Equity, Diversity and Inclusion in the Workplace

Macquarie UniversityMacquarie University

24‐25 November 2011

Global Diversity Management: the practicep

Mustafa Özbilgin

Chair in Organizational Behaviour , Brunel Business School, 

Brunel University, London, UK

Co‐Chaire Management et Diversité, Université Paris‐Dauphine, France

Email: mustafa@ozbilgin netUniversité Email: mustafa@ozbilgin.net

Mobile: +447967105959

UniversitéParis-

Dauphine

Research TeamResearch Team

Ahu Tatli Queen Mary, University of London, UKy ,

Akram Al Ariss Champagne School p gof Management, France

Joana Vassilopoulou Brunel University, UK2

Presentation QuestionsPresentation Questions

1. What can we learn from the migration of diversity management to the UK, France and Germany? g , y

2. Why is change towards equality and diversity slow? 2. Why is change towards equality and diversity slow? 

3  How can deeper change be achieved?3. How can deeper change be achieved?

3

Movement of Diversity ManagementMovement of Diversity Management

From North America in late 1980s to the world From North America in late 1980s to the world 

National, regional and global perspectives are emerging(Kl f ld  2010  S d  d O bilgi  2010  O bilgi d T tli 2008)(Klarsfeld, 2010; Syed and Ozbilgin, 2010; Ozbilgin and Tatli 2008)

Lombardo et al. (2009, 2010) – discursive politicsfixing, shrinking,stretching and stretching and bending 

4

Diversity, multiculturalism and voluntarism

(the case of UK)

5

Diversity, multiculturalism and voluntarism (the case of UK)

∗ DM is fixed as a policy approach to address multicultural ∗ DM is fixed as a policy approach to address multicultural society. Bent away from morally driven equal opportunities agenda towards a pro‐business one (Liff and Wajcman 1996). S h d  i l d   l i l  f   f diff  (H l     l  Stretched to include multiple forms of difference (Healy et al. 2010). Shrunk to instrumental logic and bottom line concerns 

∗ Hegemonic frames: Multiculturalism (Oikelome 2010), Hegemonic frames: Multiculturalism (Oikelome 2010), individualism and voluntarism (Ozbilgin and Tatli 2011) based on the business case l d l l l ff d∗ Blind spots: Social class inequalities, affirmative action and 

equality quotas (Noon 2010) 6

Diversity, republicanism and assimilation y, p(the case of France)

∗ DM is fixed around values of freedom  equality  and ∗ DM is fixed around values of freedom, equality, and brotherhood. Bent to the values of French Republicanism (Al Ariss and Ozbilgin 2010). Shrunk to issues of assimilation of ethnic minorities. Stretched to include issues related to culture and gender (Cornet 2002) and business processes (Dameron and Joffre 2007). ( 7)

∗ Hegemonic Frames: Secularism, equality (Klarsfeld 2009) and social responsibility (Chanlat 2002) 

∗ Blind spots: Discrimination based on race/ethnicity and religion (Al Ariss and Syed 2011).7

Diversity, migration and integracism(the case of Germany)

∗ DM is fixed around an assimilative notion of integration (Esser∗ DM is fixed around an assimilative notion of integration (Esser2006). Bent to address immigration concerns. Shrunk to gender equality and integration of immigrant/ethnic minorities (Koppell

) (et al 2007). Stretched to respond to business needs (Vedder2006). 

∗ Hegemonic Frames: Gender equality (Koall and Bruchhagen∗ Hegemonic Frames: Gender equality (Koall and Bruchhagen2002) and the business case (Koppell et al 2007)

∗ Blind spots: Racism and discrimination based on race/ethnicity (Vassilopoulou 2011)

8

Diversity as a migrating conceptDiversity as a migrating concept

the concept of diversity is contextual, contested and temporal rather than the concept of diversity is contextual, contested and temporal rather than universally fixed. 

what diversity (and the management of it) means is fixed only temporarily and what diversity (and the management of it) means is fixed only temporarily and locally through a political process of negotiation. 

