HRM Chapter 5
service employees need to be able to ____ their customers ____
"read"; to understand them, anticipate and monitor their needs and expectations, and respond sensitively and appropriately to those needs and expectations; in the service game, "customer literacy" is an essential skill
to survive, to serve, and to succeed, organizations need to accomplish goals that are defined ___, which means ____
more broadly than ever before (e.g., world-class quality, reliability, and customer service); carrying out strategies that no one part of the organization can execute alone.
when two foreign businesses attempt a long-distance marriage, the obstacles are
national cultures as well as corporate cultures-50% of U.S. managers either resign or are fired within 18 months of a foreign takeover, and many of the managers report a kind of "culture shock" (as one manager put it, "You don't quite know their values, where they're coming from, or what they really have in mind for you")
women's share of the labor force slightly
exceeded that of men in 2019 (50.04% of jobs), but a gap in the labor-force participation rate of men and women 16 and up persists-57.7% for women versus 69.2% for men
five crucial steps to implement diversity and inclusion
1. identify key stakeholders, 2. build in accountability, 3. communicate diversity and inclusion on a continuous basis, 4. create a formal project plan, 5. move beyond hiring to include diversity and inclusion in every aspect of employment
5 reasons diversity and inclusion have become such key considerations in managing an organization's human resources
1. the shift from a manufacturing to a service economy, 2. globalization of markets, 3. business strategies that require more teamwork, 4. mergers and alliances that require different corporate cultures to work together, 5. the changing labor market
white non-Hispanics accounted for
64.6% of the labor force in 2014, which will drop to 59.6% by 2024
the term Hispanic encompasses
a large, diverse group of people who come from distinctively different ethnic and racial backgrounds and who have achieved various economic and educational levels
buying power
a person's disposable income after taxes that allows him or her to make purchases
extended leave
a policy in some companies to grant longer leaves of absence, with or without pay, as a way to retain talent; only half of working Americans are covered by the FMLA, and only 12%, some firms go much further
reports of discrimination correlate with
a tendency to feel "burned out," a reduced willingness to take initiative on the job, and a greater likelihood of planning to change jobs; a large-scale study of more than 475,000 professionals and managers from 20 large corporations found that minorities and women quit companies much more often than white males do, especially during the early period of employment, although over time, racial differences in quit rates disappear, which represents millions of dollars in lost training and productivity
mentoring
a way to engage managers and chip away at their biases; great ___ help teach their protégés through active listening, support, and challenging them to be better; salesforce found that 95% of employees with mentors were promoted within 18 months; these programs tend to make the managerial ranks much more diverse, on average, they boost the representation of Asian, African American, and Hispanic men and women by 9-24%; reverse ___ (younger workers mentoring older colleagues) also promotes D&I, so millennials at a major airline worked with HR to develop a reverse mentoring program to foster intergenerational collaborations
inclusion
according to the Society for Human Resource Management, a work environment in which all individuals are treated fairly and respectfully, have equal access to opportunities and resources, and can contribute fully to the organization's success; the full potential of diversity can only be realized when all members of an organization feel included, that they belong, and that they are respected for who they are and what they offer
changes in technology
advances in technology, both in the home (e.g., Siri, Alexa, or Google Assistant smartphone apps to control the home) and in the workplace (e.g., robotics), have reduced the physical effort and time required to accomplish tasks; through this, more women can now qualify for formerly all-male jobs, and, for some women and for some types of jobs, technology makes virtual work arrangements possible, thus helping the women to balance their work and personal lives
visible dimensions of diversity
age, culture, gender, nationality, ethnicity/race, mental/physical status
six priorities to consider to maximize the use of older workers:
age/experience profile, job-performance requirements, performance management, incentives to stay or leave, training and counseling, adjust jobs
changes in the economy
