How to Attract and Retain
a
Diverse Workforce
Duncan Smith
Principal
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Introduction
Defining Diversity
WIIFM?
Gender: Two Cultures
Groups and Organisations
Opportunities and Challenges
Next Steps
Introduction
Defining Diversity
WIIFM?
Gender: Two Cultures
Groups and Organisations
Opportunities and Challenges
Next Steps
Diversity is ...
the quality of being different and unique at
an individual or group level
Valuing Diversity is ...
recognising and respecting
the value of human differences
Managing Diversity is ...
creating and sustaining an environment where
everyone can achieve his or her full potential
Four Layers of Diversity
Management Status
Parental
Status
Marital
Union
Income
Status
Affiliation
Role
Age
Race
Gender
Personality
Appearance Culture
Work
Education
Location
*Internal Dimensions &
External Dimensions are
adapted from Marilyn Loden
& Judy Rosener. Workforce America!
(Business One Irwin, 1991) From Diverse
Teams at Work, Gardenswartz & Rowe (Irwin, 1995)
Ability
Sexual
Orientation
Habits
Location
Interest
Religion
Work
Experience
Seniority
Level
Division/
Group
Diversity in Australia
Gender at Work
• Women comprise 45% and men
55% of the labour force.
(2001 census figures)
• From 1983-2003, women’s labour
force participation rate rose from
44.7% to 55.9% while men’s fell
from 76.1% to 71.6%
Source: Australian Bureau of Statistics
Diversity in Australia
Marital and Parental Status
• 68% of married women now working
• Less than 20% of households = husband at work,
wife at home
• Families with children 11 and under: 68% of
mothers, 25% of fathers use flexible work
arrangements
Source: Australian Bureau of Statistics
Diversity in Australia
Age
• 2004 Population = 20.1 million
median age 35
• 2051 Population = 26.1 million
median age 46
Source: Australian Bureau of Statistics
Introduction
Defining Diversity
WIIFM?
Gender: Two Cultures
Groups and Organisations
Opportunities and Challenges
Next Steps
So What?
for you as an individual
150 i.p.s
150 i.p.s
20 i.p.s.
Interpersonal Assumptions
Raw
Data
Experience Socialisation
Filters
Consequences
Education Environments
Assumptions
Behaviour
!
Unexamined Examined
Perceived
Reality
Introduction
Defining Diversity
WIIFM?
Gender: Two Cultures
Groups and Organisations
Opportunities and Challenges
Next Steps
White Male Culture
• Rugged Individualism over Collectivism
• Low Tolerance for Uncertainty and Ambiguity
• Focus on Action over Reflection (Doing over Being)
• Rationality over Emotionality
• Time is Linear and Future Focused
• Status and Rank over Connection and Partnership
• Dominate your environment
from White Men as Full Diversity Partners -- wmfdp.com
Potential Gender Issues
• Gender Stereotypes
•
•
•
•
•
•
•
•
•
•
Double Standards
Language and Communication
Use of Power
Issues of Concern to Women
Issues of Concern to Men
Changing Gender Roles and Identities
Managing Across Gender
Learning from Women’s Ways of Working
Sex and Romance
Recognition and Rewards
Adapted from:
MEN AND WOMEN :Partners at Work, by George F. Simons & G. Deborah Weissman
Introduction
Defining Diversity
WIIFM?
Gender: Two Cultures
Groups and Organisations
Opportunities and Challenges
Next Steps
So What?
for your team
Advantages and Disadvantages of
Group Diversity
Advantages
Diversity Permits Increased
Creativity
 Wider range of perspectives
 More and better ideas
 Less “group think”
Increased Creativity Can
Lead To
 Better problem definitions
 More alternatives
 Better solutions
 Better decisions
Groups Can Become
Diversity Forces Enhanced
Concentration to Understand Others  More effective
 Ideas
 Meanings
 Argument
Nancy Adler, International Dimensions of Organizational Behavior
 More productive
Advantages and Disadvantages of
Group Diversity
Disadvantages
Diversity Causes Lack of Cohesion
 Mistrust
 Lower interpersonal attractiveness
 Stereotyping
 More within-culture conversations
Stress
Lack of Cohesion Causes
Inability to
 Validate ideas and people
 Gain consensus on decisions
 Take concerted action
Miscommunication
 More counterproductive behaviour
 Less agreement on content
 Slower speech: Non-native speakers
& translation problems
Groups Can Become
 Less effective
 Less productive
Nancy Adler, International Dimensions of Organizational Behavior
Advantages and Disadvantages of
Group Diversity
Advantages
Diversity Permits Increased Creativity
 Wider range of perspectives
 More and better ideas
 Less “group think”
Diversity Forces Enhanced
Concentration to Understand Others
 Ideas
 Meanings
 Argument
Increased Creativity Can Lead To
 Better problem definitions
 More alternatives
 Better solutions
 Better decisions
Groups Can Become
 More effective
 More productive
Nancy Adler, International Dimensions of Organizational Behavior
Disadvantages
Diversity Causes Lack of Cohesion
 Mistrust
 Lower interpersonal attractiveness
 Stereotyping
 More within-culture conversations
Miscommunication
 Slower speech: Non-native
speakers & translation problems
Stress
 More counterproductive behaviour
 Less agreement on content
Lack of Cohesion Causes Inability to
 Validate ideas and people
 Gain consensus on decisions
 Take concerted action
Groups Can Become
 Less effective
 Less productive
So What?
for your organisation
Global Issues in
Managing Differences
Power and Privilege
Majority/Minority
Organisational
Climate
Organisational
Effectiveness
Individual
Career
Outcomes
Adapted from Taylor Cox Jr. 1993
Cultural Diversity in Organizations:Theory, Research and Practice
Berrett-Koehler, San Francisco
Impacts of Diversity
Diversity Climate

