1. Building a Welcoming Work Environment and Encouraging Diversity1
Human Resources Management and Supervision
OH 1-1

2. What Is Diversity?
Differences among people (employees, vendors, and guests)
All people must be treated equally without regard to race, color, national origin, or any other trait related to that person’s role at the foodservice operation.
Instructor’s Notes
People, including employees and guests, are different in numerous ways.

3. Bases of Possible Differences Between People
Gender
Age
Group affiliation
Physical/learning abilities
Physical/mental disabilities
Nationality
Ethic background
Skill level
Instructor’s Notes
This slide shows examples of factors that make people different from each other.
Persons should not be discriminated against because of these factors.
There are other factors that create differences between people.

4. Bases of Possible Differences Between People continued
Sexual orientation
Physical appearance
Economic level
Skin color
Political references
Career goals
Religion
Race
Instructor’s Notes
No person should be discriminated against because of the above or any other differences.
Make the statement that, later in this session, the students will learn that it is illegal to discriminate against persons on the basis of many of the factors identified in this and the previous slide.
The restaurant and hospitality industry is a people-oriented and labor-intensive business.
There is a continuous cycle of personnel tasks that managers and human resources professionals must undertake to assure that their operations are fully staffed and that their employees are productive.
Persons should not be discriminated against because of these factors.

5. Employment Cycle . Instructor’s Notes
Note that (top-left of circle in slide) the employment cycle begins when there is a need for additional employees, and potential staff members must be recruited. Please note that the definitions of the terms “applicants” and “candidates” are misapplied. Applicants are the people who have applied for an open job. Candidates are applicants who possess minimum job requirements and are being considered for a job opening.
Explain that the next steps in the cycle involve screening, hiring, and orienting employees to the operation.
Employees must also be supervised, developed, trained, evaluated, and rewarded for effective performance.
When employees leave the organization, there is a need for additional employees, and the employment cycle is repeated.
Make the following statement, “Now let’s look at some benefits of a diverse working environment.”

6. Employment Cycle - continued
Note that (top-left of circle in the previous slide) the employment cycle begins when there is a need for additional employees, and potential staff members must be recruited.
The next steps in the cycle involve screening, hiring, and orienting employees to the operation.
Employees must also be supervised, developed, trained, evaluated, and rewarded for effective performance.
When employees leave the organization, there is a need for additional employees, and the employment cycle is repeated.

7. Please Note
Please note that the definitions of the terms “applicants” and “candidates” may be misapplied in the some printings of the text book.
Applicants are the people who have applied for an open job.
Candidates are applicants who possess minimum job requirements and are being considered for a job opening.

8. Benefits of a Diverse Working Environment
Creates a more enjoyable and productive workplace. A welcoming environment encourages all staff members to do their best.
Employees with different backgrounds look at the same situation and challenges from a variety of viewpoints, and this can lead to a more productive work environment and to better creative problem solving.
Instructor’s Notes
A welcoming environment encourages all staff members to do their best.
Employees with different backgrounds look at the same situation and challenges from a variety of viewpoints, and this can lead to a more productive work environment and to better creative problem solving.
Employees who live in the local community can often help to build new business from customers who want to visit operations that employ community residents.
In today’s tight labor market, the size of the labor pool increases as diversity is encouraged.
Promoting diversity is the law!

9. Benefits of a Diverse Working Environment
Attracts more customers, Employees who live in the local community can often help to build new business from customers who want to visit operations that employ community residents.
Increases the labor pool. In today’s tight labor market, the size of the labor pool increases as diversity is encouraged.
Improves legal protection. Promoting diversity is the law!
Instructor’s Notes
A welcoming environment encourages all staff members to do their best.
Employees with different backgrounds look at the same situation and challenges from a variety of viewpoints, and this can lead to a more productive work environment and to better creative problem solving.
Employees who live in the local community can often help to build new business from customers who want to visit operations that employ community residents.
In today’s tight labor market, the size of the labor pool increases as diversity is encouraged.
Promoting diversity is the law!

