Major topics

Diversity Management

Key concepts
From equal treatment, equal opportunities
to diversity management

CHRM
Week 9

Diversity of
What is diversity?

STEP 1: Equal Treatment

Why is diversity becoming a
strategic business issue?

Non-discrimination of protected groups

Legal obligation
Who are the protected groups in your
country?

Act CXXV (2003) on Equal

Treatment and Promotion of
Equal Opportunities (I)

STEP 2: Equal Opportunities

Prohibits discrimination, i.e. provides that equal

treatment must be given in the following areas:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

gender
race
colour
nationality
ethnic origin
mother tongue
disability
health
religion
political views

11.
12.
13.
14.
15.
16.
17.
18.
19.
20.

marital status
motherhood, pregnancy or
fatherhood
sexual orientation
gender identity
age
social origin
wealth
employment status
trade union membership
other

Equal Opportunities

Is externally driven

Has a legal framework

Focuses on quantity

Identifies problems

Is reactive

Assumes assimilation

Focuses on race, gender and disability

Managing Diversity

Assumes that equality already exists

Seeks to maximise potential rather than prevent
discrimination

Implementing actions to decrease the

impact of structural inequalities and barriers
in employment.

STEP 3: Diversity Management

Based on equal treatment and equal

opportunities, but focusing on all kinds of
individual differences not just the legally
protected groups.
A strategic approach seeking business
benefits.

Key Concepts
Equal treatment
Equal opportunities policy

Focuses on the individual; membership of social

groups is not significant

Managing diversity

Difference is seen as positive rather than negative

issue

Ethical corporate behaviour

Social responsibility

Aims at influencing corporate culture, systems and

structures, not only to redress the balance

Video: Making the best use of

everyone's talents: promoting diversity
in the workplace

Levels of inclusion and diversity

stages of organisational
development

They think Compliance Moving

they are a
beyond
five
compliance

http://www.youtube.com/watch?v=YGy
hCC4Dj6U

Integrated Inclusive and

The
equitable
business diversity
organisations
case

Forrs: Wilson T.: Diversity at Work, http://www.DiversityStandard.com

Video: Diversity Challenges What Would You Do?

http://www.youtube.com/watch?v=n6k
UaDp5FVU

Diversity Management
CHRM
Seminar
Week9

Objectives

To understand how companies can develop best practices

of diversity management
To study current best practices implemented for the
effective employment integration of diverse groups

Major topics

Video: Peacock in the Land of Penguins

Key concepts
From equal opportunities to diversity
management
Exercise: Benefits of diverity
Exercise: Best practices of diversity

Video: A Peacock in the Land

of Penguins

http://www.youtube.com/watch?v=hNe
R4bBUj68

What forms of diversity have you

met in the workplace during
placement?
Recall a personal incident related
to diversity at the workplace.

What issues does the video raise on

diversity?

Visible and invisible

differences

Key Concepts
Equal treatment
Equal opportunities policy
Managing diversity
Social responsibility
Ethical corporate behaviour

Diversity and non-discrimination

Legally protected trait
of diversity

Legally not protected

trait of diversity

Act CXXV (2003) on Equal

Treatment and Promotion of
Equal Opportunities (I)
Prohibits discrimination, i.e. provides that equal
treatment must be given in the following areas:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.

gender
race
colour
nationality
ethnic origin
mother tongue
disability
health
religion
political views

11.
12.
13.
14.
15.
16.
17.
18.
19.
20.

marital status
motherhood, pregnancy or
fatherhood
sexual orientation
gender identity
age
social origin
wealth
employment status
trade union membership
other

Levels of inclusion and diversity

stages of organisational
development

Equal Opportunities

Focuses on quantity

Is reactive

Assumes assimilation

They think Compliance Moving

they are a
beyond
five
compliance

Integrated Inclusive and

The
equitable
business diversity
organisations
case

Focuses on protected groups: race, gender,

disability, etc.

Forrs: Wilson T.: Diversity at Work, http://www.DiversityStandard.com

Beyond Equal Opportunities

Managing Diversity Effectively

and the Benefits of a Diverse
Workplace

Managing Diversity (II)

Assumes that equality already exists

Seeks to maximise potential rather than prevent
discrimination

Managing Diversity (I)

Is internally driven

Directed by business interests

Focuses on quality

Seeks opportunities

Assumes pluralism

Is proactive

Values differences

How can diversity at the

workplace benefit the individual
and the company?

Focuses on the individual; membership of social

groups is not significant
Difference is seen as positive rather than negative
issue
Aims at influencing corporate culture, systems and
structures, not only to redress the balance

The Strategy Web Model

ORGANISATIONAL
VISION

What kind of diversity initiatives

have you met during placement?

EVALUATION

TOP MANAGEMENT
COMMITMENT

CO-ORDINATION
ACTIVITY

Can you link them to the Strategy

Web model?

AUDITING AND
ASSESSMENT OF
NEEDS

EFFECTIVE
COMMUNICATION

OF

CLARITY OF OBJECTIVES

CLEAR ACCOUNTABILITY
Source: Kandola and Fullerton, 1998

Exercise: Best practices of

Diversity

Best Diversity Practices

Choose 3 diversity practices that you

would like your future employer to
implement.