although there has been an increasing shift away from goods production and toward service-related industries, there are increasing numbers of female employees in all types of industries; today, women make up 40% of U.S. business owners (12.3 million businesses), generating $1.8 trillion in revenues; women-owned businesses include the same types of industries as are in the Fortune 500; about 60% of couples are dual earners; the percentage of female C-Suite executives varies from about 20% (software, engineering, and industrial manufacturing) to 25% in banking and consumer finance, to 35% in health-care systems and services; unfortunately, today U.S. women who work full-time make about 80 cents for every dollar earned by men, a gap that exists at all ages, but is generally narrower when workers are young and widens more significantly as women age and advance into higher-paying careers, but has not changed for almost 20 years; even after accounting for age, experience, and education, the pay gap among men and women in comparable jobs is still about 5%; as a group, women who interrupt their careers for family reasons never again make as much money as women who stay on the job-women overall lose an average of 18% of their earning power when they take an off-ramp, in business, it's 28%, and the longer the time out, the more severe the penalty, 3+ years out and women lose 37%of their earning power; women in paid jobs still bear most of the responsibility for family care and housework
flexible scheduling
an option granted to workers to set the times they will work, within specified boundaries
lesbian/gay/bisexual/transgendered (LGBT) employees statistics
as a group, are highly educated; constitute 4.5% of the population (about 11 million people); buying power in 2018 was almost $1 trillion and is growing by about 10% each year; as consumers, are very loyal to specific brands, wishing to support companies that support the gay community and that provide equal rights for them as workers
obsolescence
as it pertains to human resource management, the tendency for knowledge or skills to become out of date
awareness training
attempts to increase trainees' awareness of their biases, including stereotypes
performance management for older workers
beware of age grading: subconscious expectations about what people can and cannot do at particular times of their lives; most mature workers are still interested in self-improvement and like other workers, they want feedback on how they could do their jobs better or extend their careers
D&I should be linked to
every business strategy (eg, recruiting, selection, placement (after identifying high-visibility jobs that lead to other opportunities within the firm), succession planning, performance management, reward systems)
move beyond hiring to include diversity and inclusion in every aspect of employment
bias can thwart diversity at every step of the hiring process—recruiting, screening, interviewing, and on-boarding; inclusion is bigger than hiring alone, it's about feeling that one belongs in an organization; to make that happen, it's important that employees and managers work together, really engaging with each other, and that the organization rewards individuals and teams for smart risk taking; encourage employees to discuss mistakes openly and to think about mistakes as learning opportunities rather than signs of incompetence
generation Z
born 1996-2010; the first generation of true digital natives; are attracted to careers that promise both purpose and pragmatism; on track to be the most diverse and highly educated generation yet; its members came of age in a post-September 11 world, saturated with news of terrorism, war, and economic distress, which has influenced them to be goal oriented, planning careers and seeking job security earlier than previous cohorts; are highly skeptical, inclined to fact-check everything; true digital natives who believe that smartphones are essential to living and working, so they reach for their phones first to find the answer to a question, learn a new skill, apply for a job, or connect with friends; will be attracted to careers that have both purpose and pragmatism, believe that jobs should have a greater meaning than just earning a paycheck
diversity beyond gender and ethnicity/race as well as diversity of experience are likely to
bring some level of competitive advantage for firms that are able to attract and retain such talent
training designed to create behavioral change
can be divided further into awareness and skill training
five key forces that account for increasing women in the workforce
changes in the family, education, self-perception, technology, and the economy
customers everywhere worship two words
cheap and available
a number of factors have encouraged women to raise their expectations and levels of aspiration sharply higher, such as
civil rights legislation, well-publicized judgments against large companies for gender discrimination in employment, the #MeToo and Time's Up movements, and Cheryl Sandberg's 2013 book, Lean In
communicate diversity and inclusion on a continuous basis
communicating about why diversity is crucial for the success of the business is important; must be frequent and include a variety of channels, such as social media, newsletters, intranet, seminars, meetings, and posters
statistics for diversity
