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ORGANIZATIONAL CHOICES
THE NEED FOR ORGANIZATIONAL RESPONSES
• QUESTION: IF PEOPLE IN THE FIRM UNDERSTAND
AND MANAGE THEIR DIFFERENCES; IS THERE A
NEED FOR ORGANIZATIONAL RESPONSES?
ORGANIZATIONAL RESPONSES ARE NEEDED BECAUSE
• THEY SET THE CONTEXT FOR INDIVIDUAL RESPONSES
• PAST VALUES, NORMS AND PRACTICES HAVE SHAPED THE ORGANIZATIONAL PROCESSES, STRUCTURES, POLICIES AND PRACTICES
• THESE NEED TO BE REVIEWED, REVISED, RECONSTITUTED.
• NEW PROCESSES, STRUCTURES, PLOICIES AND PRACTICES MAY NEED TO BE INSTITUTED
• PEOPLES’ DIVERSITY COMPETENCIES MAY NEED TO UPGRADED AS A WHOLE.
STARTING POINT:
• AN EXPANSIVE DEFINITION OF DIVERSITY WHICH INCLUDES
– INTERNAL AND EXTERNAL DIVERSITY– IN ALL OF THEIR SALIENT MANIFESTATIONS
THE ADVANTAGES OF AN EXPANSIVE VIEW:
• PROACTIVE: BUSINESS OPPORTUNITY AND IMPERATIVE
• REACTIVE: LEGAL, REGULATORY AND MORAL IMPERATIVE
• PROJECTS THAT IT IS ALL INCLUSIVE. THERE IS SOMETHING IN IT FOR EVERYONE
• LEARNING TO DEAL WITH ONE ASPECT OF DIVERSITY HELPS IN RESPONSES TO ANOTHER FORMS OF IT
• HIGHLIGHTS UBIQUITY OF DIFFERENCES AND SIMILARITIES IN THE ORGANIZATION
DEFINING DIVERSITY
• WORKFORCE DIVERSITY– IDENTITY GROUPS
– SITUATIONAL DIVERSITY
– BEHAVIORAL DIVERSITY
• STRUCTURAL DIVERSITY– FUNCTIONAL
– DIVISIONAL
– HIERARCHICAL
– INTER-ORGANIZATIONAL
• BUSINESS DIVERSITY– MARKETS
– PRODUCTS
– OPERATING
UNDERSTANDING ORGANIZATIONAL RESPONSES
• MOTIVATORS
-FELT
-ESPOUSED• MINDSET
– CHOICES– IMPLICATIONS OF CHOICES
• METHODS– WHAT METHODS– WHO DRIVES– METHOD/CIRCUMSTANCE
• MEASURES OF EFFECTIVENESS
MOTIVATORS
• LEGAL AND REGULATORY PRESSURES• LABOR MARKET DEMOGRAPHICS• GLOBALIZATION OF BUSINESS• DIVERSIFYING CUSTOMER BASE• EXTERNAL PRESSURES FROM COMMUNITY• INTERNAL EMPLOYEE PRESSURES• PERSONAL COMMITMENT
LEGAL AND REGULATORY MOTIVATORS
• GOVERNMENT RULINGS, LAWS, EXECUTIVE ORDERS, COURT DECISIONS
• INDIVIDUAL AND GROUP LAWSUITS• GOVERNMENT INVESTIGATIONS; PUBLICITY
THEREOF
LEGAL PRESSURE INCREASES WITH:
• VIGILANT ENFORCEMENT• SOCIAL PRESSURES• SIZE OF THE SETTLEMENT AWARDS• PUBLICITY OF THE ENFORCEMENT RECORDS• CIVIL RIGHTS ACT OF 1991
– JURY TRIALS– COMPENSATORY AND PUNITIVE DAMAGES– INSTEAD OF REINSTATEMENT BACK COMPENSATION
ISSUES W/ LEGAL PRESSURES
• ORGANIZATIONAL RESPONSE MAY BE– CREATIVE AND CONSTRUCTIVE INITIATIVES– PLAYING THE NUMBERS GAME– FOCUS ON THE LETTER OF THE LAW– JUST RELUCTANT COMPLIANCE– A SOURCE OF CONFUSION WHEN FACED WITH BUSINESS
DIVERSITY• A RESORT TO “LEGAL MINIMUM”
LABOR MARKET DIVERSITY
• MAJORITY MINORITY STATES:– TEXAS– HAWAII– NEW MEXICO– CALIFORNIA– DC– ARIZONA– NEWYORK– MARYLAND – MISSISIPI– GEORGIA
LABOR MARKET DIVERSITY
• NEED TO BE CONSIDERED IN THE GLOBAL CONTEXT
• VARYING IMMIGRATION AND ENTRY REGULATIONS• ILLEGAL IMMIGRATION ISSUES• JOB AVAILABILITY, ECONOMIC TRENDS, SKILL
AVAILABILITY• INFLUENCED BY GOVERNMENT AND CORPORATE
POLICIES, WORLWIDE.