th  t il   d l ll  fi d d fi iti   d f   f di it     th these temporarily and locally fixed definitions and frames of diversity are path dependent and shaped by the regulatory context in each country. 

simultaneous attention should be paid to what is stated, done and performed and what remains undone, silent and taboo

9

2.�The�Process�Model�of�Diversity�Management�Leadership &

Cultural Diversity Management Diversity-Related O i ti l

Four Models of Global Diversity Management

Organizational Leaders

• Beliefs & attitudes

• Demographics • Cultural IQ • Prior int’l

experience • Interpersonal

Flexibility of Human Resource Management

• Deriving an emic understanding of local context • Designing & implementing culturally-consistent management

policies, practices and procedures

Reactions to Diversity Program

• Employees’ acceptance and/or backlash

• Organization’s local reputation

Inclusion of Units

• Seeking & using global input for decisions that affect global units • Building trusting & collaborative relationships across global units Knowledge Creation &

Sharing

CulturalFoundations Organizational

Outcomes

relations in TMT

Development of Diversity Competencies

• Global talent development for employees worldwide

Performance and Innovation

• Organizational and unit performance (e.g., product or service quality; health & safety; financial indices)

• Effectiveness of cross-national teams

Diversity Definitions & Practices

• Definitions of diversity sensitive to cultural context • Unifying organizational diversity initiatives encourage inclusion,

but allow flexibility for local programs; global accountability • Local targets for alleviating workforce discrimination • Recognizing local repercussions of protecting target groups

(e.g., gender, religion) • Local director of diversity programs

g pas employer

Organizational Culture

• Multicultural vs. monolithic

• Openness to change & continuous • Global talent development for employees worldwide

• International assignments as part of systematic talent development

• Cross-cultural training for all employees with global contacts • Inclusion of employees in global work teams • Encouragement of cross-national social networks

continuous improvement Employee Engagement

• Employees’ sense of inclusion and being valued

• Employees’ attitudes & fairness perceptions

Nishii and Özbilgin 2007

3 The contextual model of diversity 4. The intervention model of diversity management

Individual context

Organizational

3. The contextual model of diversity management

4. The intervention model of diversity management

RVENTIONS

MATURITY AND

LEGITIMACY

High

Low

High ORGANISATIONAL CHA

NG

E

Changing routinesOD and OC

Inclusion CULTURAL

Organizationalcontext

Sectoral context

National context

Global context

T

Place

Occas

SOU

RC

ES A

ND

ER

SHIP

SU

PPO

RT

DIVERSITY MANAGEMENT IN

TERV

Setting up diversity office Setting up diversity network

Setting up diversity council Managing diversity performance

Flexible HR procedures

STRUCTURAL Changing representation

Changing routines

10

Ozbilgin and Tatli 2008

Time

ion

SUPPORT IN THE SOCIO-POLITICAL CONTEXT

RES

LEA

D

Low

Low High

Diversity statement

STATUS QUO

Diversity training Diversity surveys, employee groups, champions

INFORMATION

Four Models of Global Diversity Management

11Source: Ozbilgin 2008

2.�The�Process�Model�of�Diversity�Management�

Four Models of Global Diversity Management

OrganizationalInclusion of Units

• Seeking & using global input for decisions that affect global units

Leadership & Cultural

Foundations

Diversity Management Diversity-Related Organizational

Outcomes

Organizational Leaders

• Beliefs & attitudes

• Demographics • Cultural IQ

Prior int’l

Flexibility of Human Resource Management

• Deriving an emic understanding of local context • Designing & implementing culturally-consistent management

li i ti d d

Reactions to Diversity Program

E l ’ t d/

g g g p g• Building trusting & collaborative relationships across global units Knowledge Creation &

Sharing

• Prior int l experience

• Interpersonal relations in TMT

policies, practices and procedures

Performance and Innovation

Diversity Definitions & Practices

• Definitions of diversity sensitive to cultural context • Unifying organizational diversity initiatives encourage inclusion,

b t ll fl ibilit f l l l b l t bilit

• Employees’ acceptance and/or backlash

• Organization’s local reputation as employer

• Organizational and unit performance (e.g., product or service quality; health & safety; financial indices)

