hmd 320 exam
verbal communication barrier
(e.g, choosing which language to use - one's own or the host country's language)
4 levels of the inclusive workplace
1. individual 2.organizational 3.national 4. global
four levels of diversity
1.Individual 2.Interpersonal and Organizational 3.National 4.Global
Hofstede's 6 Dimensions of Culture
1.Power Distance 2.Masculinity vs Femininity 3.Avoidance of Uncertainty 4.Individualism vs Collectivism 5.Long-term orientation 6.Indulgence vs Restraint
goals for ceasar.by 2025
30% better growth with stock -46% on equit -66%net profit 70-80%women make decisions about thr household -women management 50% by 2025
vendor diversity
An organization's ethical and socially responsible practices in purchasing and partnerships Alignment with the community Support of diverse types of customers Creation of value for the company, its employees, and the greater good of society
whites will be a minority by 2040
By 2040: 49% 2019: 77%
level 4: global
Collaborates with individuals, groups, and organizations across all cultural boundaries worldwide
level 2: organizational
Cooperates with and contributes to its surrounding community
the challenge
Creating acomprehensivework environment that welcomes diversity, and is inclusive of those who are different and encouragesindividuals to utilize their talents
Why Source Diverse Vendors and Suppliers?
Customers are demanding diversityDiversity drives innovation Diverse suppliers are often more flexiblemost diverse suppliers are small businesses, they are usually able to offer greater flexibility, better customer focus and lower cost structures than larger businesses (Less red tape) Showcases the company's interest in and commitment to the economic growth of all communities Drives competition on price and service levels between the company's existing and potential vendors Decreases the risk of purchasing from one or few
customer experience
Customers have certain expectations about products and services they purchase It is the impression a company makes on its customer, resulting in how they think of the brand across every stage of the customer journey There are multiple touchpoints in every experience PeopleProduct The world is getting smaller and communities are becoming more diverse Customers anticipate that their destinations will be as diverse as their home bases
vendor and supplier diversity
Does the company value diversity outside the organization as much as within? Do they actively seek minority and diverse business partners that reflect its employee and customer bases?
marketing advertising and branding
Does the organization communicate that it values diversity and inclusion publicly? Is it part of its Mission and Vision? Is it evident from website, taglines, logos, collateral materials, speeches by senior leadership, participation in conferences?
company resources for fostering diversity
Employee Resource Groups (ERGs) Women mentorship and Lean In Circles Hispanic Managers LGBT groups Culture days and pot lucks Outside guests and training Retreats and site visits
unconscious bias
Engrained stereotypes and ideas we have been taught to believe as true. These ideas are so imbedded in our brains we actually believe they are "natural" or the "norm." History: Survival depended on being able to quickly identify people as belonging to groups (friend or foe)
dangers of unconscious bias
Entire groups of people being overlooked for job interviews and employment opportunities Leads to lack of diversity in the work place "Group think" and poorer performance—schools, societies and companies Less engagement, higher turnover
consequences of exclusion
Exclusions can be both workplace and socia l•Those who are not in the majority might be excluded from: job opportunities information networks team membership meetings and decision making processes workplace advancement fair compensation
monitoring customer experience
Formal guest surveys sent by email, mail or phone Focus groups Comment cards Social media Guest reviews on travel sites
measurement and accountability
Has the organization established measurable outcomes of diversity? How, and how frequently are they monitoring progress? Who is accountable for correcting results, and what are the consequences of not achieving diversity performance standards
individualism and collectivism examples
High Individualism: USA, Australia, Great Britain, Canada, Netherlands, Germany High Collectivism: Guatemala, Ecuador, Panama, Venezuela, Colombia, Latin American countries, Arab-speaking countries, Asian countries WORKPLACE EXAMPLE: In some cultures, people get ahead at work by individual accomplishment and put themselves above the group. In others, individuals would never take credit or place blame on another
indulgence vs restraint examples
High Indulgence: United States, Australia, Canada Low Indulgence: Russia, South Korea WORKPLACE EXAMPLE:In some cultures, it is acceptable to reward one's self. In others, social norms are more important and leisure time is frowned upon
masculinity and felinity examples
High Masculinity: Japan, Italy, Mexico, USA, China High Femininity: Sweden, Norway, Netherlands, Denmark, Costa Rica, some Native American tribes*paternity leave in Scandinavian countries WORKPLACE EXAMPLE:•In some societies, business operates on tasks and successful performance is rewarded.•In others, relationships at work are more important and harmony allows the company to succeed
Onboarding, training, and development
How does the organization welcome and educate new team members? Is company culture clearly communicated, and is everyone made to feel like a valuable contributor? Are there training and mentoring opportunities for everyone to advance? Does the organization offer development beyond specific job-related skills (such as management techniques, executive leadership, public speaking)?