The DiversityInc Top 50 Companies

for Diversity 2011

1.Kaiser Permanente

Has the most diverse board of directors and management,

especially the top three levels of management. The
company's board of directors is half Black, Latino and Asian
and 36 percent women, and its top level of management is 38
percent Black, Latino and Asian and 25 percent women.
What makes Kaiser remarkable is the consistency of its
diversity-management efforts, as well as the alignment
between diversity in the workplace and diversity in the
customer base. For example, the organization's Institute for
Culturally Competent Care and the nine Centers of Excellence
are making significant strides in eradicating healthcare
disparities for Blacks, Latinos, Asians, people with disabilities
and immigrants.

2.Sodexo

Diversity and inclusion is one of the company's six strategic

imperatives, with 25 percent of executive bonuses linked to
diversity objectives.
The Spirit of Mentoring program, a formal cross-divisional and
cross-functional mentoring. The company has found that for
every dollar spent on this, it gets two dollars back in
enhanced employee retention and productivity.
Employee-resource groups and first-rate learning programs for
professional development and diversity awareness, and an
emerging leaders program emphasizing talent development to
drive a diverse leadership pipeline. Sodexo emphasizes
diversity training at every level to create an inclusive
workplace.

4.AT&T

3.PricewaterhouseCoopers

Encourage its employees to volunteer for nonprofits

trendsetting work/life policies, including the Mentor Moms
initiative
PwC is constantly connecting its inclusive workplace to its
business goals.
Talent development, especially for women, Blacks, Latinos,
Asians and American Indians.
Project BOLD is a new service program designed to
accelerate the leadership development of high-potential and
high-performing women partners.
PwC has nine employee groups, which it calls networking
circles.

5.Ernst & Young

a diversity-management leader in talent development and the
innovative use of its people to connect with clients globally and
domestically.
The firm aligns its executives' goals with its own global
strategy, with each executive developing a personal scorecard
that has inclusiveness as one of two global transformational
priorities. The Americas-level Balanced Scorecard applies to
each partner, principal and executive. Compensation is also
affected by the Ethnicity and Gender Inclusiveness Snapshots,
which track more than 20 metrics on the progress of women,
Blacks, Latinos, Asians and American Indians. Metrics include
headcount, retention, promotions, partner pipeline, recruiting,
flexible work arrangements, participation in high-potential , etc.

6.Johnson & Johnson

Has exceptional work/life benefits
Offers a variety of mentoring programs, leadershipdevelopment programs and many other initiatives for personal
and professional growth.
All three levels of senior management participate in the
company's formal mentoring program. The company's
accelerated leadership-development programs have a global
mentoring component, and a variety of global programs have
been launched leveraging diversity and inclusion.
Has 10 employee-resource groups that are used for diversity
recruitment, retention. 25%of employees participate in at least
one of these employee groups.

7.IBM Corp.

the company has been at the forefront of diversitymanagement initiatives, holding executives accountable for
results, significantly improving its human-capital
demographics and creating a globally inclusive workplace that
sets a model for other multinationals.
The leadership of IBM is very focused on talent development.
The company has one of the finest and most varied mentoring
programs, including the CEO and his direct reports. The
initiatives include individual mentoring, peer mentoring, group
mentoring, reverse mentoring, language mentoring and speed
mentoring. Mentors and mentees have cross-cultural training
before beginning the process.

A supplier-diversity leader,
Increasingly inclusive workplace culture
Firm diversity leadership commitment from the top of the
organization.
Strong mentoring programs involving managers from the
highest level of the organization on down are aiding with
talent development.
The 10 employee-resource groups are a critical part of the
recruitment process, as well as on-boarding and talent
development.
Diversity training is integrated into the entire workforce,

8.Deloitte

Rigorous recent efforts to enhance succession planning, all

talent development, relevance to the business goals, and
communications internally and externally.
The CEO has always been a visible diversity-management
leader, internally and externally. He meets monthly with
employee-resource groups and holds the firm's senior leaders
accountable for meeting diversity goals.
Emerging Leaders Development Program (ELDP), now in its
sixth year, which identifies high-performing/high-potential
Black, Latino, Asian and American Indian managers and senior
managers to help them get to the next stage of their careers.
t were white.
The Women's Initiative (WIN),

10.Colgate-Palmolive Co.
9.Kraft Foods

remarkable work it's doing with its employee-resource groups.

from training and mentoring to accountability in leadership
objectives.
10 strong employee-resource groups, which are used
extensively in recruitment, peer mentoring and marketing. One
of the key objectives of the company's ERGs, which Kraft calls
employee councils, is professional development, including
career-planning workshops, training, networking and
mentoring.
For about 200 of the company's most senior leaders, there is a
clear link of executive incentive compensation to diversity
performance.

Colgate-Palmolive has mandatory diversity training globally and

has global employee-resource groups (38).
The company has a Global Innovation Fund program, which
provides employees with access to up to $50,000 in seed
money to bring their ideas to fruition.
Today, the women's network operates in 36 different countries.
The company's commitment to serve its community remains
strong, with 80 percent of its philanthropic endeavors directed
toward ethnic, LGBT or disability nonprofits.
Additionally, 19 percent of the company's advertising dollars
were spent on multicultural advertising, targeting Blacks,
Latinos, Asians, American Indians, LGBT people and/or people
with disabilities.

Conclusions

A large pool of best practice examples

related to equal opportunities of protected
groups and innovative organisational
processes of diversity initiatives are available
to companies interested in new ideas.
However, each company needs to develop its
own diversity strategy and policy into which
the best practice examples that fit the
company can be integrated.