Individual-Level
Factors

Group\Intergroup
Factors

Organizational-Level
Factors

Taylor Cox, Cultural Diversity in Organizations
Individual
Career Outcomes

Affective
Outcomes

Achievement
Outcomes

Organizational
Effectiveness

First Level Measures

Second Level Results
Comparing EEO/Affirmative Action and Diversity
EEO/Affirmative Action
•
•
•
•
•
•
•
•
•
•
•
•
A select subset is advantaged due to
being disadvantaged in the past
Focused on demographic profile change
Imposed and often unwelcome
Remedial: change historic patterns of
discrimination; corrects deficiencies;
assumes some groups are inferior or
have been disenfranchised and need
interventionist help
Saving or helping the victims
Problem response (or legal programme)
with penalties
Benefits protected groups
Possibly Culture change neutral
Homogenisation: assimilate behaviours
of dominant group
Narrower goals
Looks back
Focuses on visible manifestations
Centre for Diversity and Business
Diversity
•
All the ways we are different
•
•
•
•
•
•
Focused on organisational readiness
Internally driven and largely acceptable
Strategic: transform to harness innovation and
create competitive advantage; highlights and
values differences; leverages uniqueness
Engaging all as players in the process
Opportunity driven with penalties in market and
business performance
Benefits all
Probably Culture change necessary
Be yourself
•
Broader aspirations
•
Looks forward
•
Addresses intangibles
•
•
The Business Case
Determining the
Business Case for Diversity

Define Diversity

Determine the Business Drivers

Make the Links
Determining the
Business Case for Diversity
Define Diversity

The differences and similarities
that make a difference
 Relevant issues in the organisation
and the culture
Determining the
Business Case for Diversity
Determine the Business Drivers
Internal - Organisational issues




