Challenges of Hr Manager

8/2/2019 Challenges of Hr Manager

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CHALLENGES OF HR MANAGERTO HANDLEWORKFORCE DIVERSITY

PRESENTATION BY:

ADITYA SINGH & AKSHITA ALOK


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Defining WORKFORCE DIVERSITY Workforce diversity refers to the variety of differences

between people in an organization. Diversityencompasses race, gender, ethnic group, age,personality, cognitive style, tenure, organizational

function, education, background and more. According toThomas, dimensions of workplace diversity include, butare not limited to: age, ethnicity, ancestry, gender,physical abilities/qualities, race, sexual orientation,

educational background, geographic location, income,marital status, military experience, religious beliefs,parental status, and work experience.


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Understanding DIVERSITY The notion of diversity suggests different things to different

people. Some may consider diversity as a problem, orchallenge, that hampers organizational effectiveness. Othersmay consider diversity an opportunity to expand valuableperspectives and ideas. Differences in characteristics shouldbe recognized and valued, not lost in conformity thatproduces people who all "look" the same. Work placediversity therefore, intends to also consist of social, economicand political visible and non visible differences which might

not have a direct creational origin from the work place, butcertainly have direct impact on work attitude and performanceat the work place.

Workforce Diversity Managementis about increasing onescultural competency, understanding people as individuals

rather than groups, and building productive human


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Managing DIVERSITY

Managing diversity means managing people in the best interest ofemployee as well as employer. Managing diversity is an on-goingprocess that explore the various talents and capabilities which adiverse population bring to an organization, so as to create awholesome, inclusive environment, that is safe for differences,

enables people to reject rejection, celebrates diversity, and

maximizes the full potential of all, in a cultural context whereeveryone benefits.

Therefore, it is desirable to recognize and value such differences byadapting management practices to different life and work styles ofthe diverse group. Diversity management involves creating asupportive culture where all employees can be effective. It isimportant that top management strongly support workplace diversityas a company goal and include diversity initiatives in theircompanies' business strategies. It has grown out of the need for

organization to recognize the changing workforce and other socialressures.


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WHY MANAGE DIVERSITY? A large number of women are joining the work-force.

Work-force mobility is increasing

Young workers in the work-force are increasing Ethnic minorities' proportion constantly in the total work-force

is increasing

International careers and expatriate

are becoming common.


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INDIAN CONTEXT

Over 400 million women are employed in various streams Socially disadvantaged people (scheduled casts/tribes, etc.)

have entered organizations as a result of a policy ofreservations and concessions.

Old employees have grown in number because of improvedmedical and health care.

IT Industries like Infosys, TCS and Wipro are activelyrecruiting foreign nationals and women, both by choice anddesign.


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AMERICAN CONTEXT

Blacks will grow from 12.5 to 14%

Asians from 5 percent to 11.5% The 55+ age group which currently makes

13% labor force will increase to 20.5 percentby 2014

Number of female workers are projected toincrease to 47% by 2015

Currently, as per ILO report, 45% of worldwomen population aged (15-64) are

employed.


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HOW TO MANAGE?I. EMBRACE DIVERSITY: Successfully valuing diversity starts with accepting

the principle of multiculturalism. Accept the value of diversity for itsown sake not simply because you have to. The acceptance must bereflected in actions and words.

II. RECRUIT BROADLY:When you have job openings, work to get a diverse

applicant pool. Avoid relying on referrals from current employees,since this tends to produce candidates similar to existing work force.An exception is that if the present workforce is fairly diversified thenthere is no harm in accepting referrals from current employees.

III. SELECT FAIRLY: Make sure your selection process does not discriminate.

Particularly ensure that selection tests are job related.IV. PROVIDE ORIENTATION AND TRAINING: Making the transition from

outsider to insider can be particularly difficult for non-traditionalemployees.

V. SENSITIZE ALL EMPLOYEES: Encourage all employees to embracediversity. Provide diversity training to help all employees see the valuein diversity.


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CONTD.

VII. REINFORCE EMPLOYEE DIFFERENCES: Encourage employees toembrace and value diverse views. Create traditions andceremonies that promote diversity. Celebrate diversity byaccentuating its positive aspects. But also be prepared to deal withthe challenges of diversity such as mistrust, miscommunication,and lack of cohesiveness, attitudinal differences and stress.

VIII. INVOLVE ALL WHEN DESIGNING THE PROGRAM: Involve as manyemployees from every level in the organization as you can whendesigning a diversity initiative. This gets people talking about theprogram and promotes ownership and buy-in.

