Workforce diversity and

wellness
Dr. P.V. Sesha Sai Ph.D.,
SIBM
Hyderabad
A Framework for Managing Diversity
External Pressures For & Against Diversity

Management’s
Perspectives &
Priorities

Strategic Implementation
Responses

Internal Pressures For & Against Diversity

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Age Diversity
• Trends
• Median age up
• Distribution of ages changing
• Implications
• Health care
• Mobility
• Security
• Interventions
• Wellness programs
• Job design
• Career development and planning
• Reward systems 3
Age Diversity in India
• The modern organizations are engaging employees belonging to four
generations
• The generations can be termed as
1. Veterans (born before 1960)
2. Gen X (born between 1960 and 1979)
3. Gen Y (born between 1980 and 1990)
4. Gen Z (born after 1990)
 Out of these generations, Gen Y and Z is large in numbers and they
are the future leaders, followed by Gen X, Veterans.
• The distinction is large between veterans and Gen – Y and Z .
• In many cases top bosses are veterans while the people who drive
the business growth at lower level are Gen Y and Z.
• The HR experts are finding difficult to bring balance between all
these generations.
• Most of the organizations are not visualizing the controversy while
setting the systems and policies that they apply to Veterans, Gen X
and Gen Y.
• Many HR Managers view their generational characteristics a merely a
life state or fad that they will outgrow as they age.
• Gen- Y and Z being young they have an attitude of constant changing
of jobs, their dependence on friendship networks etc.
Mismatch Between Company Rules and Gen
Y and Z expectations
• Veterans experienced slow economic development and changes in their
social, economic and technological environment
• The pace is slightly increased for Gen X, while the pace is too much for
Gen Y and unimaginable in the case of Gen Z.
• Veterans and Gen X experienced evolutionary changes, while Gen Y
and Z experienced revolutionary changes
• Gen Y and Z are either born or brought up after internet revolution
which brought thorough changes in the human life styles.
• Most of the Indian Companies are continuing with their old
management practices which are not suitable for Gen Y.
• Organizations in the IT/ITES sector are the largest employers of Gen Y
and it is likely to continue.
• Presently 65-70% of workforce in most companies in this sector
comprises gen y in the age group 20-30 years.
• Out of the 125,000 employees of Wipro, more than 60% of employees
are in their twenties.
• They are managed by a generations of older manager who have a
completely different world view.
• Hence, it is believed that Managing generation gap is a big problem for
these companies.
Cultural and Values Clash
• The following are the areas where cultural clash is emerging between
Gen Y and Z and others. The features and preferences of Gen Y and Z
are
• They are
1. Tech-Savvy:
2. Prefer email and text messaging over face to face contact
3. Achievement oriented
4. Team oriented
5. Impatient and attention craving
Contd.,
1. Need work-life balance
2. Search opportunities for advancement and career growth
3. Need interesting and meaningful work
4. Worried about the environment and society
5. Search for purpose and meaning in their jobs
6. Possess the desire to contribute, create and make a difference
7. Possess need to be respected and listened to for conversation and
dialogue
8. Need an environmentally aware workplace
Corporate Initiatives to bridge the cultural
gap between gen Y, Z and others
• Mahindra and Mahindra: adopted a new philosophy know as “Rise”.
The core values of this initiative are
1. Empowerment
2. Positive change
3. Innovation
4. Stretching possibilities or boundaries
• It also created:
• Shadow boards: These are the virtual boards created and Gen Y managers will
perform the role of virtual directors. It is assumed that this will satisfy their
need for achievement.
• ESOPs: The employee social Service Points are given to the Gen Y employees
for to satisfy their extension needs
• Mahindra War Room: Here the Gen y managers are put to Brainstorming
sessions whereby new ideas are generated and deliberated.
• Fire side chats : These are the informal chats allowed during evening timings
by the side of camp fire which promotes informal understanding and bondage
• Mahindra Auto Quotient: Quizzes were conducted initially for
Mahindra Gen Y employees to know their knowledge levels in
automobile industry. Later on this was extended to engineering
colleges.
• The result of the above initiatives is reduction in Attrition rates.
Gender Diversity
• Trends
• Percentage of women in work force increasing
• Dual-income families increasing
• Implications
• Child care
• Maternity/paternity leaves
• Single parents
• Interventions
• Job design
• Fringe benefit rewards

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Disability Diversity
• Trends
• The number of people with disabilities entering the
work force is increasing
• Implications
• Job skills and challenge issues
• Physical space design
• Respect and dignity
• Interventions
• Performance management
• Job design
• Career planning and development
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Culture and Values Diversity
• Trends
• Rising proportion of immigrant and minority-group workers
• Shift in rewards
• Implications
• Flexible organizational policies
• Autonomy
• Affirmation and respect
• Interventions
• Career planning and development
• Employee involvement
• Reward systems

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