Cultural
Structural
Strategic
Human
External - Environmental issues




Customers/suppliers
Industry
Geographic
Social and political
Determining the
Business Case for Diversity
Make the Links
 Organisational outcomes
 Professional outcomes
 Personal outcomes
The Business Case: Benefits of Diversity
• Organisational Performance
• Recruitment and Retention
• Lower Turnover and Absenteeism
• Creativity and Innovation
• Leadership Effectiveness
• Cost Savings
The Business Case: Benefits of Diversity
• Marketplace Understanding
• Building Global Relationships
• Change Organisational Culture
• Respond to Economic Pressure
• Reduce Discrimination Complaints
Measuring Diversity
Measuring Diversity
• Quantitative Measures
• Qualitative Measures
• Process Measures
Measuring Diversity:
Quantitative Measures
• Statistical representation at different
levels or functions
• Return from parental leave
• Turnover – by group
• Absenteeism – by group
• Pay equity
• Promotion rates
Measuring Diversity:
Quantitative Measures
• Representation in high-potential
programs
• Representation on replacement charts
• Complaints/grievances/lawsuits
• Representation in training/development
programs
• Performance Appraisal ratings
• Employees completing diversity training
Measuring Diversity:
Quantitative Measures
•Absenteeism Cost
•Effect of Absenteeism on labor utilization,
•Percentage of diversity-based pay differential,
•Percentage of diversity turnover by performance level,
•Average tenure by diversity grouping,
•Diversity stability/instability (change in turnover rates),
•Diversity survival rate/loss rate (for new hires),
•$ and % of budget allocated to diversity initiatives
Measuring Diversity:
Qualitative Measures
• Organisational culture review results
• Management review processes
• Management review results areas
including:
– Accountability
– Communications
– Personal Involvement
Measuring Diversity:
Process Measures
• Leadership and Accountability
• Recruitment and Outreach
• Representation, Development and
Retention
• Culture and Communications
Measuring Diversity:
Measurement Issues
• Align with measurement mindset
• Relate diversity to organisational objectives
• Reluctance to measure sets diversity apart
• Dual standards (e.g. ROI on leadership
training)
Measuring Diversity:
Measurement Issues
• Measure in terms of: cost; time; quantity; quality; or
frequency of occurrence
• Convert % calculations to financial terms:
Turnover
$ savings
Lower recruiting costs
Increased customer satisfaction ratings
Added customer purchase volume
Improved productivity measured in units per
hour/faster problem resolution/reduced cycle
time/speed to market
Measuring Diversity
“The Bottom Line:
Connecting Corporate Performance and Gender Diversity.”
•Study of 353 companies that were included among the Fortune
500 for four of five years between 1996 and 2000
•Return On Equity -- 35 percent higher
•Total Return to Shareholders -- 34 percent higher
•for companies with the strongest representation of women on
executive-leadership teams, compared with companies with the
lowest representation.
Catalyst
In corporations, there is no truth
about numbers.
In the corporate world, numbers
are a choice.
Susan Adler Funk
Introduction
Defining Diversity
WIIFM?
Gender: Two Cultures
Groups and Organisations
Opportunities and Challenges
Next Steps
The Diversity Paradigm
• Include/Exclude
• Deny
Eight
• Assimilate
• Suppress
Action
• Isolate
• Tolerate
Options
Source: R. Roosevelt Thomas
Jr., Redefining Diversity
• Build Relationships
• Foster Mutual Adaptation
Diversity: Best Practice
 Commitment from Leadership
 Clear Business Case
 Systemic & Strategic Approach
 Focus on Organisation Culture
Diversity: Best Practice
 Evaluation & Metrics
 Accountability Built-in
 Training & Education
 Workforce, Workplace &
Marketplace Diversity
Introduction
Defining Diversity
WIIFM?
Gender: Two Cultures
Groups and Organisations
Opportunities and Challenges
Next Steps
Getting Started
Awareness
Head
Understanding
Heart
Skills
Hand
7
Skills for Valuing Diversity

Self - awareness

Awareness of stereotyping

Openness

Candor


Adaptability
Inclusion

Respect
Getting Started
D evelop awareness
I nitiate dialogue about differences
V alue similarities and differences
E mbrace role modeling behaviour
R espect differences to create synergy
S eek first to understand
I nstigate diversity practices
T hink the talk. Talk the talk.
Y ou make a difference !!
How to Attract and Retain
a
Diverse Workforce
for more information
www.adc-assoc.com
How to Attract and Retain
a
Diverse Workforce
Duncan Smith
Principal
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