companies in the top quartile for racial and ethnic diversity are 33% more likely to outperform competitors on profits than those in the bottom quartile; companies in the top quartile for gender diversity are 21% more likely to outperform competitors on profits than those in the bottom quartile; having gender diversity on executive teams is consistently positively correlated with higher profitability across geographies; companies in the bottom quartile on both gender and ethnic diversity underperform their industry peers by 29% on profitability; unequal performance of companies in the same industry and the same country implies that diversity is a competitive differentiator that shifts market share toward more diverse companies
women in the workforce statistics
constitute 47% of the U.S. workforce and hold 52% of all managerial and professional positions
workers 50 and older
contribute 40% of the U.S. gross domestic product (GDP); only 2% of them expect to retire before age 55; their experience, wisdom, and institutional memories (particularly about mission-critical procedures and processes) represent important assets to firms; progressive organizations will continue to develop and use these assets effectively because they see them as important elements of the diversity mix
job performance requirements for older workers
define more precisely the types of abilities and skills needed for various posts; whereas physical abilities decline with age, especially for heavy lifting, running, or sustained physical exertion, mental abilities generally remain stable well into a person's 80s; clear job requirements serve as the basis for improved staffing, job design, and performance-management systems
coordinating team talents to ___ is a difficult, yet essential, aspect of business strategy
develop new products, better customer service, or ways of working more efficiently
training and counseling for older workers
develop training programs to avoid midcareer plateaus and to reduce obsolescence (the tendency for knowledge or skills to become out of date). Programs should reflect the special needs of older workers, who can learn but need to be taught differently (e.g., by using self-paced programs instead of lectures).
a key source of problems in mergers, acquisitions, and strategic international alliances is
differences in corporate cultures-according to 2 studies, integrating culture is the top challenge, corporate cultures may differ in many ways, such as the customs of conducting business, how people are expected to behave, and the kinds of behaviors that get rewarded
understanding the things that make up a person's culture helps
diverse peoples to deal more constructively with one another, conversely, misunderstandings among people of goodwill often cause unnecessary interpersonal problems and have undone countless business deals
teams mean ____, and the best teams share ____
diverse workforces, three characteristics: 1. members are tolerant of their teammates' perspectives, 2. members represent diverse personalities (e.g., introverts and extroverts, improvisers and organizers), 3. members feel they can share thoughts, ideas, and concerns without fear of ridicule or punishment (they feel "psychologically safe")
by 2040, an estimated 70 percent of American workers will be
either women or members of what are now racial minorities
perhaps the biggest barrier for workers with disabilities is
employers' lack of knowledge
managing diversity
establishing a heterogeneous workforce (including white men) to perform to its potential in an equitable work environment where no member or group of members enjoys an advantage or suffers a disadvantage; a pragmatic business strategy that focuses on maximizing the productivity, creativity, and commitment of the workforce while meeting the needs of diverse consumer groups
firms have found that only through work teams can they ____; virtual teams ____; team membership is often ___
execute newly adopted strategies stressing better quality, innovation, cost control, or speed; domestic or global, promise new kinds of management challenges, members are dispersed geographically or organizationally, their primary interaction is through some combination of electronic communication systems, they may never "meet" in the traditional sense; fluid, evolving according to changing task requirements, which has created a rich opportunity for members from diverse backgrounds to learn to work productively together
10 suggestions for integrating Generations X, Y, and Z into the workforce
explain to them how their work contributes to the bottom line, always provide full disclosure create customized career paths, allow them to have input into decisions, provide public praise and regular feedback, not just once a year, forget the 9-to-5 schedule, encourage the use of mentors, provide access to innovative technology and prepare your IT platform to accept BYOD (bring your own device), get everyone involved, consider new benefits and compensation strategies, such as help paying off student loans, benefits are sent directly to a third-party vendor and applied to the principal, reducing the overall size of the loan, offer opportunities for community involvement and lots of opportunities for training and leadership development
five ways that firms today provide women with opportunities not previously available to them
extended leave, modify performance reviews for those on extended leave, offer targeted programs to subsets of high-potential women, flexible work arrangements, including flexible scheduling and teleworking, offer women high-level sponsorship and profit-and-loss responsibility
