Diversity In Workplace 1

HUMAN RESOURCE MANAGEMENT RESEARCH PROJECT: DIVERSITY AND DIVERSITY MANAGEMENT

Made By: ESHA GOEL MBA 2nd SEM Roll No: 0271333907 HMR Institute of Technology and Management

Table of Contents: 1. Overview 2. Present Scenario 3. Critical analysis 4. Recommendation 5. Conclusion Bibliography

OVERVIEW: One of the greatest challenges facing organizations today is managing workforce diversity in a way that both respects the employees' unique attitudes and promotes a shared sense of corporate identity. But what do we mean by DIVERSITY? Diversity simply refers to human characteristics that make people different. Any perceived difference among people: age, functional specialty, profession, sexual orientation, geographic origin, life style, tenure with the organization, or position. The sources of individual variations are complex, but they can generally be grouped into two categories: those over which individuals have little or no control and those over which individuals have more control. Unless effectively managed, diversity among employees may have a negative impact on productive teamwork. Diversity is more than equal employment and affirmative action. Diversity management, simply speaking, refers to valuing differing perspectives of people in organizations. In a broad sense, diversity management is seen as a process to develop an environment that facilitates maximization of the potential of all employees involved in the working of an organization; thus implying focus on valuing qualities that are different between groups and individuals. Diversity Management can, in a way, be said to be a modern form of ensuring equal opportunity, though some consider these terms to be very different. The

concept is rooted in the thinking that society is not a melting pot but, rather, a salad bowl where each unique ingredient that is included in it contributes something to produce a "delicious" outcome. Life and work today are significantly changed by the diversity profile of the employees who have been woven into the fabric of organizations in many countries. Valuing diversity implies, to the extent possible, treating the individual employee the way he/she wants.

PRESENT SCENARIO: ISSUES IN INDIA India is one of the countries which have been beneficiary of the globalization process. This is evident from the considerable rise since the adoption of globalization policies in its gross domestic product, foreign direct investment, share in world trade, and the contribution of service sector to the economy. These indicators are also reflective of a higher degree of integration of the Indian economy in the global village. Since more and more multinational companies (MNCs) have started their operations in India, they want to know the peculiarities and idiosyncrasies of the Indian workforce and how it could be motivated to contribute its best to the organizational goals. Thus, Diversity Management and organizational justice issues are bound to become more critical than before. Freedom of speech and willingness to disagree are essential for fostering creativity and innovation. Since Indian

human capital is known to be of highcaliber, Indian companies have to eventually realize the importance of investing in diversity management and thus go beyond legal compliance. As of today, much of the Diversity Management discourse in India is at the stage of equal opportunity. Here too, the gap between the legal promise and actual implementation is very wide. Since India has had caste system in operation for many years, there is still a high degree of overt and covert caste -based discrimination in social as well as employment matters. The position of women's rights too, is not as clearly defined as it should be and therefore women experience various forms of unfavorable discrimination from society, employers and superiors. There is little social protection against discrimination against the disabled too, who often have to face societal indifference to their peculiar needs and susceptibilities. Discrimination based on regionalism is also an important issue that needs to be attended. Diversity of different religious groups is yet another angle of looking at the issues involved. Close to 17 per cent of Indian people are religious minority, many of whom have to face various forms of discrimination that are rooted in stereotypes about people from different religions. Often in business in India, Diversity Management is viewed as looking primarily at religious and state of origin issues and not the broader Diversity Management context. India is a large country and comprises 29 states and 6 union territories. Linguistically speaking, it has a variety of languages, dialects, and cultures. Interestingly, one of the key hurdles in the way of managing diversity in plural India is

strong feeling for regionalism and casteism and stereotypes based on these beliefs.

Sources of Diversity Diversity in Indian Organization The global integration of economies wrought by the fast-paced growth, adoption and commercialization of communication technologies and the internet has changed the contours of corporate structures, workplace hierarchies and people assimilation in different markets. There is a greater diffusion of knowledge, processes and indeed people across borders in recent times. It is not uncommon any longer to see people of different nationalities and cultures working together at one location or division of a company. In the case of India, IT and ITeS companies have been at the forefront of changing workplace equations where workplace diversity is no longer a one-off fad. So whether it is one of the hottest performing Indian IT companies like Hexaware Technologies

(according to a recent survey by Business Week), or proven A-league companies like Infosys, Wipro, TCS or even a player like marketRx which provides analytic product-enabled services to customers in pharmaceutical and life sciences industry, all of them have understood the importance of hiring professionals, irrespective of their nationalities. These companies with their global conquest and proven benchmarks are now the sought after ‘working grounds’ for foreign professionals to seek exciting career opportunities and learning experiences. Many such professionals are coming to India and working in different cities like Mumbai, Pune, Hyderabad, Bangalore, Delhi, Chennai, Gurgaon etc, key hubs of IT-ITeS industries. But it is pertinent to point out that these experienced professionals are seeking out only those companies with acknowledged competencies and best work practices to work and explore careers in. Moreover, these companies are also best-placed to offer some of the best compensation packages, learning experiences and fulfilling work environments. Further, the “extended campus” working environment, world-class facilities, stateof-the-art process and functional technologies in these companies are making it easy for these foreign professionals to get acclimatized in these Indian companies. With adjustments and acclimatization becoming an integral part of the ‘ushering in’ period for the foreign professionals, even the Indian counterparts have to do the same. A congenial and cohesive work culture without conflicts and cultural pressures

is highly essential so as to not affect the productivity or the performance of a company as a whole. It is in this context that HR heads and divisional managers with excellent man management skills and outward orientation need to be playmakers in order to smoothen this process. Clearly, it does not matter if you are black or white or brown as long as you can get together to create a great working environment and lead fulfilling career and enriching lives.

