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Managing Diversity in the Workplace

The document discusses managing diversity in the workplace. It covers concepts like understanding and accepting diversity, recognizing diversity in all aspects of management, and being willing to challenge practices that create barriers. It also provides examples of how diversity relates to employee selection and communication.

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29 views5 pages

Managing Diversity in the Workplace

The document discusses managing diversity in the workplace. It covers concepts like understanding and accepting diversity, recognizing diversity in all aspects of management, and being willing to challenge practices that create barriers. It also provides examples of how diversity relates to employee selection and communication.

Uploaded by

omahachem
Copyright
© All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOCX, PDF, TXT or read online on Scribd

[Link]

edu/hr-network/central-guide-managing-hr/
managing-hr/interaction/diversity/process

Managing Diversity in the Workplace:


Management Process
GUIDE TO MANAGING HUMAN RESOURCES

 Preface
 Section 1: Recruiting Staff
 Section 2: Managing Successfully
 Section 3: Interaction in the Workplace
o Chapter 12: Managing Diversity in the Workplace
 Introduction
 Guiding Principles
 Concepts & Definitions
 Management Process
 Resources
o Chapter 13: Communication
o Chapter 14: Team Building
o Chapter 15: Managing Conflict
o Chapter 16: Sexual Harassment
 Section 4: Wellness in the Workplace
 Section 5: Employee Relations and Labor Relations
 Appendix

You have a key role in transforming the organizational culture so that it more closely
reflects the values of our diverse workforce. Some of the skills needed are:

 an understanding and acceptance of managing diversity concepts


 recognition that diversity is threaded through every aspect of management
 self-awareness, in terms of understanding your own culture, identity, biases,
prejudices, and stereotypes
 willingness to challenge and change institutional practices that present barriers to
different groups

It's natural to want a cookbook approach to diversity issues so that one knows exactly
what to do. Unfortunately, given the many dimensions of diversity, there is no easy
recipe to follow. Advice and strategies given for one situation may not work given the
same situation in another context.

Managing diversity means acknowledging people's differences and recognizing these


differences as valuable; it enhances good management practices by preventing
discrimination and promoting inclusiveness. Good management alone will not
necessarily help you work effectively with a diverse workforce. It is often difficult to see
what part diversity plays in a specific area of management.

To illustrate, the following two examples show how diversity is an integral part of
management. The first example focuses on the area of selection, the second example
looks at communication:

Issues
 How do you make the job sound appealing to different types of workers, such as
people with disabilities?
 How can recruitment be effectively targeted to underutilized groups?
 How do you overcome cultural bias in the interviewing process, questions, and your
response?

Strategies
 Specify the need for skills to work effectively in a diverse environment in the job, for
example: "demonstrated ability to work effectively in a diverse work environment."
 Make sure that good faith efforts are made to recruit a diverse applicant pool,
particularly underutilized minorities and women.
 Focus on the job requirements in the interview, and assess experience but also
consider
 transferable skills and demonstrated competencies, such as analytical,
organizational, communication, coordination. Prior experience has not necessarily
mean effectiveness or success on the job.
 Use a panel interview format. Ensure that the committee is diverse, unit affiliation,
job classification, length of service, variety of life experiences, etc. to represent
different perspectives and to eliminate bias from the selection process. Run
questions and process by them to ensure there is no unintentional cultural or
institutional bias.
 Ensure that appropriate accommodations are made for disabled applicants.
 Know your own cultural biases. What stereotypes do you have of people from
different groups and how well they may perform on the job? What communication
styles do you prefer? Sometimes what we consider to be appropriate or desirable
qualities in a candidate may reflect more about our personal preferences than about
the skills needed to perform the job.
Managing Diversity in the Workplace:
Concepts & Definitions
GUIDE TO MANAGING HUMAN RESOURCES