retention
How good is the organization at retaining employees? Does it believe in development and promotion from within? What does it do to ensure employees are engaged and actively involved in the organization's success? How does the company use diversity and inclusion to retain employees so they don't want to leave and work elsewhere?
executive order 10925
In 1961 President John F. Kennedy issued Executive Order 10925, which included a provision that government contractors "take affirmative action to ensure that applicants are employed, and employees are treated during employment, without regard to their race, creed, color, or national origin." The intent of this executive order was to affirm the government's commitment to equal opportunity for all qualified persons, and to take positive action to strengthen efforts to realize true equal opportunity for all. This executive order was superseded by Executive Order 11246 in 1965.
executive order 11246
In 1965 President Lyndon B. Johnson issued Executive Order 11246, prohibiting employment discrimination based on race, color, religion, and national origin by those organizations receiving federal contracts and subcontracts. In 1967, President Johnson amended the order to include gender to the list of attributes.
global demographic trends
Increased immigrationMore women in the workforce People working later because of better health or Great Recession Greater economic disparity
diversity policy
Internal set of beliefs, values, and procedures meant to form company culture and guide employee behaviors
power distance examples
Larger power distance: Malaysia, Guatemala, Panama, Philippines, Mexico, Greece, China -Small power distance: Small power distance: USA, Canada, Great Britain, Denmark, Sweden WORKPLACE EXAMPLE: In some countries, a line level employee would never approach the President of the company. In others, it is perfectly acceptable
long term v short term orientation examples
Long-term Oriented: China, Hong Kong, Taiwan, Japan, Korea Short-term Oriented: USA, Great Britain, Canada, African countries WORKPLACE EXAMPLE:In some cultures, business deals take YEARS to negotiate. In others, even important decisions are based on short-term gains
avoidance of uncertainty examples
Low: Great Britain, Jamaica, South Africa, China, Philippines, USA (okay with fewer regulations, more relaxed, comfortable with ambiguity) High : Belgium, Japan, France, Germany, Israel (prefer a lot of rules and guidelines) WORKPLACE EXAMPLE:In some cultures, people come to meetings with numerous documents and send agendas in advance and communicate follow-ups. In others, people come together informally to discuss an issue or hold "walking meetings"
how to execute vendor diversity
Make sure diverse suppliers are included in sourcing lists from the beginning .Choose sourcing strategies that align with supplier diversity strategies. After going through the RFP process, negotiate with minority-owned suppliers so both parties' needs are fulfilled. Agree on supplier management and integration metrics in advance Conduct "readiness assessments" with your supplier diversity partners before you enter into new agreements.
supplier diversity statistics
Minority-owned businesses continue to grow faster than non-minority owned businesses The number of minority business enterprises, or MBEs, increased 30% faster than minority population growth...... ...........which means diverse entrepreneurs are outpacing diversity in society
global legislative and public policy trends
Most countries have instituted legislation banning job discrimination against women and members of minority groups. •In some countries, employers are required to provide designated groups of applicants, such as racial and ethnic minorities and women, with a competitive advantage by actively recruiting them for open positions.
whats driving trends in diversity?