IX. AVOID STEREOTYPES: Stereotypes are pre conceived notions whicha person holds for particular person. They are beliefs that all membersof specific groups share similar traits and are likely to behave in thesame way. Stereotypes create categories and then fit individuals intothem. Managers can combat this by mixing teams, creating smallermixed teams for subtasks, monitoring all team members progress and

allowing individuals to volunteer for roles rather than being cast into their


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ALIGNING H.R. POLICIES1. MAKE IT STRATEGIC: Incorporate diversity into your business strategy and

communicate the professional business sense and leadership commitment to

diversity; make training only a part of the overall diversity program; revisit existingpolicies and programs to ensure they align with and support your vision for

diversity.

2. MAKE IT MEASURABLE: Periodic climate surveys and ongoing exit interviewsurveys can provide you with valuable information with which to measure yourprogram's effectiveness.

3. MAKE IT RELEVANT TO YOUR CUSTOMERS/CLIENTS: Depending upon who areyour current customers are; who might your new customers be and their interests;how might you position your organization to meet the needs of an increasinglydiverse market; the policies should be aligned with these forecasts and data.

4. MAKE IT INCLUSIVE:Make your program applicable to all employees of theorganization, rather than targeting people of color, women or disabled employees.

5. MAKE SURE THERE'S ACCOUNTABILITY:Assign responsibility to a core team ofleadership professionals for the development and implementation of strategicaction plans


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7. MAKE IT UNIFYING: Rather than polarizing or alienating, which many diversityprograms tend to be as they recreate social inequities

8. MAKE IT STANDARD: Role model an appreciation of differences from the top down;the message must stem from leadership and business vision, and be modeled bysenior executives.

9. MAKE IT COLLABORATIVE: Encourage accountability and ownership of theresponsibility for fostering an inclusive environment by all managers and staffthroughout the organization.

10. MAKE IT COMPREHENSIVE: Cover the basics, like rolling out compliance training

and developing anti-harassment and anti-bias policies, but be sure to assign criticalimportance to the development of intercultural competence and the associatedskills.

CONTD.


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PILSBURYS PROGRAM FOR MANAGING

DIVERSITY

Stage I - BRIEFING SESSIONa. Review organizations cultural assessment data and diversity plan.

b. Learn basic concepts regarding high performing, culturally diverseorganizations.

Stage II - TEAM SESSIONa. Build team skillsb. Clarify business rationale for cultural diversity

c. Understand differences

Stage III ADDED VALUE (RACE)a. enhance racial interactions and communications

b. Identifying stereotyping behavior

c. Develop strategies for greater inclusions of minorities races


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Stage IV ADDED VALUE (GENDER)a. Enhance gender communications and interactions

b. Indentify stereotyping behavior

c. Develop strategies fro greater inclusion of women

Stage V ADDED VALUE (STYLE)a. Identify the value that differences in styles, ethnicity, gender and

culture bring to the workplace.

b. Practice teamwork that enhances the contribution of each member

Stage VI

STRATEGIC PLANNINGa. Integrate cultural diversity into the business plan

b. Develop plans to enhance the human resource system


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H.R. PROGRAMS FOR CULTURALLYDIVERSE EMPLOYEES1. SOCIALIZATION AND ORIENTATION :New employees may feel isolated when their cultural differences

prevent them from obtaining the interesting and challenging workassignments that are needed to learn job related skills and to qualify

for promotions. Women and minorities may experience additionalstresses if they feel they must become bicultural in order to be

accepted by co workers in the majority group. Women andminorities are sometimes held to higher standards than other coworkers as they enter non traditional occupations.

These issues must be considered and training sessions andorientation programs targeted to a segregated audience should beconducted without giving the impression of preferential treatment.


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2. CAREER DEVELOPMENT:Programs that promote valuing differences and managing diversitycan be useful in creating a positive climate for career advancement.

3. MENTORING WOMEN AND MINORITIES:Women employees are known to prefer a female mentor for

themselves as it gives them someone to look up to and also nothave to worry about issues like romantic link-ups or attraction. Alsominority employees receive more support in a homogeneous

mentoring relationship.

4. SEXUAL AND RACIAL HARASSMENT TRAINING:

The work environment must be free from sexual demands or hostileacts. The training to avoid racial harassment of any kind and sexualexploitation of employees should be made mandatory and a zero-tolerance approach should be adopted.


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Thank You.

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Challenges of Hr Manager