MAKING DIFFERENCES MATTER

LEARNING AND EFFECTIVENESS PARADIGM

DIVERSITY MAY NOT DELIVER THE PROMISED IMPROVEMENTS

• IT REQUIRES A FUNDAMENTAL CULTURE CHANGE• NEW SET OF ATTITUDES• NEW LEADERSHIP APPROACHES

• THAT GO WAY BEYOND DIVERSITY INTAKE• FAIR TREATMENT• NICHE SPECIALIZATION• CELEBRATED DIVERSITY

PREVAILING THOUGHT

• MANAGING DIVERSITY MEANS– HIRING AND – RETAINING

• FROM TRADITIONALLY UNDERREPRESENTED GROUPS

TYPICAL ORGANIZATIONAL RESPONSE

• EXPECT EVERYBODY BLEND IN, ASSIMILATE OR• ASSIGN PEOPLE TO JOBS THAT RELATE TO THEIR

BACKGROUNDS

• BOTH OF THESE APPROACHES ARE– LIMITED– LIMITING– HAVE POTENTIAL OF DETRIMENTAL RESULTS

LEARNING AND EFFECTIVENESS PARADIGM

• LEARN THE VARIED PERSPECTIVES AND APPROACHES TO– WORK -FRAME TASKS– SUPERVISION -COMMUNICATE– LEADING -DO TEAMWORK– REACH GOALS -DESIGN PROCESS

TO MAKE THE ENTIRE ORGANIZATION MORE EFFECTIVE

DISCRIMINATION AND FAIRNESS PARADIGM

• EEOP COMPLIANCE• FAIR TREATMENT OF EVERYONE• RESTRUCTURE THE HR MAKE UP TO RESEMBLE

THE SOCIETY• INSTITUTE MENTORING• CAREER DEVELOPMENT ASSISTANCE

– FOR MINORITIES AND WOMEN

STAFF GETS DIVERSIFIED, WORK REMAINS THE SAME

COMMON FIRM CHARARACTERISTICS UNDER THE FAIRNESS PARADIGM

• LEADERS W/ DUE PROCESS AND FAIRNESS VALUES

• TOP DOWN DIVERSITY INITIATIVES• PROCEDURES FOR FAIR MEASUREMENT AND

REWARD FOR INDIVIDUAL CONTRIBUTIONS• STRONG CULTURES W/ FAIRNESS VALUES• BUREAUCRATIC SYSTEMS TO ENFORCE FAIRNESS

POLICIES

ADVANTAGES OF THE FAIRNESS PARADIGM

• INCREASES DEMOGRAPHIC DIVERSITY

• PROMOTES FAIR AND EQUITABLE TREATEMENT

LIMITATIONS OF THE FAIRNESS PARADIGM

• ASSUMES THAT “WE ARE ALL THE SAME”• MIND SET: DIVERSITY SHOULD NOT INFLUENCE

THE WORK AND WORK CULTURE• IMPORTANT DIFFERENCES DO NOT COUNT IN THE

WORKPLACE• THE FIRM DOES NOT DEVELOP THE CAPACITY TO

LEARN FROM ITS DIVERSE WORK FORCE• THE DIVERSE WORKFORCE DOES NOT RELATE

WELL AND IDENTIFY W/THEIR WORK• LOW MOTIVATION• ASSIMILATION IS THE MAIN VIRTUE WHEN IT IS

NOT REALISTIC

ACCESS AND LEGITIMACY PARADIGM

• IDENTITY GROUPS HAVE CONSUMER AND PURCHASING POWER

• DIVERSITY IN HR WILL– HELP UNDERSTAND THE MARKET BETTER– SERVE THE TARGET MARKET BETTER– HELP GAIN LEGITIMACY WITH THE MARKET SEGMENT(S)

DIVERSITY IS NOT JUST FAIR BUT IT IS A BUSINESS NECESSITY

LEADS TO NEW PROFESSIONAL AND MANAGERIAL OPPORTUNIES FOR WOMEN AND MINORITIES

CHARACTERISTICS OF THE FIRM W/ ACCESS AND LEGITIMACY PARADIGM

• OPERATE IN INCREASING BUSINESS DIVERSITY

• EACH TYPE OF DIVERSITY (CLIENTS, CUSTOMERS, LABOR POOL ETC) PRESENTS– OPPORTUNITIES AND – THREATS

STRENTHS OF THE ACCESS AND LEGITIMACY PARADIGM

• PROVIDES A MARKET BASED MOTIVATION FOR DIVERSITY MANAGEMENT

• EASIER FOR THE ENTIRE FIRM TO– UNDERSTAND– JUSTIFY– ACCEPT

– THE NECESSITY FOR HIRING, RETAINING AND MANAGING WELL A DIVERSE WORK FORCE

LIMITATIONS OF THE ACCESS AND LEGITIMACY PARADIGM

• PUSH STAFF TO NICHE CAPABILITIES• PIGEONHOLE STAFF TO DIVERSITY SEGMENTS BASED ON

ETHNICITY OR GENDER• DON’T LEARN WHAT MAKES A SPECIALIST SUCCESSFUL IN

TARGET MARKETS• DONT’ LEARN CULTURALLY BASED SKILLS• DON’T LEARN HOW THESE SKILLS WORK• DON’T LEARN HOW THESE SKILLS MAY BE INTEGRATED INTO

CORE CULTURE/WORK• NICHE SPECIALIST MAY FEEL USED/EXPLOITED• GLASS CEILING FOR SPECIALISTS• DOWNSCOPING HITS THE SPECIALIST FIRST