GLOBALIZATION PRESSURES
• TO UNDERSTAND AND COMPLY WITH FOREIGN LEGAL AND REGULATORY MANDATES
• TO UNDERSTAND AND COMPLY WITH DIFFERENT BUSINESS CULTURES
• TO IMPROVE DIVERSITY COMPETENCE
DIVERSIFYING CUSTOMER BASE
• BLACKS AND ASIANS: 14% OF BUYING POWER• 32% OF ASIANS >75K INCOME• 25% OF WHITES>75 K INCOME
• ISSUES– DON’T TAKE MARKET DIVERSITY LITERALLY IN HR
DECISIONS– CAREFUL ABOUT PERCEIVED EXPLOITATION– CAREFUL ABOUT BACKLASH TO AD TARGETED AD
CAMPAIGNS
MINDSET
• DISCREET PROBLEM?• DISCREET COMPETITIVE OPPORTUNITY/THREAT?• CLUSTER OF RELATED BUSINESS ISSUES?• EXTERNAL OR INTERNAL?• BROADLY/NARROWLY DEFINED?• PERSON BASED/ORGANIZATION-WIDE?• QUICK FIX/LASTING REALITY?• POWER/EDUCATION FOCUS?• REACTIVE&DEFENSIVE/PROACTIVE?• MORAL/BUSINESS IMPERATIVE
METHODS
• CULTURAL AUDIT• TRAINING• RECRUITING AND HIRING INITIATIVES• NETWORKS,TASK FORCES• PERFORMANCE DEVELOPMENT/CAREER
MANAGEMENT• BENEFIT POLICIES/WORKING CONDITIONS• EXTERNAL PROGRAMS
CULTURAL AUDIT
• EXPLORE THE MINDSET• GENERATE A SHARED AGENDA• IDENTIFY INSTITUTI0NAL BIASES• INVOLVES EMPLOYEE SURVEYS AND
CONFIDENTIAL INTERVIEWS• IDENTIFY DIFFERENTIAL IMPACT OF
POLICIES AND PRACTICES• WHO WILL CONDUCT/ ANALYZE/REPORT
AUDIT DATA?• WHO WILL HAVE ACCESS TO AUDIT DATA?• WHO WILL DETERMINE THE ACTION PLANS?• ARE THE LEADERS COMMITTED?
TRAINING
• INTRO TO DIVERSITY, GENERAL/FIRM BASED
• FOCUSED AWARENESS PROGRAMS
• SKILL BUILDING WORKSHOPS
• TRAINING FOR TARGETED GROUPS
• HARRASSMENT WORKSHOPS
• INTEGRATED DIVERSITY TRAINING
DIVERSITY TRAINING ISSUES
• WHAT IS THE PURPOSE?• WHO WILL BE TRAINED? SEQUENCE?• WHO WILL PROVIDE THE TRAINING?• DURATION OF TRAINING?• FIT W/ THE GENERAL DIVERSITY AGENDA?• FIT W/ THE GENERAL BUSINESS AGENDA?• IS ANYBODY LEFT OUT? HOW TO DEAL W/ THEM?• IS THE ENVIRONMENT SAFE?
RECRUITING AND HIRING INITIATIVES
• EXPAND RECRUITING SITES• REVIEW AND REVISE JOB SPECIFICATIONS• TARGETED EXPANSION OF THE POOL• TRAIN/RETRAIN RECRUITERS/INTERVIEWERS• MONITOR HIRING GOALS (Not quotas!)• CREATE AN INCLUSIVE ENVIRONMENT• INTEGRATE SENIOR LEVELS
NETWORKS AND TASK FORCES
• SUPPORT GROUPS/NETWORKS– FORMAL/INFORMAL– SOCIAL NETWORKS– AUTONOMOUS NOT CONTROLED– ADVISORY/ADVOCACY/REPRESENTATIVE FUNCTIONS
• ADVISORY TASK GROUPS– FORMAL UNITS– AD HOC OR STANDING– STUDY/DISCUSS & MAKE RECOMMENDATIONS– NEED POWER AND AUTHORITY SOMEHOW
• DISCUSSION GROUPS– REGULAR MEETINGS– DISCUSS DIFFICULT TOPICS– CONNECT TO BUSINESS ISSUES
PERFORMANCE DEVELOPMENT/CAREER MANAGEMENT
• IMPROVE PERFORMANCE APPRAISAL METHODS– 360 EVALUATIONS– FORMAL FEEDBACK SYSTEMS– EXPLICIT EVALUATION SYSTEM
• INCLUDE EMP. DEV. IN EVALUATION CRITERIA– NO NUMBERS GAME
• COACHING AND MENTORING PROGRAMS– FORMAL PROGRAMS FOR ALL NEW WORKERS– TARGETED PROGRAMS FOR M&W– FORMAL/VOLUNTARY
• CAREER PATH ASSESMENT AND MONITORING– IDENTIFY CRITICAL SKA, VISIBILITY,RELATIONSHIPS ETC.– IDENTIFY ENTRY POINTS AND CAREER PATHS
WORKING CONDITIONS/BENEFITS
• CAFETERIA BENEFITS• FLEXIBLE WORK SCHEDULES• HOME WORK• DISTANCE WORK• WORK SHARING• TIME-OFF ARRANGEMENTS
MEASUREMENT OF EFFECTIVENESS
• ANNOUNCE GOALS/TIMEFRAME AND MEASURES TO EVERYONE
• GO FOR MULTIPLE MEASURES OF SUCCESS• INTERNAL AND EXTERNAL MEASURES• CONNECT TO BUSINESS ISSUES• CONNECT TO REWARD SCHEDULES• CONNECT TO PRODUCTIVITY