1. Diversity in the workplace Yu Fu Email: yu.fu@heig-vd.chyu.fu@heig-vd.ch

2. Learning objectives Topic of diversity Recognise the advantages and challenges of greater diversity in the workforce Ways managers deal with workplace diversity Responses to value diversity Organisational Behaviour 22

3. Diversity It means valuing the differences between people and the ways in which those differences can contribute to a richer, more creative and more productive working environment. It’s about how we value and appreciate those that are unlike ourselves. Organisational Behaviour 23

4. 4 Diversity is about… Race Culture National origin Region Gender Sexual Orientation Age Marital Status Religion Ethnicity Disability Health Politics Ability Values and much more…… Organisational Behaviour 2

5. 5 Dimensions of Diversity Organisational Behaviour 2 5 Person Race Physical Ability Sexual Orientation Ethnicity Gender Age Primary Dimensions Secondary Dimensions Education Marital Status Parental Status Work Background Income Geographic Location Military Experience Religious Beliefs Primary Dimensions Inborn difference - Have an impact throughout one’s life Secondary Dimensions Acquired or changed throughout one’s lifetime. Have less impact – still impact self definition

6. 6 Levels of diversity Surface-level diversity, such as demographics, can lead employee perceive one another through stereotypes and assumptions. Deep-level diversity, presents when people see themselves as sharing more important characteristics, such as personality and values with others. Organisational Behaviour 2

7. 7 Attitudes toward Diversity Ethnocentrism = belief that one’s own group or subculture is inherently superior to other groups or cultures Enthnorelativism = belief that groups and subcultures are inherently equal Pluralism = an organisation accommodates several subcultures Organisational Behaviour 2

8. Leveraging Diversity Multicultural teams = made up from diverse national, racial, ethnic and cultural backgrounds Employee network groups = based on social identity, and organised by employees to focus on concerns of employees from that group Organisational Behaviour 28

9. 9 Diverse Teams Advantages – Enhanced creativity, innovation, and value in today’s global marketplace – Generate more and better alternatives to problems – Produce more creative solutions than homogeneous teams – Increase constructive group processes and is positively associated with performance in the workplace – Is associated with increased sale revenue, greater market share, more customers, and greater profits Organisational Behaviour 2

10. 10 Diverse Teams Disadvantage – Increased potential for miscommunication and misunderstanding – Diverse teams are shown to be less integrated and have a higher level of dissatisfaction – Can be linked with conflict, less group cohesiveness, increased employee turnover and absenteeism, and low quality of performance Organisational Behaviour 2

11. Biculturalism It’s the way that minorities use to deal with bias in the workplace. Socio-cultural skills and attitudes used by racial minorities as they move back and forth between the dominant culture and their own ethnic or racial culture. Organisational Behaviour 211

12. 12 Inclusive Practices in the Workplace Building a corporate culture that values diversity Changing structures, policies, and systems to support diversity – Recruitment – Career advancement Providing diversity awareness training Organisational Behaviour 2

13. 13 Diversity Initiatives Recruitment – Examine employee demographics – Examine composition of the labour pool in the area – Examine composition of the customer base Career Advancement – Eliminate the glass ceiling – Accomplish mentoring relationships Organisational Behaviour 2

14. 14 Diversity Initiatives Accommodating Special Needs – Child care – Maternity or paternity leave – Flexible work schedules – Home-based employment – Long-term-care insurance, special health or life benefits Organisational Behaviour 2

15. 15Organisational Behaviour 2 15 Stages of Diversity Awareness Highest Level of Awareness Lowest Level of Awareness Denial No awareness of cultural differences Parochial view of the world In extreme cases, may claim other cultures are subhuman Defense Perceives threat against one’s comfortable worldview Uses negative stereotyping Assumes own culture superior Minimizing Differences Focuses on similarities among all peoples Hides or trivializes cultural differences Accepts behavioral differences and underlying differences in values Recognizes validity of other ways of thinking and perceiving the world Acceptance Adaptation Able to empathize with those of other cultures Able to shift from one cultural perspective to another Integration Multicultural attitude-enables one to integrate differences and adapt both cognitively and behaviorally

16. 16 Diversity Programs Expatriates = employees who live and work in a country other than their own Global Diversity Program – Employee selection – Employee training – Understanding high vs. low-context communication context Organisational Behaviour 2

17. 17 Diversity Training Diversity training has three main objectives in the workplace: – Increase awareness about diversity issues – Reduce bias and stereotypes that deter from effective management – Change behaviour to help effectively manage a diverse workforce Organisational Behaviour 2

18. 18 Valuing Diversity Top managers value diversity – Give organization access to broader range of opinions and viewpoints – Reflect an increasingly diverse customer base – Obtain the best talent in a competitive environment – Demonstrate the company’s commitment to doing the right thing Organisational Behaviour 2

19. 19 Valuing Diversity Job seekers value diversity – 90% of job seekers think diversity programs make a company a better place to work Survey commissioned by The New York Times Organisational Behaviour 2

20. 20 Diversity in the Workplace Today Although government agencies and Fortune 500 companies claim that they provide diversity training, around 40% of organisations still do not. Only 30% of female employees hold management positions in Wal-mart. That is a very low number considering 70% if their employees are female. Organisational Behaviour 2

21. Diversity in the Workplace Today “By integrating diversity and inclusion into the mainstream of the business, we can translate our core values of honesty, integrity and respect for people into action, and improve global performance”. (Jeroen, male, Dutch, the CEO of company A) Organisational Behaviour 221

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24. HSBC: https://www.youtube.com/watch?v=ALWwK7Vz4gYHSBC: https://www.youtube.com/watch?v=ALWwK7Vz4gY Coke-cola: https://www.youtube.com/watch?v=443Vy3I0gJsCoke-cola: https://www.youtube.com/watch?v=443Vy3I0gJs EUROPA & ITALIA: https://www.youtube.com/watch?v=tzQuuoKXVq0https://www.youtube.com/watch?v=tzQuuoKXVq0 Bienvenue chez Nous: http://www.20min.ch/ro/videotv/?vid=328302&cid=178 http://www.20min.ch/ro/videotv/?vid=328302&cid=178 Organisational Behaviour 224