Workforce
Diversity
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Presented by:
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Dhiraj Sawant
Maysa Mascerenhas
Nisha Santiago
Parin Shah
Vanitha Navada
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What is Diversity ?
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The host of individual differences that make
people different from and similar to each
other.
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Diversity applies to everyone in the
workplace we are all different.
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Layers of Diversity
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Personality - Centre of diversity wheel because it
represents a stable set of characteristics that is responsible
for a person's identity
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Internal Dimension - Primary dimensions of diversity
not within our control but strongly influence our attitudes
and expectations and assumptions about others
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External Dimensions - Secondary dimensions of
diversity and represent individual differences that we have
a greater ability to control
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Organizational Dimensions - Dimensions of diversity at
workplace level
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The Glass Ceiling
An invisible barrier that blocks certain workers
specifically qualified women and visible minorities from
advancing into top management positions
Types of glass ceiling barriers:
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Different pay for comparable work
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Gender, ethnic , racial, religious discrimination or
harassment in the workplace
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Lack of family-friendly workplace policies
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Employment
Equality
Legislation intended to remove employment
barriers and promote equality for members of
four designated groups:
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Women
Visible Minorities
Aboriginal Peoples
Persons with Disabilities
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Valuing Diversity –
Role of a Manager
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Embrace diversity
Recruit broadly
Select fairly
Provide orientation And training
Sensitize all employees
Strive to be flexible
Seek to motivate individually
Reinforce employee differences
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Managing Diversity
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Provide strong leadership
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Assess the situation
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Provide diversity training and education
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Change culture and management systems
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Evaluate the diversity management program
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Barriers to Implementing
Diversity in the Workplace
1. Inaccurate stereotypes and prejudice.
2. Ethnocentrism (one's culture rules and norms are
superior than the rules and norms of other culture).
3. Poor career planning.
4. An unsupportive and hostile work environment for
diverse employees.
5. Lack of political savvy on the part diverse employees.
6. Difficulty in balancing career and family issues.
7. Fears of reverse discrimination.
8. Diversity is not seen as an organizational priority.
9. The need to revamp the organization's performance
and reward system.
10. Resistance to change.
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Example – Accenture
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Rich diversity in terms of culture, education and geography
Acknowledges each individual's uniqueness
Promotes respect and personal achievement
Diverse workforce: Different backgrounds and Vast range of skills and
experience
Core values: “Best people” and “Respect for the individual”
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Ranked No. 38 on Diversity Inc's "Top 50 Companies”
“…Drawing together diverse qualities enables us to deliver innovation,
paving the way for sustainable growth and helping clients achieve high
performance.”
“Simply put: a more diverse workforce enhances the performance of our
global collaboration as well as the solutions we deliver to our clients.”
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Benefits of Managing Diversity
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Competitiveness via cost saving :
 Reduced turnover of staff
 Reduced absenteeism
 Lower costs for discrimination and
harassment lawsuits
Direct enhancement of
competitiveness:
 Attracting and retaining the best
available talent.
 Enhancing productivity and
performance
 Becoming an employer of choice
Driving business growth
Public Profile
Easy transfer of knowledge
Better marketing structure
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Case Study – Infosys
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Recruit new employees from all available
global talent pools
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Develop new ideas, methods, and
perspectives
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In 2006 and 2007, Infosys BPO received
the Helen Keller award for the best
employer from the National Centre for
Promotion of Employment for Disabled
People (NCPEDP).
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Infosys Women Inclusivity Network
(IWIN) promotes a gender-sensitive work
environment
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Example – Wipro
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WoW ! (Women of WIPRO)
‘Green Ambassadors’
Launched by WIPRO’s Diversity Council
Works toward creating visibility for its female
leadership, both internally and externally.
Eco Bags specially made for women employees
To have a significant social impact and where women
can play a catalytic role in bringing about change.
The Core Diversity Council has been set up that
consists of representatives from every function at a
senior level.
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Example – TCS
“Diversity in companies is no longer about being melting
pots, but being salad bowls……We want people to retain
their identity yet be integrated into the company”
7.5
% of workforce is Non - Indians
It plans to hire about 4,000 people from across the world
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Example – Reebok
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Diversity of perspectives
Diversity at every level
Transformation from $12 million-a-year shoe company
(80’s) to a $3 billion powerhouse (00’s)
Aerobic shoes for women
Recognizes diversity as a key managerial strategy
Approach is sports-minded logic:
“A team that has the vision to produce innovations and
make them work cannot be a team of clones”
Believes in:
“….for it is their differences that enriches us, expands us,
provides us the competitive edge.”
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What are organizations
Practicing?
 Organizational Diversity Audits
 Mentoring Programs
 Employee Networks/Affiliation Groups
 Diversity Celebrations/Events
 Diversity Business Plans/Metrics
 Community Involvement/Corporate Image
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Case Study – IBM
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Advancement of Women
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Integrating the Workplace and Marketplace
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Workforce Flexibility & Balance
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Cultural Awareness & Acceptance
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IBM Clients:
The World of Business
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Conclusion
“Organizations do not think, make
decisions, or allocate resources;
People do.”
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BIBLIOGRAPHY
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www.diversityinc.com
www.books.google.co.in
www.google.com
www.citehr.com
www.ehow.com
www.wikipedia.org
www.diversity.com
www.diversityworld.com
www.ibm.co/in
www.accenture.com
www.infosys.com
www.wipro.com
www.tcs.com
University of Redlan.
Workforce 2020, Hudson Institute.
Kristiansand University.
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