Integrating Diversity in the Workplace

Presented by:

Mozhgan Bakhtiyari Asiia Erzhanova Raphael Nwokoye

http://www.youtube.com/watch?v=C-uyB5I6WnQ

Definitions

Diversity - Having a variety of social identities that spend time in shared spaces,

communities, institutions or society. (Adams)

Inclusion - The achievement of a work environment in which all individuals are treated

fairly and respectfully, have equal access to opportunities and resources, and can

contribute fully to the organization’s success. (SHRM)

Discrimination - Unfair or unequal treatment of an individual (or group) based on certain

characteristics, including:

Adams, M.(2013)Section 1:Conceptual Frameworks Introduction. In M. Adams, W.J. Blumenf eld, C.Castañeda,, H.W. Hackman, M.L. Petrs, & X. Zúñiga. (Eds.), Readings for diversity and social justice (1-5).New York:

Routledge.

The Society f or Human Resource Management Association

©SHRM 2008

Why do organizations care about Diversity?

● Increased Exposure to Different Kinds of People and better

understanding of customers

● Business Reputation Enhancement, Diversity boosts employer brand

● Diversity makes it easier to hire and retain talents

● Diverse companies perform better

● Diversity fosters innovation and Richer Brainstorming

● Economic Empowerment of Marginalized Workers

Theories used in Diversity Management

Action Research: it was developed by kurt lewin, eric trist. The theories uses a concept of co-operation with and

participation by the people who are experiencing the problems and are impacted by actions taken.

Open systems theory. it was developed by fred emery. The theories uses a concept that organizations are impacted by

their environment. That is, characteristics of systems reflect the characteristics of larger systems of which they are part o f.

one can intervene at different levels of system to change an organization .

Change and resistance theory. Kurt lewin introduced force field analysis as a way to examine the change and stability

forces that operate in organizations by identifying the driving and restraining forces that lead change and maintain the

status quo. he developed a change model to describe how change takes place, in which there is

● unfreezing: reducing restraining forces

● moving: changing attitudes, beliefs, actions, behaviours, structure.

● refreezing: achieving a new status quo with a balance of driving and restraining forces.

Community and society theory: it states that organizations can be changed from the inside through individual, group and

organization level interventions.

Challenges of managing diversity

● Differences in Language and Communication

● Losses in personnel and work productivity

● Generational and Age Differences

● Resistance to Change

● A lack of opportunity to grow

● The existence of a non-inclusive culture

Confront Stereotypes Head-on (The I am, But I am Not game)

Common stereotypes can be very hurtful and difficult for individuals to celebrate

their own identities.

In this activity we will claim some of our own identities and dispel stereotypes we

may believe exist about the us.

Please, on the left write your identity (gender, race, age, etc), and on the right the

stereotypes associated with this identity.

For example: I am from Russia, but I do not drink vodka.

Changing in the Workplace (EU) Age

Gender

The Age of Personalization

Fighting DiscriminationTop reasons for discrimination at work in Europe

Despite the laws, the findings reveal that just

over one in three (34%) European workers have

felt discriminated against for some reason at

work. This rises to 42% in Italy, and 37% in

France, Spain and the UK, while the Netherlands

has the lowest incidence at 21%.

Gender discrimination is higher amongst female

workers (12%), while age discrimination rises

amongst the over 55s (17%) and under 25s (17%),

suggesting that it isn’t just an issue for the older

demographic

ADP Workforce View in Europe, 2018

Case discussionCompany X has a strict dress code and it is not allowed to the employees to

wear scarfs.

A muslim woman wearing headscarf applied to the company X. All of the

competences fitted the Job Description.

What would you do being an HR-manager in the Company X in this case?

Paradigms of Diversity in the workplace

Fairness & Discrimination Paradigm: This is characterized by the belief a cultural diverse workforce is a

moral imperative to ensure justice and a fair treatment of all numbers of society. it focuses on equality of

outcome in the hiring process and within the company

● it negates differences in employees

N.B Diversity can not be ignored but seen as an advantage.

Access & legitimacy Paradigm: it recognizes that organizations market and target groups are cultural

diverse . So the organizations matches the market requirements with diversity of their own workforce. It

offers great economic advantage

● people are reduced to their minority background

● people are perceived as one dimensional

● risk of stereotyping is high

Paradigms of Diversity in the workplace Learning and effectiveness paradigm: is focused on enabling sustainability through organizational

learning .

● Diversity is seen as a resource

● categories are no longer a basis for diversity

● Diversity is actively encouraged and integrated

Collaborative process and structure paradigm: implements structure as well as process is lived and

communicated.

● Multiple identities are accepted as part of any individuals personality

● Diversity is seen as a connecting element and valuable resource.

N.B. this is the hybrid paradigm and it is usually created to integrate a continuous development of

diversity by connecting human resource, organization development and internal/external

communication management

Diversity without inclusion

Diversity with inclusion provides a potent mix of talent retention and

engagement, when it comes to the workplace, diversity equals

representation.

Companies should start from the simple but fundamental

understanding that there are different perspectives, each of them

valuable, and work to explore and identify the range of barriers

holding these individuals back. But HOW?

“Diversity Is being asked to the party. Inclusion Is being asked to dance.”

Sherbin, L. & Rashid, R. (2017) ‘Div ersity Doesn’t Stick Without Inclusion’, Harvard Business Rev iew, 17 Feb.

Verna Myers

Four levers that drive inclusion:

I. Managers must foster inclusive leadership

II. Managers must encourage authenticity

III. Managers must provide networking and visibility opportunities

IV. Managers must ensure clear career paths

Sherbin, L. & Rashid, R. (2017) ‘Div ersity Doesn’t Stick Without Inclusion’, Harvard Business Rev iew, 17 Feb.

“Diversity management must not be viewed as an us/them kind of problem to be solved but as a resource to be managed". Dr. R. Roosevelt Thomas, Jr.

Delivering impact through D&I

Companies in the top-quartile for gender

diversity on their executive teams were 21%

more likely to have above-average

profitability than companies in the fourth

quartile. For ethnic/cultural diversity, top-

quartile companies were 33% more likely to

outperform on profitability.

Delivering through Diversity, McKinsey report. January 2018 .

Guidelines to manage diversity

1. Manage complexity

2. Create supportive environment

3. Facilitate first meeting

4. Start with training

Psychology Department, Higher School of Economics, Moscow

Four-Fifth Rule

Adverse impact is an unfair and biased

selection procedure. It occurs when a protected

group is discriminated against during a selection

process, like a hiring or promotion decision.

The four-fifths rule prescribes that a selection

rate for any group (classified by race, orientation

or ethnicity) that is less than four-fifths of that for

the group with the highest rate constitutes

evidence of adverse impact (also called

‘disparate impact’), that is, discriminatory effects

on a protected group.

Adverse Impact analysis / Four-fifth rule, 2009

Prepare for differences, hope for similarities.