Diversity
Integration and social acceptance of people from different backgrounds.
Differences in the way we think, act, interact, and make choices.
Interference with our ability to support, trust, and respect each other, and thus to effectively function together.
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25. Challenges of Diversity
Synergy challenge
More and more group-based work
Diversity can create negative conflict
Can close down communication
Can derail group processes
Group leaders must minimize destructive conflict and maximize diversity of input
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26. The Challenge of Workplace Diversity
Equal Opportunity and Affirmative Action
The active recruitment of women, minorities, and other protected groups.
The goal is to meet certain legal imperatives.
The primary concern is meeting quotas, often without concern for the survivability of these individuals.
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27. Research Shows: Acculturation Structural integration
Informal integration
Minimized intergroup conflict
Absence of prejudice and discrimination.
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28. How to Manage Diversity
Steps in Managing Diversity Effectively
Empower employees to challenge discriminatory behaviors, actions, and remarks
Reward employees for effectively managing diversity
Provide training
Encourage mentoring of diverse employees
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29. NASC 2016

30. Strategies for Managing Diversity
Articulate a clear diversity mission, set objectives, and hold managers accountable.
Identify promising women and minorities and provide them with mentors and other kinds of support.
Set up diversity councils to monitor the organisational goals and progress toward them.
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31. In Nepalese civil service
Leave provision
Culture
Sex
Community
Affirmative actions
Trainings
Flexi timing????
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32. Programs for Managing Diversity: Diversity Training
Providing managers with training
How to recruit/hire diverse employees
How to orient/integrate new employees
Providing all employees with training
Realizing the differences that exist
Learning how differences affect working environment
How to maximize productivity without ignoring employee differences
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33. The Discrimination-and-Fairness Paradigm
Making Differences Matter: A New Paradigm for Managing Diversity David A. Thomas,Robin J. Ely FROM THE SEPTEMBER–OCTOBER 1996 ISSUE
The Discrimination-and-Fairness Paradigm
The Access-and-Legitimacy Paradigm
The Emerging Paradigm: Connecting Diversity to Work Perspectives
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34. Example: Women The way forward
Alternative career path
Extended leave
Flexible scheduling
Flexi-time
Job sharing
Telecommuting
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35. Example: Older The way forward
Job performance requirement
Interest survey
Training and counseling
The structure of jobs i.e., work pace, length or timing of the workday, leaves and challenges on the job.
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36. The Three Pillars of Diversity Management
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37. Contexts
The country index shows that the nations with the most diverse labor forces are Norway, New Zealand, Iceland, Australia, Switzerland, the Netherlands and Canada. Source: Forbes Insights ,2012 Diversity & inclusion: unlocking global Potential
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38. Thank you.
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