10. Avoiding Illegal Discrimination
Definition—Making an arbitrary distinction between job applicants or employees on any employment action on the basis of any personal characteristic protected under federal, state, or local laws
Employers cannot create or allow a hostile environment based on protected characteristics. A “hostile environment” is one in which someone is exposed to unwelcome, intimidating, offensive, or antagonistic behavior
Instructor’s Notes
Indicate that a “hostile environment” is one in which someone is exposed to unwelcome, intimidating, offensive, or antagonistic behavior that interferes with the ability to perform a job and that is based on a protected characteristic.
Note that there are ten federally protected characteristics.

11. Federally Protected Personal Characteristics
Race
Color
Religion
Sex
National origin
Age (forty or over)
Disability
Military service
Pregnancy
Citizenship
Instructor’s Notes
Treating applicants or employees in a biased and prejudiced way is not legal, and it is not a good business practice.
The best way to ensure that you comply with all laws applicable to your operation is to treat everyone equally without regard to characteristics that have nothing to do with their work responsibilities.
Note that there is a range of federal equal opportunity employment laws that address discrimination based on these protected characteristics.

12. Federal Equal Opportunity Employment Laws
The ten federally protected characteristics are called “protected categories.”
Individuals who share a federally protected characteristic are called federally protected classes (groups).
Persons in federally protected classes (groups) along with all other persons cannot be discriminated against.
Instructor’s Notes
If applicable, review the federal legislation that establishes a framework for prohibited employment discrimination practices that are listed in the chapter on page 8.
Note that there are other federal and state requirements that protect persons with protected characteristics.

13. Other Anti-Discrimination Requirements
Additional rules affect businesses contracting with the federal government and operations that accept federal grants or funds.
State and some local laws may also address equal employment opportunity.
Instructor’s Notes
Additional anti-discrimination rules apply to
Businesses that contract with the federal government.
Businesses that provide services or supplies as a subcontractor to the above.
Most state and some local EEO laws also prohibit workplace discrimination, and these laws are often broader and more extensive than federal laws.
Equal employment laws basically define the foundation of unacceptable discriminatory behavior in employment practices.
Make the following statement, “Please answer the following questions about diversity and procedures to avoid illegal discrimination.”

14. How Would You Answer the Following Questions?
The task of recruiting potential employees occurs (before/after) they are screened.
How many federally protected characteristics comprise the “protected categories” in federal equal opportunity employment laws?
The best way to ensure compliance with all laws is to treat everyone equally. (True/False)
Personal characteristics that are addressed in equal opportunity employment laws are referred to as federally protected ______.
Instructor’s Notes
Before
Ten
True
Categories
Make the following statement, “Let’s continue our discussion of building a welcoming work environment by discussing prejudices, stereotypes, bias, and cultural tendencies.”

15. How Would You Answer the Following Questions? Answers
The task of recruiting potential employees occurs (before/after) they are screened.
How many federally protected characteristics comprise the “protected categories” in federal equal opportunity employment laws? Ten
The best way to ensure compliance with all laws is to treat everyone equally. (True/False)
Personal characteristics that are addressed in equal opportunity employment laws are referred to as federally protected categories.
Instructor’s Notes
Before
Ten
True
Categories
Make the following statement, “Let’s continue our discussion of building a welcoming work environment by discussing prejudices, stereotypes, bias, and cultural tendencies.”

16. Let’s Define Terms!
Stereotypes—generalizations about particular groups of people that assume all members of the group are the same
Prejudice (bias)—general attitude about a person or group based on a judgment unrelated to abilities
Cultural tendencies—common ways of acting, based on beliefs and habits shared by persons in a group
Instructor’s Notes
Stereotypes are often hard to change because they are not usually based on actual experience and, once imbedded, require much contrary experience to alter.
Sometimes prejudice arises from one’s own experience, and sometimes from the lessons taught by one’s family members and other adult role models.
Since there are many different groups of people employed in restaurants and foodservice operations, managers must establish a climate in which they honor cultural tendencies and breakdown stereotypes.
Building an effective team means helping everyone to respect and value the strengths that individuals bring to work and to expose prejudice and stereotypes as the problems that they are.

17. Diverse Employees Working as a Team
This diverse group of restaurant employees work together as a team in a welcoming environment.
Instructor’s Notes
Make the following statement, “Let’s see how prejudice and stereotypes can affect the work environment.”
Additional Thoughts:
Many managers like to work in the restaurant industry because they say they are “people persons.” This is certainly a good work trait because they will be interacting with many types of employees, customers, and vendors.
The restaurant workplace can be a great environment for employment when diversity is valued and when the contributions of all staff members are recognized.

