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SEMINAR OUTLINE
What is Diversity and how does it differ from traditional compliance(EEO/AAP) ?
What is the business case or rationale for implementing a Diversity Initiative in an organization ?
What are the key components and performance measures of a successful Diversity Initiative? What is the role of senior leadership in implementing a successful organizational diversity initiative?
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IS NOT
A quick fix Confrontational About changing you A problem Just a fad
What is Diversity?
Diversity is the sum total of the differences which make individuals who they are, and their collective ability to contribute to the goals of an organization. Managing Diversity is a conscious choice and commitment by an organization to VALUE these differences by using diversity as a source of strength to achieve organizational goals. Please refer to the material in your training packet for some suggested definitions on Diversity
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Workforce 2000-Projections:
90% of the increase of new entrants into the U.S. labor force will be women, minorities and ethnic immigrants. Women will account for 47% of the labor force. Blacks, Hispanics, Asians and other races will account for 57% of the total labor force growth. Hispanics in 2005 were 14% of the U.S. population, and could on their present course represent 32% of the nation's population by the year 2050 The average age of the workforce will be 39.
Source: The Hudson Institute Report, "Workforce 2000"
DIVERSITY Voluntary effort to incorporate a Diversity commitment in Strategic & Annual Operating Plans. Organization-specific Behavior Change DrivenModel Commitment to Diversity in response to changing labor market can lead to sustained culture change and long-term success. 10
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How Diversity Initiatives Help an Organization Keep a Competitive Human Resources Advantage
Improves corporate Decreased interpersonal culture conflict among employees Improves employee Improves client relations morale Increases productivity Higher retention of Improves the employees organization`s bottom line Easier recruitment of employees Maximizes brand identity Decreases complaints & Increases creativity litigation Enables the organization to move into emerging markets Source: SHRM/Fortune Diversity
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Elements of Diversity
AGE RACE GENDER SEXUAL ORIENTATION PHYSICAL ABILITIES PARENTAL STATUS EDUCATION GEOGRAPHIC LOCATION RELIGIOUS BELIEFS MILITARY EXPERIENCE CLASS/INCOME ETHNICITY
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Diversity is just another form of EEO/AAP, No, because Diversity goes beyond compliance as an organizational commitment to excellence, by using diversity as a source of strength.
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Consulting Component:
Less use of internal staff, but also less ownership when consultant leaves.
Working our way into the core elements of Diversity at the University of Maryland Medical System
Organizational Dimensions
Management Status Union Affiliation Work Location Functional Level/Classification Work Content/Field Division/Department/U nit/Group Seniority Adapted from: Gardenswartz & Rowe, Diverse Teams at Work Loden, Implementing Diversity
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Connections to the organization Values - Respect for the Individual Vision - We are a culture in which all employees feel respected, committed and use their talents to grow world class clinical programs Annual Operating Plan
Metrics Diagnostic measures Success indicators Diversity Council Charge Charge Selection criteria Membership Reporting Roles
Leadership Development
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Closing Thoughts
In a country seeking competitive advantage in a global economy, the goal of managing diversity is to develop our capacity to accept, incorporate, and empower the diverse human talents of the most diverse nation on earth. It`s our reality. We need to make it our strength
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Workplace HR Magazine, March 2000 Where Diversity Really Works;America`s Best Companies for MinoritiesFortune, July, 1999 Digh, Patricia, The Next Challenge: Holding People Accountable. HR Magazine, October, 1998 Diversity, Building a Rainbow, One Stripe at a Time. HR Magazine, August, 1998 Prepared for the Future. Training Women for Corporate Leadership HR Magazine, April, 1997
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