valuing diversity and inclusion means more than ____; to manage D&I effectively, ___
feeling comfortable with employees whose race, ethnicity, or gender differs from your own-means more than accepting their accents or language, their dress or food, means learning to value and respect styles and ways of behaving that differ from yours; there is no room for inflexibility and intolerance—displace them with adaptability and acceptance
at present, the U.S. workforce is populated by
five generations of workers, each with different, often conflicting values and attitudes: the silent generation, the baby-boom generation, generation X, generation Y, generation Z
views of community involvement among different generations
gens x-z have high rates of volunteerism and will look for opportunities to continue this in the context of the workplace
poll after poll of employers demonstrate that they regard most people with disabilities, roughly 57 million in the United States, as ____, but _____
good workers, punctual, conscientious, and competent if given reasonable accommodation; despite this evidence, persons with disabilities are less likely to be working than any other demographic group under age 65, whereas 68.5% of those without a disability are in the labor force, only 19.3% of those with a disability are
to attract and retain racial and ethnic minorities, consider taking the following steps
hire only search firms with solid track records for providing diverse slates of candidates for positions at all levels, forge links with colleges and universities with significant numbers of minority students, and bring real jobs to the recruiting table, consider labeling résumés by number and deleting names from them, start formal mentoring and succession programs to ensure that minorities are in the leadership pipeline, include progress on D&I issues in management performance reviews and compensation, develop career plans for employees as part of performance reviews, promote racial and ethnic minorities to decision-making positions, not just to staff jobs, provide all employees with confidential outlets to air and settle grievances (eg, telephone and e-mail hotlines)
age/experience profile for older workers
identify types of jobs where they can use their experience and talents most effectively
empirical evidence indicates that diversity training has ___ effects
modestly positive on both cognitive and behavioral change, but are much stronger when such training incorporates active (e.g., group-based exercises) rather than passive (lecture, video) forms of instruction-emphasize tolerance, with a goal of effective dialog through open and honest conversations, the behavior of employees and managers at every level, every day, must show that they live the values of tolerance and respect, and that D&I is more than just a slogan
conclusions regarding women in the workforce
if all the working women in the U.S. were to quit their jobs tomorrow and stay at home to cook and clean, businesses would disintegrate, there is no going back to the way things were before women entered the workforce; what many people tend to think of as women's issues really are business and competitiveness issues, but companies that routinely don't offer child care and flexibility in work scheduling will suffer along with their deprived workers; women aren't less committed employees, working mothers especially; 3/4 of professional women who have quit large companies did so because of lack of career progress, only 7% left to stay at home with their children; it's important that executives see that creative responses to work-family dilemmas are in the best interests of both employers and employees; adjustments to work schedules (flextime), extended maternity and paternity leaves, and quality day care based near the job come a little closer to workable solutions
create a formal project plan
include measurable objectives that are integrated with the rest of a company's strategic objectives and operations
task forces
including cross-functional ones, generate three benefits important to D&I programs: 1. they promote accountability, 2. they engage employees and managers who previously might have been cool to such projects, 3. they increase personal contact among the women, minorities, and white men who participate; on average, companies that use diverse task forces see 9- 30% increases in the representation of white women and of each minority group in management over the following 5 years, unfortunately, only 20% of medium and large employers have these
from 2014 to 2024, Asians' share of the labor force will ___, the Hispanic share will ___, and the African-American share will ___
increase from 5.6 to 6.4%; increase from 15.5 to 18.3%; increase slowly from 12.4 to 12.9%
training designed to disseminate information
informs employees of their organization's diversity strategy and expectations, a cognitive-based change
suggestions for handling concerns about diversity and inclusion
inquire ("What makes you say that?"), show empathy ("It is frustrating when you can't understand someone"), educate (debunk myths, provide facts, explain), state your needs or expectations ("Let's develop an approach we can both live with"), don't polarize people or groups ("What might be other reasons for this behavior?")