18. Prejudice and Stereotypes Affect the Workplace
Problems counter the benefits of diversity.
Actions may be contrary to law.
Results can create a culture of distrust and frustration.
Employees do not feel trusted or welcome, productivity will fall, and their willingness to work as team members will decrease.
Instructor’s Notes
If employees do not feel trusted or welcome, productivity will fall, and their willingness to work as team members will decrease.
Indicate that there are several negative effects of prejudice.

19. Negative Effects of Prejudice
Limits the labor pool
Increases turnover; lowers morale
Stifles new ideas, talents, and perspectives
Increases conflict and misunderstanding
Decreases productivity
Decreases profitability
Decreases customer service
Increases likelihood of discrimination claims and litigation
Instructor’s Notes
Make the following statement, “You can easily see how prejudice can negatively impact the workplace. Now let’s see how diversity can positively impact the workplace.”

20. Positive Effects of Diversity
Increases the labor pool
Promotes the operation as a viable employer
Encourages new ideas, talents, and perspectives
Encourages appreciation of other cultures
Creates a positive work environment
Builds business with new customers
Creates an environment where a diverse group of customers is comfortable
Fulfills regulatory guidelines
Instructor’s Notes
Make the following statement, “Hopefully, this session has emphasized the importance of a workplace that values diversity. Now let’s see how a diverse workplace can best be assured.”

21. Promoting Diversity Step 1 – Recruit for diversity.
Recruitment of members of minority groups should be an active process.
A recruiting goal should be to employ a diverse workforce.
Remember that the recruiting goal should be to encourage diversity while trying to find the best qualified persons regardless of race, color, national origin, or other differences.
Instructor’s Notes
Remember that the recruiting goal should be to encourage diversity while trying to find the best qualified persons regardless of race, color, national origin, or other differences.
The second step in promoting diversity is to increase cross-cultural interaction and communication.

22. Promoting Diversity continued
Step 2 – Increase cross-cultural interaction.
Develop a mission statement that emphasizes diversity.
Develop policies/procedures driven by the mission statement.
Implement aggressive recruiting practices.
Assure that managers model expected behavior.
Conduct diversity training sessions.
Instructor’s Notes
Remember that managers play an important role in the effort to value diversity as they model proper behavior.
Diversity training helps to demonstrate that differences are fun to learn about and should not be hidden, feared, or a source of shame.
Note that managers can use other activities to increase cross-cultural interaction.

23. Promoting Diversity continued
Additional ways to increase cross-cultural interaction
Improve communication.- managers should learn a few words in the languages spoken by their employees
Assist employees with literacy problems.
Instructor’s Notes
Managers should learn a few key words in the languages spoken by their employees.
Remember that some staff members may be embarrassed to admit they have literacy problems.
Increasing cross-cultural interaction is a key to breaking down stereotypes and for encouraging diverse employee groups to work together as a team.

24. Promoting Diversity continued
Step 3 – Educate employees and set expectations.
Employees must be educated about behaviors that are and are not acceptable in the workplace.
The Equal Employment Opportunity Commission requires the posting of notices about laws prohibiting discrimination.
Continuing education about the value of diversity and the encouragement of tolerance should be ongoing.
Managers must set the expectation that harassment, hostility, prejudicial treatment, and stereotyping have no place in the operation.
Instructor’s Notes
Make the following statement, “It is again important to stress that managers must set the expectation that harassment, hostility, prejudicial treatment, and stereotyping have no place in the operation.”
Indicate that the last steps in efforts to promote diversity relate to addressing issues and holding people accountable.

25. Promoting Diversity continued
Step 4 – Address issues and accountability.
Look for signs of behavior or elements of a hostile environment.
Inappropriate joking, teasing, comments or name calling, improper cartoons, posters or notes posted in common areas.
Stop discriminatory behavior as soon as it is seen or heard about.
Hold employees accountable for their behavior.
Remember the long-range goal; focus on correcting employees’ behavior.
Instructor’s Notes
Examples of a hostile environment include inappropriate joking, teasing, comments, or name calling and improper cartoons, posters, or notes posted in common areas.
Managers should encourage employees to alert them about any potential problems.
When intervening, focus on the issues, and not on the personalities of the person(s) involved.

