1. Human Resources in a Changing Workforce
Demographics and Diversity 22

2. The US Labor Force is Changing Dramatically: By age
The workforce is becoming older
There are fewer younger workers entering the workforce
The age group of those over 55 is one of the fastest growing of all demographic groups 23

3. The US Labor Force is Changing Dramatically: By ethnicity
The workforce is becoming more ethnically and racially diverse
African-American, Latino and Asian-American labor forces will increase dramatically
The immigrant workforce is also increasing 24

4. The US Labor Force is Changing Dramatically: By Gender
The influx of women into the workforce will continue, but at a somewhat slower pace 25

5. The US Labor Force is Changing Dramatically: Total Labor Force26

6. Work and Organizations in the US are Changing Dramatically
Global and national competition demand new strategies
Shift from manufacturing to service economy
Dramatically growing technology requires higher and higher skill levels
American education is not providing skills and competencies required 27

7. Dramatic Labor Force Changes: What are Implications for HR?
More diverse, older workforce
Increased competition and need for customer focus, flexibility, new management strategies
Crises in education; graduates’ skills do not match workplace needs
Growing underclass
What should HR do to react to these trends? 28

8. Implications for HR Aging workforce often requires retraining
Increasing racial and cultural diversity of workplace requires understanding of others and sensitivity to cultural differences
Women entering workplaces requires enhanced family-friendly policies
A strategic, planned approach to managing diversity is essential 29

9. Implications for HR
Global competition: HR must develop international perspective and strategic approach
Service v. manufacturing: Careful job design and career development can enhance jobs 30

10. Implications for HR
Growing technology: Training and development function must effectively convey critical skills and competencies
Crisis in education: Companies responding with school-to-work programs, literacy training 31

11. NO! Managing Diversity What is “managing diversity?
Managing racial and ethnic minorities and women?
NO!
Managing diversity is
Managing the organization’s culture and systems to ensure that all people are given the opportunity to contribute to the business goals of the company 32

12. Managing Diversity
Means managing individuals according to their own special talents
Requires the creation of an environment where both the individual and the organization work together to develop a mutually beneficial relationship
Is not a “warmed over” version of EEO or affirmative action 33

13. Managing Diversity
To effectively manage diversity, organizations must integrate different approaches and perspectives that are present in the employee population, rather than focus on categorizing people in order to explain behavior 34

14. Managing Diversity Good diversity management
De-emphasizes assimilation
Values and seeks each individual’s unique perspective and experience
Understands that cultural change is necessary
Has strong top management support
Is seen as a bottom-line issue
Uses a variety of programs, not just training
Understands that a workforce that reflects its customers is good business 35

15. How to Make Diversity Programs Effective
Step one: Determine what is needed
Step two: Develop goals and action plans
Step three: Establish accountability and monitor program content carefully
Step four: Measure the impact of the program 36