 Preface
 Section 1: Recruiting Staff
 Section 2: Managing Successfully
 Section 3: Interaction in the Workplace
o Chapter 12: Managing Diversity in the Workplace
 Introduction
 Guiding Principles
 Concepts & Definitions
 Management Process
 Resources
o Chapter 13: Communication
o Chapter 14: Team Building
o Chapter 15: Managing Conflict
o Chapter 16: Sexual Harassment
 Section 4: Wellness in the Workplace
 Section 5: Employee Relations and Labor Relations
 Appendix

expand all

Managing Diversity(collapse)
To address diversity issues, consider these questions: what policies, practices, and ways
of thinking and within our organizational culture have differential impact on different
groups? What organizational changes should be made to meet the needs of a diverse
workforce as well as to maximize the potential of all workers, so that Berkeley can be
well positioned for the demands of the 21st century?
Most people believe in the golden rule: treat others as you want to be treated. The
implicit assumption is that how you want to be treated is how others want to be
treated. But when you look at this proverb through a diversity perspective, you begin to
ask the question: what does respect look like; does it look the same for everyone? Does
it mean saying hello in the morning, or leaving someone alone, or making eye contact
when you speak?

It depends on the individual. We may share similar values, such as respect or need for
recognition, but how we show those values through behavior may be different for
different cultures. How do we know what different cultures need? Perhaps instead of
using the golden rule, we could use the platinum rule which states: "treat others
as they want to be treated." Moving our frame of reference from an ethnocentric view
("our way is the best way") to a culturally relative perspective ("let's take the best of a
variety of ways") will help us to manage more effectively in a diverse work
environment.

Common questions

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Understanding different cultural needs helps in team building and conflict management by facilitating communication and respect for diverse expressions. It allows team leaders to adopt strategies that are inclusive and considerate of different cultural dynamics, thereby reducing conflicts and promoting collaboration .

Self-awareness is crucial in managing diversity as it involves understanding one's own cultural identity, biases, prejudices, and stereotypes. This awareness helps in recognizing how personal preferences might affect decision-making and in creating an inclusive environment that values diversity .

The guiding principles for managing diversity effectively involve understanding and accepting diversity concepts, recognizing diversity as an integral part of management, self-awareness of one's own culture and biases, and being willing to challenge institutional practices that present barriers to different groups .

Good management alone is insufficient because it may not address the nuances of diversity or prevent discrimination. Additional competencies needed include a deep understanding of diversity concepts, self-awareness, and the ability to adapt management practices to include diverse perspectives and promote inclusiveness .

The 'platinum rule' suggests treating others as they wish to be treated, in contrast to the 'golden rule' which implies treating others as you would like to be treated. This shift from an ethnocentric to a culturally relative perspective helps better meet the diverse needs of individuals by recognizing different cultural expressions of values like respect and recognition .

Recruitment strategies can be adapted to enhance diversity by specifying the need for skills to work in a diverse environment, making good faith efforts to recruit a diverse applicant pool, focusing on job requirements and transferable skills, using a diverse panel interview format, and making appropriate accommodations for disabled applicants .

Strategies to ensure accommodations for disabled applicants include specifying in job postings the availability of accommodations, modifying the interview process to be accessible, ensuring facilities are physically accessible, and using inclusive language throughout the recruitment process to encourage applications from individuals with disabilities .

Cultural bias in the interviewing process can be identified by reviewing questions and the process through a diverse panel to ensure no unintentional bias. It can be mitigated by focusing on job requirements rather than personal preference, ensuring diversity within the interview panel, and considering non-verbal communication styles from different cultures .

Organizational culture can create barriers through policies, practices, and mindsets that have a differential impact on diverse groups. These can be addressed by shifting from an ethnocentric to a culturally relative perspective, modifying policies to be inclusive, and actively encouraging diverse viewpoints in decision-making .

Misunderstandings from applying the 'golden rule' in a diverse environment include assuming that all individuals have the same needs and expressions of values like respect. This can lead to actions that unintentionally disregard cultural differences, such as inappropriate communication styles or unmet expectations from employees of different backgrounds .

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