Diversity at Work Part Two

Webinar Part II : (c) 2007 HumaNext LLC 1 Webinar Part II

Gender Diversity : (c) 2007 HumaNext LLC 2 Gender Diversity Men Communicate to “Report.” Communicate to compete and win. Communication is a contest. Get to the point quickly. Seek results now. Women Communicate for “Rapport.” Communicate to collaborate and build community. Prefer to reach results gradually. Seek to affirm relationship.

Slide 3 : WOMAN

For every strong woman, tired of faking weakness,there is a weak man, tired of faking strength. : For every strong woman, tired of faking weakness,there is a weak man, tired of faking strength.

For each woman tired of being labeled as an “emotional female”there is a man who has been denied the right to cry and be sensitive : For each woman tired of being labeled as an “emotional female”there is a man who has been denied the right to cry and be sensitive

For every sportswoman whose femininity is questioned,there is a man forced to compete in order to give testimony of his virility : For every sportswoman whose femininity is questioned,there is a man forced to compete in order to give testimony of his virility

For every woman who has not had access to a dignified salary,there is a man forced to bear the economic responsibility of another human being. : For every woman who has not had access to a dignified salary,there is a man forced to bear the economic responsibility of another human being.

For every woman who ignores the “secrets of car mechanics”there is a man who doesn’t know how to “boil an egg”. : For every woman who ignores the “secrets of car mechanics”there is a man who doesn’t know how to “boil an egg”.

For every woman that steps toward her freedom,there is a man who rediscovers the road to liberty. : For every woman that steps toward her freedom,there is a man who rediscovers the road to liberty.

Slide 10 : The human race is a two-winged bird: -one wing is female, -the other is male. Unless both wings are equally developed The human race will not be able to fly

Now, more than ever, the cause of women is the cause of mankind.B. Boutros Ghali. Former UN Secretary General : Now, more than ever, the cause of women is the cause of mankind.B. Boutros Ghali. Former UN Secretary General

Gender Diversity Case Study: Men & Women in Meetings : (c) 2007 HumaNext LLC 12 Gender Diversity Case Study: Men & Women in Meetings What prevented Pam from sharing the information at the meeting? What would you assume? Whose responsibility was it to make sure that Pam shares her information in the meeting? As the manager, what would you say to Pam?

Gender Differences:Ways People Lead : (c) 2007 HumaNext LLC 13 Gender Differences:Ways People Lead Men Leading by command and control Exchange rewards for service rendered Reliance on positional power Following a hierarchical, military structure Action orientation Analytical, linear thinking Women Sharing power and info. Enhancing others’ self-worth Encouraging participation Getting others excited about their work ________________ Judy Rosener, Ph.D., Harvard Business Review, 1990

Generational Diversity : (c) 2007 HumaNext LLC 14 Generational Diversity The four generations currently present in the workplace are: Matures or Veterans: (born before 1945)   Baby boomers (born 1945 – 1964) Generation X (born 1965- 1980) Generation Y  (born after 1980)

Generational Diversity : (c) 2007 HumaNext LLC 15 Generational Diversity Veterans, Matures, Traditionalists, the Silent Generation or Gray Eagles, born before 1945. They are the smallest in number (55 million) Loyal to their employer and expect the same in return.    Command and Control leadership style By the book work style Formal communication yet personal and warm Work and Family kept separate

Generational Diversity : (c) 2007 HumaNext LLC 16 Generational Diversity Boomer Generation, born after the end of World War II  between 1945 and 1964. Today they dominate the workplace in top management positions (77 million). Will redefine the concept of retirement as they leave the workforce over the next decade. Respect for power and authoriy High work ethic Work comes first. Family supports the man’s career Loyal to the function or profession Mix of face to face and electronic communication

Generational Diversity : (c) 2007 HumaNext LLC 17 Generational Diversity Generation X,  born between 1965 and 1980 (The baby boom bust generation.   The eldest Xers are achieving management positions and the youngest have been in the workforce three years or more. Values flexibility. Questions authority. Rules are flexible. Wants a work/life balance. Loyal to individual career goals Communication is casual and direct. Relies on electronic tools.