views of compensation among different generations
it seems to be more important to Gen Xers; Gen Yers rate six types of rewards at least as important as compensation: high-quality colleagues, flexible work arrangements, prospects for advancement, recognition from one's company or boss, a steady rate of advancement and promotion, and access to new experiences and challenges; for Gen Z, the two career goals most important to them are work-life fit and job security, others are autonomy, leadership opportunities, dedication to a cause, and the chance to be creative
overall, the majority of employees in different generations work well together, when conflict does occur, ___
it seems to stem from three primary causes: work ethic (different generations have different perceptions of what makes an employee dedicated), organizational hierarchy (some members of younger generations bypassing the chain of command and some members of older generations believing that seniority trumps qualifications), and management of change (some members of older generations are perceived as reluctant to change, whereas members of younger generations seem eager to try new ideas constantly)
changes in the family
legalized abortion, contraception, divorce, and a declining birthrate have all contributed to a decrease in the number of years of their lives most women devote to rearing children-about 76% of mothers with children under 18 years of age work for pay outside the home, including 65% of mothers with children under 6 years old; to lure them back to work, it's important that line managers create an open dialog that begins before maternity leave and focuses on how to approach the leave, communication preferences while on leave, and developing a plan for handovers at the start and end of leave; most successful programs position parental leave as a brief interlude, not a major disruption, offer gradual returns to work, and set up mentoring programs that match new parents with high performers who are experienced caregivers
incentives to stay or leave for older workers
management must decide if it wants to encourage some older workers to continue with the organization; it must also consider selectively encouraging turnover among those it doesn't want to continue; what effects will different incentives have on the workers management wants to continue and on the ones it doesn't?
despite their importance, D&I strategies are difficult to implement, and often do not deliver the benefits they promise because
many companies underestimate the time and effort required to implement a D&I strategy, rather than working toward integrating it into the organization's broader business strategy and all HR activities, companies sometimes see it as just another "stand-alone project," or they fail to address more issues, such as management style, hierarchy, and culture
changes in self-perception
many women juggle work and family roles, which often causes personal conflict, and the higher they rise in an organization, the more that work demands of them in terms of time and commitment; many women executives pay a high personal price for their organizational status in the form of broken marriages or never marrying at all, so a major goal of EEO for women is to raise the awareness of these issues among both women and men, so that women can be given a fair chance to think about their interests and potential, to investigate other possibilities, to make an intelligent choice, and then to be considered for openings or promotions on an equal basis with men
a growing number of companies now realize that their workforces should _____; when companies discover they can communicate better with their customers through these employees, ____
mirror their customers-similarities in culture, dress, and language between service workers and customers create more efficient interactions between them and better business for the firm; those companies then realize they have increased their internal diversity, meaning they have to make every employee feel that he or she belongs
silent generation
people born 1930-1945, who dedicated themselves to their employers, made sacrifices to get ahead, and currently hold many positions of power; born in the middle of the Great Depression; too young to have fought in World War II, they were heavily in demand; many went to the best colleges, were courted by corporations, rose rapidly, and were paid more than any other group in history; they embraced their elders' values and became good "organization men" (i.e., they gave their hearts and souls to their employers and made whatever sacrifices were necessary to get ahead), in return, employers gave them increasing job responsibility, pay, and benefits; many members have retired, but others hold positions of power (e.g., corporate leaders, members of Congress)
baby-boom generation
people born 1946-1964, currently 54% of the workforce; many believe that the business of business includes leadership in redressing social inequities; experts typically divide it into early ___ (1946-1954) and late ___ (1955-1964); each group was socialized differently and had different experiences while growing up; generally speaking, they believe in rights to privacy, due process, freedom of speech in the workplace, that employees should not be fired without just cause; and believe that the best should be rewarded without regard to age, gender, race, position, or seniority; represent a huge base of knowledge and talent in organizations, bring years of management and leadership expertise that cannot be replaced easily, so fortunately, they do not change jobs frequently-median years of tenure on the job is only 2.8 for workers ages 25 to 34, but 10.1 for those aged 55 to 64.5
