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Further Issues in Diversity

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Title: Further Issues in Diversity


1
Further Issues in Diversity
  • Recent Survey
  • Sex
  • Race
  • Sexual Orientation
  • HR Responses

2
Before we begin
  • Difficult topics for HR managers and students
    (and professors!)
  • Aim open and frank conversation

3
Diversity Recent SHRM Survey (Marquez, 2005)
  • 78 of human resources managers surveyed say
    their companies diversity initiatives reduced
    costs associated with turnover, absenteeism and
    low productivity.
  • 74 percent say that their diversity efforts
    have improved the companys bottom line by
    decreasing complaints and litigation and
    improving the organizations public image.
  • 89 of employers look at how many diverse
    employees have been recruited to determine the
    effectiveness of their initiatives. 75 percent
    say they look at the number of diverse employees
    retained, while 72 look at the number of
    diverse employees at all levels of the company.
  • Only 12 of HR professionals say they tie
    diversity to management compensation, which the
    report says is the one of the most effective ways
    to promote diversity goals.

4
Sex (not Gender)
  • Two main issues

5
Sexual Harassment In Brief (Kulik, 2004)
  • 40-90 of women have been sexually harassed at
    work
  • In two years alone, EEOC administrative
    settlements (not including court filed
    litigation) topped 83 millionhttp//interactive-
    sexual-harassment-prevention-training.com/prevent
    ion
  • EEOC defines sexual harassment as,
  • Recent cases have been launched at any
    discriminatory behavior directed towards someone
    based on their sex

6
Sexual Harassment In Brief (Kulik, 2004)
  • Two kinds of sexual harassment
  • Hostile environment

7
Seinfeld Case Debriefing
8
Response to Women as Business Imperative
(Schwartz, 1992)
  • What was your reaction to women as a business
    imperative?-- should organizations have as a
    mandate promote more women? How far can/should
    we go? (Schwartz, 1992)
  • Organizations range from 0-5
  • 0 dont care
  • 1 legally compliant but do not take initiative
  • 2 companies that try to do what is fair and
    right (but deep down do not believe women should
    play a role)
  • 3 organizations who are treating women well (as
    high as current organizations go)
  • 4- have leveled the playing field for men and
    women
  • 5 starts with a level playing field, true
    egalitarian environment

9
Sexual Harassment HR Responses (Kulik, 2004)
  • Affirmative defense
  • Claimant did not avail her or himself of the
    organizations preventive or corrective
    opportunities
  • Zero tolerance culture
  • Training

10
Responses to Sexism?
  • From your reading, what other some best
    practices regarding this issue?

11
Racial Issues
  • Problem is still endemic. Organizations appear
    to claim almost anything as diversity management
    (e.g., charitable contributions, ads targeted
    towards minorities). As a result, sustainable
    programs are being pushed into the background
    Black Enterprise Magazine The Thirty Best
    Companies for Diversity, 2005

12
Racial Issues It Wasnt About Race (Or Was It)?
(OConner. 2000)
  • Hope, a partner at Fuller Fenton, was going into
    work on Sunday. She swiped her card to enter the
    parking garage and notices a car following her
    without swiping a card. The driver is an African
    American man dressed in work out clothes. Hope
    stops the car, and asks him for identification.
  • The man in question is Dillon Johnson, an
    associate at Fuller Fenton.
  • As a result of this interaction, the organization
    is in an uproar. Jack Parsons gets calls from
    Dillon alleging discrimination in this and in
    other cases (e.g., picture, pulled from team). He
    is also getting calls from Hope saying that the
    issue was one of safety not race.
  • Whats Jack Parsons to do?

13
It Wasnt About Race Debrief
14
Best Practices
15
Best Practices (cont.)
16
Other Best Practices?
  • From your assignment, what other best practices
    are there?

17
  • Why do these and other organizations go beyond
    simple compliance with the law?

18
Sexual Orientation Issues
  • Gay and lesbian employees are estimated to
    comprise 6-12 of the workforce
  • , issued on May 28, 1998,
    prohibits discrimination based upon sexual
    orientation within Executive Branch civilian
    employment
  • Recent movement Fortune 500 Companies
  • 95 preclude discrimination based on sexual
    orientation
  • 70 offer same sex benefits
  • Still strong glass ceiling effects

19
Sexual Orientation Issues
  • Microsoft has traditionally been seen as an
    advocate for gay rights.
  • Microsoft quietly withdrew its support for House
    bill 1515, the anti-gay-discrimination bill
    currently under consideration by the Washington
    State legislature, after being pressured by the
    Evangelical Christian pastor of a suburban
    megachurch.
  • Was Microsoft wrong? How sensitive should
    organizations be to political pressure? Should
    organizations be forces of social change?

20
Microsoft Debrief
21
Diversity HR Responses
  • Leaders need to specify how cultural identities
    play a role in organizations(e.g., assimilation,
    differentiation, and integration)
  • Need to support valuing diversity with cultural
    mechanisms (e.g., values, leader modeling) and
    training

22
HR Responses (Schwartz, 1992)
  • For sex-based issues - acknowledge biological
    differences in men and women (acknowledge
    maternity and separate from child rearing)

23
But None of This Works, Unless
  • For-profit organizations that run effective
    diversity programs (and are agents of social
    change) have learned how to link diversity with
    the bottom line.

24
Wrap-Up
  • As noted in the beginning of this class,
    diversity remains a key issue in HRM
  • While there are unique issues surrounding sex,
    race, and sexual orientation there are also
    many similarities
  • In general, HR tends to respond similarly to all
    of these issues (e.g., look to law, start with
    basic changes in practice, try to enact culture
    change, etc.)
  • Unfortunately, will likely continue to be hot
    when you are managers / HR managers
  • Learn how to use both the carrot and the stick

25
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