Generational Diversity : (c) 2007 HumaNext LLC 18 Generational Diversity Generation Y, also called Millennials  born after 1980 (baby boom echo) The children and grandchildren of the baby boomers. Use of technology is a normal part of daily living on and off work. Enjoy fast and fun projects and value communicating with peers using technology.

Activity : (c) 2007 HumaNext LLC 19 Activity Discuss your own generational diversity experience

Performance Appraisal Role-Play : (c) 2007 HumaNext LLC 20 Performance Appraisal Role-Play Key Performance Appraisal Skills Coach and provide feedback on regular basis through the year Put employee at ease Describe performance, not personality Build on the employee’s strength, not weaknesses Take differences into account in evaluating performance, allowing for different styles to achieve results

Applying Diversity Skills in Business Situations: The Interview Role-Play : (c) 2007 HumaNext LLC 21 Applying Diversity Skills in Business Situations: The Interview Role-Play Key Factors for Effective Interviewing: Put candidate at ease Ask open-ended questions Don’t ask personal questions Focus on job skills and performance requirements Ask for past performance behavior Allow for variations in styles and values due to diversity

Interviewing Biases : (c) 2007 HumaNext LLC 22 Interviewing Biases Appearance Language Skills Communication Style- Verbal / Nonverbal Etiquette and Social Norms Cultural Values The Performance Appraisal Role-Play

Managing for Diversity: Critical Success Factors : (c) 2007 HumaNext LLC 23 Managing for Diversity: Critical Success Factors You – the Manager Skill in building positive relationships with staff Informal is more effective than formal Performance-based criteria Open communication Continuous learning

Managing for Diversity:Boosting Performance of Diverse Teams : (c) 2007 HumaNext LLC 24 Managing for Diversity:Boosting Performance of Diverse Teams Recognize differences Identify individual interests, needs, and strengths Communicating goals and expectations Create a unifying group culture positive, respectful goal-oriented performance-based

Managing for Diversity: : (c) 2007 HumaNext LLC 25 Managing for Diversity: Case-Study: Managing Diversity With Sensitivity The Off-color Joke

Managing for Diversity : (c) 2007 HumaNext LLC 26 Managing for Diversity Manager / Employee Upward Feedback Tool To what extent do you know the answers to these questions about your team? Would it help you manage more effectively if you knew the answers to these questions? How might you use these questions? What are some other ways managers can get to know their staff’s unique needs and preferences?

A Diversity Case-Study / Application : (c) 2007 HumaNext LLC 27 A Diversity Case-Study / Application When Men and Women Refuse to Shake Hands at Work

The Case for a Diversity Strategy : (c) 2007 HumaNext LLC 28 The Case for a Diversity Strategy Valuing Diversity helps companies compete in the global market place. Diversity helps companies compete in the local market. Diversity helps organizations maintain a respectful and productive workplace Organizations can become more effective by implementing a Diversity Strategy.

Ten Elements of a Diversity Strategy : (c) 2007 HumaNext LLC 29 Ten Elements of a Diversity Strategy Leadership’s commitment Organization’s mission and values Communication Plan Diversity Council HR Policies Diversity Champions Training Put in Performance Review Employee Forums/Surveys Measure progress

Areas of Applications : (c) 2007 HumaNext LLC 30 Areas of Applications Employee orientation Company policies Recruitment Mentoring and Coaching Training Performance Evaluation Promotion Organizational Culture Organizational Communications Product and Service Design Customer Service Community Relations Vendor Relations

Diversity Action Plan : (c) 2007 HumaNext LLC 31 Diversity Action Plan Personal Commitment Business Commitment

Diversity Action Plan : (c) 2007 HumaNext LLC 32 Diversity Action Plan Personal Action Plan: I- Record three areas in which you choose to be involved in, or will be involved in due to the nature of your job. II-Record three of the areas in which you scored 3 or less in your Diversity Profile

Thank You for attending : (c) 2007 HumaNext LLC 33 Thank You for attending