Transcript Chapter 15 HRD and Diversity

Marissa Bamford
• After viewing this presentation, students
should be able to:
• Identify forms of diversity
• Define and describe organizational culture
• Define types of discrimination
• Outline how to develop programs for
harassment, diversity training, and cross-cultural
training
• What forms of diversity might be
present in a workplace or need to be
addressed?
•List as many as you can
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Race
Gender
Nationality
Language
Age
Ability or Disability
Religion
Lifestyle
Work function/tenure
• Set of shared beliefs, values, norms, and artifacts
• Culture exists in organizations
• Organizational culture
• Before- emphasis on fitting in with organization’s culture
• More likely to be loyal and committed
• Now- emphasis on benefits of cultural diversity in
workplace
• Workplace more diverse
• Higher numbers of ethnic and racial minorities and
women in workforce
• Discrimination remains an important issue
• Types of discrimination
• Access discrimination- before a person
is hired
• Not advertising to or recruiting people from
certain groups
• Rejecting applicants from these groups
• Offering low salaries to people from these
groups
• Treatment discrimination- after a person has been
hired
• Limiting opportunities
• Harassing individuals because of membership in
a group
• Discrimination
• Women still underrepresented in top roles
• 2006: 23,000 formal sex-based discrimination charges
• Harassment
• Women filed 84.6% of all harassment charges in 2006
• Do you think men are experiencing sexual harassment
but not reporting?
• Any examples from the news or work experience?
• Steps that need to be followed
• 1. Prepare policy and complaint procedure
• Define scope of responsibility and how to respond to claims, who has
authority to address claims, how to file claims
• 2. Assess organizational climate
• Should training be mandatory?
• How do employees feel about harassment situation in office?--survey
• 3. Decide content of training program
• Describe laws and legal decisions
• Review policies and procedures
• Set standards
• Outline supervisor responsibilities
• Discuss counseling and referrals for victims
• Discuss likely situations
• 4. Select trainer(s)
• Someone with legal and organizational knowledge
• Equal Employment Opportunity
• “Unlawful for employers to make employment
decisions on the basis of race, color, sex, religion,
national origin, age, mental or physical handicap,
Vietnam-era or disabled veteran status, and
pregnancy, unless these factors can be shown to be
job related” (Werner & DeSimone, 2009, p. 508)
• Equal Employment Opportunity
Commission enforces
• Organizations under Title VII encouraged to use
Affirmative Action to involve more women and
minorities– not required
• Government agencies and organizations with
federal contracts more than $10,000 are required
to have Affirmative Action processes to make sure
there is equal employment opportunity
• In charge of Affirmative Action
• Put together a list that organizations should follow
• 1. Prepare policy statement on equal employment and affirmative
action
• 2. Decide on affirmative action officer
• 3. Make policy statement public
• 4. Analyze labor market to see if labor force is representative of
population
• 5. Develop goals and timelines to fix underrepresentation
• 6. Develop scientific programs and activities to meet goals and
timelines
• 7. Create internal system for auditing and reporting of these activities
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Created to value the diversity and differences in organizations
Most workforces now include this training
Usually only one instance of training- no follow-up
Possible benefits
• Raises awareness
• Improves how employees act towards one another
• Criticism of diversity training
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Emphasizes differences
Difficult to create goals and needs assessments for diversity programs
Questionable merit- political correctness, “white male bashing”
Expensive- high cost for diversity consultants and cultural audits
Difficult to evaluate this type of training
• 6 flavors of jelly beans
• Flavors inside do not match with
outside colors
• Green jelly bean might be cherry or licorice flavored
• Note on the candy says, “This candy is just like people--you
cannot determine what is on the inside by simply looking at
the outside. Diversity jellybeans remind us to experience
people one at a time and enjoy their unique qualities.
Diversity is Strength!”
• Companies that use Diversity Jelly Beans
• Microsoft, UPS, Apple, Target, and more
• Thoughts? Effective?
• What’s wrong with this diversity
training?
• http://www.youtube.com/watch?v=9aVU
oy9r0CM
• Different approach than Affirmative Action
• Focuses on creating a work culture that works for everyone
regardless of sex or minority status
• About inclusion
• Making sure everyone is on “level playing field”
• Hundreds of thousands of U.S. citizens work overseas
• Organizations use cross-cultural training to prepare
employees
• Goals of training:
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1. Raise awareness of cultural differences
2. Focus on ways attitudes are shaped
3. Provide factual information about each culture
4. Build skills in language, nonverbal communication, cultural stress
management, and adjustment adaptation skills
• Can be expensive
• But research shows good training can positively impact employee’s
overseas adjustment and performance
• Modify HR practices
• Develop new programs, for example:
• Flexible work schedules
• On-site daycare
• Language interpreters
• Multilingual supervisors
iCelebrateDiversity.com. (n.d.) Diversity beans. Retrieved
from
http://www.icelebratediversity.com/
products/other/diversityjellybeans.asp
The office [Image]. (2005). Retrieved November 6, 2011,
from:
http://www.imdb.com/media/rm2673188096/
tt0386676
United States Department of Labor. (n.d.). The workforce. Retrieved
from http://www.dol.gov/oasam/programs/history/
herman/reports/futurework/report/pdf/ch1.pdf
Werner, J. M. & DeSimone, R. L. (2009). HRD and diversity:
Diversity training and beyond. In Calhoun, J. W. &
Shaut, D. (Eds.), Human Resource Development (5th ed.)
(pp. 501-530). Mason, OH: South-Western Cengage
Learning.