Multiple nationalities living within a country; Migration in search of better opportunities and religious or political freedoms ;Equal rights for groups such as older workers, workers with disabilities, sexual orientation
measurement tools of diversity and inclusion
Percentage of minorities and EEO targets Representation of minorities at different levels Line level, middle managers and executive leadership Employee satisfaction surveysExit interviews Volume of discrimination grievances and complaints Customer and vendor satisfaction surveys Retention and turnover rates Internal promotion data
examples of cross cultural communication
Power Distance--Use of titles and better offices for executives •Collaborative cultures—open office "campus" rather than cubes or separate offices (Google, Apple) •Avoidance of Uncertainty—very specific meeting agendas sent out beforehand, recap meeting notes sent after, time keepers, note takers
why measure diversity and inclusion
Prevention of discrimination lawsuits To track how similar your workforce is to your customer base To ensure your staffing is set up to optimize innovation To share externally with Wall Street Competitive advantage To monitor if any groups are under-represented EEOC and Affirmative Action To monitor development and advancement trends
measurement techniques of diversity and inclusion
Quantitative surveys 360-degree feedback Roundtables and skip levels Social media monitoring and listening software Focus groups Third-party evaluation by diversity consultants
level 2 inclusion through CSR
Relates to the organization's sense of being a part of its surrounding community and the community's role in the company's success
level 3: national
Seeks to meet the needs of society
culture
Sets of beliefs and behaviors transmitted through words, symbols and rituals -Language-Clothing-Holiday observances-Food •Culture includes the values that groups attach to these symbols
indulgence vs restraint
The extent to which people try to control their impulses versus acting on whatever they want to do
power distance
The extent to which the less powerful members of an organization have access to those in positions of authority -Hierarchy and layers of authority
avoidance of uncertainty
The extent to which the members of a culture feel threatened by uncertainty, and need predictability in the form of rules. -remember DISC profiles
commitment from the top
The people who will carry out the strategic diversity plan must have the support and active involvement of the CEO, Board of Directors, Executive Team, or Chief Diversity Officer (or some combination of these parties). It is often the CEO that sets the tone for diversity in the company and leads by example for all to follow.
long term v short term orientation
The tendency to do things in a hurry and focus on immediate outcomes versus respecting time and tradition * Remember the DISC
Corporate Social Responsibility (CSR)
This refers to an organization's ethical and socially responsible business behavior. Do they promote environmentally friendly practices? Do they provide volunteers, supplies, or funds to support community causes? Are they aligned with the needs of the communities where they do business and draw its customer base? Do they fund scholarships for diverse students?
recruitment
This refers to the organization's desire and ability to attract individuals with a collective mix of similarities and differences. These include not only race, religion, age, gender, ethnicity, military status, LGBT, but also differences in experience, values, and beliefs. Do they provide internships and recruit from diverse universities?
level 1: individual
Values and utilizes individual differences within its workforce
customer or member experience
What is the experience customers, members or partners have when they interact with the company's employees, products and services? Is it welcoming and inclusive? Can a customer tell if this organization values diversity, and would this promote long-term loyalty?
mission vision and values
What the company stands for in its business sector and to its employees. What does the company want to be known for? What is its reputation? What sets it apart? What is its vision for the long-term future as it serves its customers and develops its employees?
cross cultural communication
a process by which people use symbols to convey meanings to each other
diversity plan
a strategic, comprehensive master plan that represents the company from the inside out and where it stands in an industry, community and global marketplace
cultural fluency barrier
ability to identify, understand, and apply cultural variables that influence the communicative behaviors of members of the other group
masculinity
cultures have clearly defined gender roles, and assertion and competition are rewarded;
Feminitity
cultures value qualities of nurturing and caregiving
DISC personality test
dominance influence steadiness concientiousness -peoples behavioral differences
language fluency barrier
linguistic skills that allow one to function much like a native speaker of the language
the service profit chain
links employee satisfaction to customer loyalty and profitability Happy employees equate to happy customers and translates to increased revenue
non verbal communication barrier
movements, gestures, eye contact and postures; nearly 85% of your message is communicated through non-verbal cues
individualism
pertains to societies in which individual work and achievement is acceptable
collectivism
pertains to societies in which people are integrated into strong groups and exhibit unquestioning loyalty to that group. *Remember DISC profiles
EEOC
was created in the historic Civil Rights Act of 1964. This Act was a bill addressing not only discrimination in employment, but also discrimination in voting, public accommodations, and education as well. The law was forged in an atmosphere of urgency. There was growing unrest in the country emanating from the pervasive and egregious racial discrimination and segregation exposed during the civil rights protests in the 1960s. THUS.........discrimination is illegal but Diversity plans or policies are not required by law.