CRITICAL ANALYSIS Benefits of Workplace Diversity An organization’s success and competitiveness depends upon its ability to embrace diversity and realize the benefits. When organizations actively assess their handling of workplace diversity issues, develop and implement diversity plans, multiple benefits are reported such as: Increased adaptability - Organizations employing a diverse workforce can supply a greater variety of solutions to problems in service, sourcing, and allocation of resources. Employees from diverse backgrounds bring individual talents and experiences in suggesting ideas that are flexible in adapting to fluctuating markets and customer demands. Broader service range - A diverse collection of skills and experiences (e.g.

languages, cultural understanding) allows a company to provide service to customers on a global basis. Variety of viewpoints - A diverse workforce that feels comfortable communicating varying points of view provides a larger pool of ideas and experiences. The organization can draw from that pool to meet business strategy needs and the needs of customers more effectively. More effective execution - Companies that encourage diversity in the workplace inspire all of their employees to perform to their highest ability. Company-wide strategies can then be executed; resulting in higher productivity, profit, and return on investment. Challenges Workplace

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Taking full advantage of the benefits of diversity in the workplace is not without its challenges. Some of those challenges are: Communication - Perceptual, cultural and language barriers need to be overcome for diversity programs to succeed. Ineffective communication of key objectives results in confusion, lack of teamwork, and low morale. Resistance to change - There are always employees who will refuse to accept the fact that the social and cultural makeup of their workplace is changing. The “we’ve always done it this way” mentality silences new ideas and inhibits progress.

Implementation of diversity in the workplace policies - This can be the overriding challenge to all diversity advocates. Armed with the results of employee assessments and research data, they must build and implement a customized strategy to maximize the effects of diversity in the workplace for their particular organization. Successful Management of Diversity in the Workplace - Diversity training alone is not sufficient for your organization’s diversity management plan. A strategy must be created and implemented to create a culture of diversity that permeates every department and function of the organization. Diversity also increases errors and misunderstandings - Group members may assume they interpret things similarly when in fact they do not, or they may disagree because of their different frames of references. Mistrust and tension - People prefer to associate with others who are like themselves. This tendency often leads to mistrust and misunderstanding of those who are different because of lack of contact and low familiarity. it also causes stress and tension ,and reaching agreement on problems can be difficult. Stereotyping - We learn to see the world in a certain way based on our backgrounds and experiences. Our interests, values and cultures act as filters and distort, block and select what we see and hear. We see and hear what we expect to see and hear. Group members often inappropriately stereotype their “different” colleagues rather than accurately perceiving and

evaluating those individual’s contributions, capabilities aspirations and motivations. Such stereotypes inurn affect how people employee stereotyped as unmotivated or emotional will be given less -stress – provoking jobs than their coworkers. Those job assignments will create frustrated employees, perhaps resulting in low commitment, higher turnover, and underused skills.

RECOMMENDATIONS Recommended steps that have been proven successful in world-class organizations are: Assessment of diversity in the workplace - Top companies make assessing and evaluating their diversity process an integral part of their management system. A customizable employee satisfaction survey can accomplish this assessment for your company efficiently and conveniently. It can help your management team determine which challenges and obstacles to diversity are present in your workplace and which policies need to be added or eliminated. Reassessment can then determine the success of you diversity in the workplace plan implementation. Development of diversity in the workplace plan - Choosing a survey provider that provides comprehensive reporting is a key decision. That report will be the beginning structure of your diversity in the workplace plan. The plan must be comprehensive, attainable and measurable. An organization must decide

what changes need to be made and a timeline for that change to be attained. Implementation of diversity in the workplace plan - The personal commitment of executive and managerial teams is a must. Leaders and managers within organizations must incorporate diversity policies into every aspect of the organization’s function and purpose. Attitudes toward diversity originate at the top and filter downward. Management cooperation and participation is required to create a culture conducive to the success of your organization’s plan. Recommended diversity in workplace solutions include:

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Ward off change resistance with inclusion. - Involve every employee possible in formulating and executing diversity initiatives in your workplace. Foster an attitude of openness in your organization. - Encourage employees to express their ideas and opinions and attribute a sense of equal value to all. Promote diversity in leadership positions. - This practice provides visibility and realizes the benefits of diversity in the workplace. Utilize diversity training. - Use it as a tool to shape your diversity policy. Launch a customizable employee satisfaction survey that provides comprehensive reporting. - Use the results to build and implement successful diversity in the workplace policies. As the economy becomes increasingly global, our workforce becomes

increasingly diverse. Organizational success and competitiveness will depend on the ability to manage diversity in the workplace effectively. Evaluate your organization’s diversity policies and plan for the future, starting today.

CONCLUSION A diverse workforce is a reflection of a changing world and marketplace. Diverse work teams bring high value to organizations. Respecting individual

differences will benefit the workplace by creating a competitive edge and increasing work productivity. Diversity management benefits associates by creating a fair and safe environment where everyone has access to opportunities and challenges. Management tools in a diverse workforce should be used to educate everyone about diversity and its issues, including laws and regulations. Most workplaces are made up of diverse cultures, so organizations need to learn how to adapt to be successful practices.

BIBLIOGRAPHY  R. Mondy and Robert M. Noe, Human Resource Management, 9th edition, Pearson Education, Delhi, 2006  K. Aswathappa, Human Resource and Personnel Management, 4th edition, Tata McGraw-Hill, New Delhi, 2006  Black Enterprise. (2001). Managing a multicultural workforce. Black Enterprise Magazine (July).  Devoe, Deborah. (1999). Managing a diverse workforce. San Mateo, CA: InfoWorld Media Group.  Times Ascent

 Schuler, R. and S. Jackson 1999. Strategic Human Resource Management. London: Blackwell.