generation X
people born 1965-1980, who grew up in times of rapid change, both social and economic; also known as baby busters; represents approximately 53 million Americans, or about 1/3 of the workforce; hurt more by parental divorce and having witnessed corporate downsizing first-hand, they tend to be independent and cynical and do not expect the security of long-term employment; also tend to be practical, focused, and future oriented; demand interesting work assignments and thrive on open-ended projects that require sophisticated problem solving; a computer-literate generation; five characteristics define the kinds of work environments that they find most rewarding: 1. control over their own schedules, 2. opportunities to improve their marketable skills, 3. exposure to decision makers, 4. the chance to put their names on tangible results, and 5. clear areas of responsibility
generation Y
people born 1981-1995; includes offspring of baby boomers as well as an influx of immigrants through the 1990s; have grown up with sophisticated technologies, having been exposed to them much earlier in life than members of Generation X; also known as "Millennials"; comprise 35% of the U.S. workforce and will comprise 3/4 of the global workforce by 2025; each country's are different, but because of globalization, social media, the exporting of Western culture, and the speed of change worldwide they're more similar to one another than to older generations within their nations; a group that grew up texting and instant messaging; are more accepting of differences, not just among gays, women, and minorities, but among everyone; mantra is simple: challenge convention, find new and better ways of doing things; value what they do for work above all else, on average, they would be willing to give up $7,600 in salary every year to work at a job that provided a better environment for them
midcareer plateaus
performance by midcareer workers at an acceptable but not outstanding level, coupled with little or no effort to improve performance
possible modifications for workers with disabilities
placing a desk on blocks, lowering shelves, and using a carousel for files are all inexpensive accommodations that enable people in wheelchairs to be employed, install telephone amplifiers for hearing-impaired individuals or computer-screen readers that provide speech and Braille output for visually impaired individuals; hearing aids with Bluetooth connectivity can be connected to smartphones to make it easier to hear phone conversations; use flextime, job sharing, and other modifications to the work schedule to help persons with disabilities to continue to work-actions like these enable persons with disabilities to work, gain self-esteem, and reach their full potential, a key objective of D&I
growth in the service economy
productivity in this sector continues to increase, whereas the need for additional labor decreases; virtually all of the growth in new jobs will come from service-producing industries; service-industry jobs, such as in banking, financial services, health services, tourism, hospitality, and retailing, imply lots of interaction with customers
D&I means that dignity, respect, and belongingness
replace bias and exclusion
build in accountability
role of managers is critical; ask them to provide quarterly or semiannual reports on what they are doing to promote diversity and inclusion; some large organizations have created a diversity office or appointed a chief diversity officer; doing so creates a kind of social accountability; when people know that they might have to explain their decisions, they are less likely to act on bias
service economy statistics
roughly 71% of U.S. employees work in service-based industries, and that figure is projected to stay at that level through 2024; manufacturing employment is projected to drop slightly from 8.1% in 2014 to 7.1% in 2024
Asian Americans statistics
share of the workforce comprised by them was 5.3% in 2012 and is expected to reach an estimated 6.3% by 2022, largely due to immigration; their buying power exceeded $1 trillion in 2018 and it is expected to reach $1.3 trillion by 2023, propelled by the fact that they're are better educated than the average American-50% of them ages 25 and over have a bachelor's degree or higher, compared with 28% of the total population, so many hold top jobs, and the increasing number of successful entrepreneurs also helps to increase the group's buying power; several notable best companies for them to work for are Workday, St. Jude Children's Hospital, Salesforce, Hyatt Hotels, Genentech, Intuit, and American Savings Bank, all offer progressive HR policies
changes in education
since World War II, increasing numbers of women have been attending college; women now earn 57% of all undergraduate degrees, 59% of all master's degrees, and 53% of all doctorates, including about 50% of all undergraduate business degrees and 55% of all MBAs