• Effectiveness of cross-national teams

but allow flexibility for local programs; global accountability • Local targets for alleviating workforce discrimination • Recognizing local repercussions of protecting target groups

(e.g., gender, religion) • Local director of diversity programs

Organizational Culture

• Multicultural vs. monolithic Openness to Development of Diversity Competencies

• Global talent development for employees worldwide • International assignments as part of systematic talent

development • Cross-cultural training for all employees with global contacts • Inclusion of employees in global work teams

• Openness to change & continuous improvement Employee Engagement

• Employees’ sense of inclusion and being valued

• Employees’ attitudes & fairness

12

• Inclusion of employees in global work teams • Encouragement of cross-national social networks

• Employees attitudes & fairness perceptions

Nishii and Özbilgin 2007

Four Models of Global Diversity Management

3. The contextual model of diversity management

Individual context

Organizational context

Sectoral context

Pla

O

National context

Gl b l t t

ace

ccas

Ozbilgin and Tatli 2008

Global context

Tim

sion g

e

Four Models of Global Diversity Management

4. The intervention model of diversity management

TY AND

ACY High ORGANISATIONAL CH

AN

NTIONS

MATURITY

LEGITIM

AC

Hi h

Low

NG

E

OD and OC Inclusion

CULTURAL

ND

PO

RT

NAGEMENT INTERVENTHigh

Flexible HR procedures

STRUCTURAL Changing representation

Changing routines

SOU

RC

ES A

ND

ERSH

IP S

UPP

DIVERSITY M

ANAG

Setting up diversity office Setting up diversity network

Setting up diversity council Managing diversity performance

RE

LEA

D

LowDiversity statement

Diversity training Diversity surveys, employee groups, champions

INFORMATION

14

SUPPORT IN THE SOCIO-POLITICAL CONTEXT Low

Low High STATUS QUO

4. The intervention model of global diversity management4. The intervention model of global diversity managementHigh ORGANISATIONAL C

HHA

NG

E

l i ?????CULTURAL

High

Low

STRUCTURALChanging routines

OD and OCInclusion ?????

AN

D

UPP

ORT

Managing diversity performanceFlexible HR procedures

STRUCTURAL Changing representation Quotas

SOU

RC

ES A

ERSH

IP S

U

Setting up diversity officeSetting up diversity network

Setting up diversity council

RES

LEA

D

Diversity trainingDiversity surveys, employee groups, champions

INFORMATION

SUPPORT IN THE SOCIO-POLITICAL CONTEXTLow

Low High

Diversity statement

STATUS QUO

Negotiated nature of diversity managementNegotiated nature of diversity management

A t l l ti i t tActors: employers, employees, activist groups, government agencies, trade unions, employers’ associations, professional bodies, trainers, consultants, academics, p , , , ,publishers, and specialists (Ozbilgin and Tatli 2011).

Costs and incentives are negotiatedRules, resources and outcomesEmergence of multiple stories and relations of powerEmergence of multiple stories and relations of power

Individualism EMPLOYERS’

The Field of Diversity Management in the UK

Individualism ORGANISATIONS

PROFESSIONALBODIES

PRIVATE SECTOR

BODIES

EQUALITYBODIES

PUBLICSECTOR

Collectivism TRADEUNIONS

Ozbilgin and Tatli 2011 

Coercive Voluntary 17

O b g a d a 0

Revisiting session questions:g q

Wh t d    l  f   i ti   f di it   t? C t t What do we learn from migration of diversity management? Context gives meaning to diversity and it both facilitates and hinders progress. However, context is not destiny. It is merely temporally fixed. It does and will change.

h h l f dWhy is change slow?  Contestation, competition for resources, discourses and rules ‐‐ voice and power.

How can deeper change be achieved? Resources, maturity, leadership and supportive context – way to go 18

THANK YOU!THANK YOU!

QUESTIONS?Q

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