26. How Would You Answer the Following Questions?
Stereotypes can produce _______, which is a general attitude toward a person or group based on judgments unrelated to abilities.
Discriminatory treatment, including harassment, is _______.
Recruiting a diverse staff is typically all that is necessary to foster positive cross-cultural interaction. (True/False)
Teasing can be a sign of a hostile work environment. (True/False)
Instructor’s Notes
Prejudice (bias)
Illegal
False
True
Note: indicate that the last part of this discussion will provide a review of definitions for the key terms used in the chapter.

27. How Would You Answer the Following Questions? Answers
Stereotypes can produce prejudice (bias), which is a general attitude toward a person or group based on judgments unrelated to abilities.
Discriminatory treatment, including harassment, is illegal.
Recruiting a diverse staff is typically all that is necessary to foster positive cross-cultural interaction. (True/False)
Teasing can be a sign of a hostile work environment. (True/False)
Instructor’s Notes
Prejudice (bias)
Illegal
False
True
Note: indicate that the last part of this discussion will provide a review of definitions for the key terms used in the chapter.

28. Key Term Review
Affirmative action programs—executive orders or regulations that involve positive steps to eliminate existing, remedy past, and prevent future discrimination
Applicants—people who have applied for a job opening (Please note, this is the correct definition for applicants. The text on page 4 reversed the definitions of applicants and candidates.)
Bias—means the same as prejudice
Candidates—applicants who possess minimum job qualifications, and who are being considered for a job opening (Please note, this is the correct definition for candidates. The text on page 4 reversed the definitions of applicants and candidates.)
Cross-cultural interaction—meaningful communication among employees from diverse cultures and backgrounds
Instructor’s Notes
Affirmative action programs—executive orders or regulations that involve positive steps to eliminate existing, remedy past, and prevent future discrimination
Applicants—people who have applied for a job opening (Please note, this is the correct definition for applicants. The text on page 4 reversed the definitions of applicants and candidates.)
Bias—means the same as prejudice
Candidates—applicants who possess minimum job qualifications, and who are being considered for a job opening (Please note, this is the correct definition for candidates. The text on page 4 reversed the definitions of applicants and candidates.)
Cross-cultural interaction—meaningful communication among employees from diverse cultures and backgrounds
Note that there were additional key terms discussed in the chapter.

29. Key Term Review continued
Cultural tendencies—manners in which persons in specific groups do things based on their beliefs and their habits
Discrimination—ability to notice differences
Diversity—differences among people
Executive orders (EOs)—proclamations issued by the President of the United States
Hostile environment—workplace situation in which someone is exposed to unwelcome intimidating, offensive, or antagonistic behavior, that interferes with his or her ability to perform a job and that is based on a protected characteristic
Immutable characteristics—factors, such as race and/or gender, that a person cannot change
Instructor’s Notes
Cultural tendencies—manners in which persons in specific groups do things based on their beliefs and their habits
Discrimination—ability to notice differences
Diversity—differences among people
Executive orders (EOs)—proclamations issued by the President of the United States
Hostile environment—workplace situation in which someone is exposed to unwelcome intimidating, offensive, or antagonistic behavior, that interferes with his or her ability to perform a job and that is based on a protected characteristic
Immutable characteristics—factors, such as race and/or gender, that a person cannot change
Note that there are several final key terms that were defined in the chapter.

30. Key Term Review continued
Prejudice—general attitude toward a person, group, or organization based upon judgments unrelated to abilities.
Protected categories—race, color, religion, sex, national origin, age (40 or older), disability, pregnancy, citizenship, and military service for which federal laws prohibit discrimination
Protected classes—individuals who share characteristics in a federally protected category under EEOC laws
Protected groups—same as protected classes
Instructor’s Notes
Prejudice—general attitude toward a person, group, or organization based upon judgments unrelated to abilities.
Protected categories—race, color, religion, sex, national origin, age (40 or older), disability, pregnancy, citizenship, and military service for which federal laws prohibit discrimination
Protected classes—individuals who share characteristics in a federally protected category under EEOC laws
Protected groups—same as protected classes
Stereotypes—generalizations that individuals make about particular groups, which assume that all members of that group are the same