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A Harsh Bhargava Enterprise
S- 30 & 31
Diversity Management-Principles and Practices
Harsh Bhargava
hbindia@gmail.com
Agenda
• Diversity?
• Why study Diversity?
• Real life practice- 0ne company per student
• Company policy
– Business advantage
– Research credit
• Collective learning
Apr-16 3© Harsh Bhargava 2016. All rights reserved.
Graphics copyrights acknowledged.
Diversity
• Not new–Indian ‘Varnas’ (outside appearance)
– Brahman, Kshatriya, Vaishya, Shudra
• China- no different
Apr-16 4© Harsh Bhargava 2016. All rights reserved.
Graphics copyrights acknowledged.
Diversity- as old as mankind
Varnas and Management
Apr-16 5© Harsh Bhargava 2016. All rights reserved.
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1. Brahmin
a. Professional knowledge as a manager/leader
2. Kshatriya
a. Fight the competition
3. Vaishya
a. Business accumen/ Entrepreneurship
4. Shudra
a. Worker: ‘Know your job’
Effective Manager- combination of all Varnas
Apr-16 6© Harsh Bhargava 2016. All rights reserved.
Graphics copyrights acknowledged.
DiversityDimensions-Three levels
Diversity- Definition
• “The variety of experiences and perspectivewhich arise from differences in race, culture, religion, mental or physical abilities, heritage, age, gender, sexual orientation and other characteristics.”
• “Diversity is otherness or those human qualities that are different from our own and outside the groups to which we belong, yet present in other individuals and groups.”
Apr-16 7© Harsh Bhargava 2016. All rights reserved.
Graphics copyrights acknowledged.
Why study DM?
• Dimensions of Diversity affect performance, motivation, success, and interactions with others
• Diversity can enhance or lower
– Organisational Productivity
– Performance
– Employee morale (flexibility/creativity etc)
• Real life Practices on Diversity
Apr-16 8© Harsh Bhargava 2016. All rights reserved.
Graphics copyrights acknowledged.
Apr-16 9© Harsh Bhargava 2016. All rights reserved.
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• Has introduced a training program for all employees around diversity.
• The main idea being - "companies that support a culture of diversity are the ones that flourish."
• Credits: Abha Maheshwari (Product Growth Manager, Facebook, California USA)
Dr Reddy’s Labs
Apr-16 10© Harsh Bhargava 2016. All rights reserved.
Graphics copyrights acknowledged.
• Diversity practice- Diversity through different modes of thinking
• Employ differently-abled persons
• Credits: Hibah Wasif (VVSB, Class of 2015)
ICICI Bank
Apr-16 11© Harsh Bhargava 2016. All rights reserved.
Graphics copyrights acknowledged.
• Diversity practice- Focused on women workforce
• Support for all activities which hinder working women
• No discrimination against differently-abledemployees
• Credits: Vamshi Krishnan (VVSB, Class of 2015)
Infosys
Apr-16 12© Harsh Bhargava 2016. All rights reserved.
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• Diversity practice- ACTION
– Audit inclusivity and diversity levels
– Create change agents
– Train the managers
– Initiate and implement alternate work models
– Organise and assist affinity groups
– Network with external bodies to bench mark practices
• Credits: Priyanka Rao (Class of 2015)
Why study DM?
• Dimensions of Diversity affect performance, motivation, success, and interactions with others
• Diversity can enhance or lower
– Organisational Productivity
– Performance
– Employee morale (flexibility/creativity etc)
• Real life Practices on Diversity- continued
Apr-16 13© Harsh Bhargava 2016. All rights reserved.
Graphics copyrights acknowledged.
ITC
Apr-16 14© Harsh Bhargava 2016. All rights reserved.
Graphics copyrights acknowledged.
• Diversity practice- Equal roles for women
– Like head of field sales force
• 18 women in front line field sales force
– FMCG/Cigarettes in Kirana/Paan shops
• Motivating factor for other women to excel
• Credits: Harsh Mishra (VVSB, Class of 2015)
Nestle
Apr-16 15© Harsh Bhargava 2016. All rights reserved.
Graphics copyrights acknowledged.
• Diversity practice- focused on gender balance and women empowerment
• Representation of women on management teams, up from 15% in 2008 to 31% in 2013
• Minimum of one woman or man in every succession plan for key roles
• Credits: Bharani Reddy (VVSB, Class of 2015)
Apr-16 16© Harsh Bhargava 2016. All rights reserved.
Graphics copyrights acknowledged.
• "Home at work“ option
• Special software for deaf and dumb people to access information
• Inclusion of veterans with high respect
• Tie-ups with NPOs for merit scholarships for black citizens
• Credits: S Revathi (VVSB, Class of 2015)
Proctor & Gamble
Apr-16 17© Harsh Bhargava 2016. All rights reserved.
Graphics copyrights acknowledged.
• My Black Is Beautiful (MBIB)
• A long-term, community-building program created by P&G to spark a broader dialogue around black beauty
• Extending a personal touch to each individual, and genuinely getting to know each other
• Credits: Farheen Siddiqui (VVSB, Class of 2015)
TCS
Apr-16 18© Harsh Bhargava 2016. All rights reserved.
Graphics copyrights acknowledged.
• Diversity practice- DAWN- Diversity and Women Network
• Diversity training-
– Education
– Enforcement
– Exposure
• Credits: Kamakshi (VVSB, Class of 2015)
Xerox
Apr-16 19© Harsh Bhargava 2016. All rights reserved.
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• Executive Diversity Council- Consists of senior leaders from across Xerox- An active body
– Workforce representation
– Work environment
– Diverse customer markets
– Organizational efforts to address the needs of a multicultural workforce.
• Credits: Rojasree V (VVSB, Class of 2015)
Inclusion
Apr-16 21© Harsh Bhargava 2016. All rights reserved.
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• An environment where
– Everyone is treated with dignity and respect
– The talents and skills of different groups are valued
– Productivity and customer service improves because the workforce is happier, more motivatedand more aware of the benefits that inclusion can bring.
Ref: Human Rights Commission Guide to Inclusion
Inclusive Workplace
Apr-16 22© Harsh Bhargava 2016. All rights reserved.
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An inclusive workplace is one where the human
rights principles of fairness, respect, equality,
dignity and autonomy are promoted and are part of the organisation’s everyday goals and behaviour.
Benefits of Inclusion
Apr-16 23© Harsh Bhargava 2016. All rights reserved.
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• Attract new talent
• Maximise productivity
• Retain productive and committed staff
• Create wider customer appeal and access to untapped markets
• Create culture change that spreads to communities
Closing thought…
Apr-16 25© Harsh Bhargava 2016. All rights reserved.
Graphics copyrights acknowledged.
Thank you.Diversity
Management is not theory. Harsh Bhargava
hbindia@gmail.com
Apr-16 26© Harsh Bhargava 2016. All rights reserved.
Graphics copyrights acknowledged.
© Harsh Bhargava 2016. All rights reserved. Graphics copyrights acknowledged.
Harsh Bhargavahbindia@gmail.com
Apr-16 27
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