age grading
subconscious expectations about what people can and cannot do at particular times of their lives
skill training
teaches specific skills and behaviors (e.g., do's and don'ts of interpersonal behavior at work)
in terms of solutions to any intergenerational conflict, it appears
that separating workers from different generations does not work, what does work is communicating information in multiple ways (oral and written, formal and informal), thereby addressing different generations' learning styles, collaborative decision making ("co-creation") and training managers to handle generational differences; at the same time, it is important to recognize that all generations want to be treated with respect, they want leaders whom they can trust; most people are uncomfortable with change, everyone wants to learn, and everyone likes feedback
the labor force will continue to age, with
the 55-and-older group moving from 34.2 to 38.2% from 2014 to 2024; over the same time period, the percentage in the 25 to 54-year age group will shrink from 50.2 to 47.9%, and for the 16 to 24-year age group, it will shrink from 15.6 to 13.8%
identify key stakeholders
the CEO and other senior leaders must be D&I "culture carriers," involved and credible through their actions; they should be visible at workshops, training programs, and question-and-answer sessions on D&I; process starts with the CEO, but there must be buy-in both up and down the organization chart; executives, managers, and rank-and-file employees must understand the purpose of D&I and how it will help them do their jobs more effectively
diversity
the ability to live and work with people who are different from us; matters because we increasingly live in a global world that has become deeply interconnected, and an increasing body of evidence shows that companies with more diverse workforces perform better financially
culture
the characteristic customs, social patterns, beliefs, and values of people in a particular country or region, or in a particular racial or religious group; helps people make sense of their part of the world, provides them with an identity, one they retain even when they emigrate (eg, family patterns, customs, social classes, religions, political systems, clothing, music, food, literature, laws)
equal employment opportunity (EEO) for women
the raising of awareness of issues among both men and women so that women can be given a fair chance to think about their interests and potential, to investigate other possibilities, to make intelligent choices, and then to be considered for openings or promotions on an equal basis with men
to derive maximum value from a diverse workforce, corporations now realize that it's not enough just to start a mentoring program or to put a woman on the board of directors, rather,
they have to undertake a host of programs, and not just inside the company
to celebrate diversity is
to appreciate and value individual differences
with more options to choose from, customers have more power ____, and firms ____
to insist that their needs and preferences be satisfied; have to understand those needs and preferences to establish them-some firms have established a strong local presence, others have forged strategic international alliances
D&I training generally falls into one of two broad categories:
training designed to disseminate information and training designed to create behavioral change
ethnic minorities
under-represented groups of people classified according to common traits and customs
visible or invisible dimensions of diversity
veteran status, religion, sexual orientation, language
the challenge for organizations, and for the managers who run them, is to leverage diversity in
ways that will capitalize on the strengths that each person brings, and to encourage behaviors that will make the organization an employer of choice as well as one that can generate products or services that make it successful in the marketplace
prospective employers want to know
what job applicants can do for them, not what their limitations are; if you can show a prospective employer that you will bring in customers, design a new product, or do something else that makes a contribution, employers will hire you, a disability won't matter if you can prove that you will contribute to the employer's bottom line; organizations may not have jobs, but they always have problems; if you can show that you are a problem solver, then it won't matter if you are blue, green, or confined to a wheelchair
Hispanics statistics
will constitute 19.8% of the civilian labor force by the year 2024 and experience many of the same disadvantages as African Americans; Mexicans, Puerto Ricans, and Cubans constitute the three largest groups classified as this, and they're concentrated in four geographic areas: most Mexican Americans reside in California and Texas, most Puerto Ricans in New York, and most Cuban Americans in Florida, these four states account for 73% of the firms owned by them; these entrepreneurs in the United States own more than 4.4 million businesses, contributing more than $700 billion each year to the U.S. economy; labor-force participation rates for them as a group are growing rapidly; getting wealthier, as mean household income reached $50,486 in 2018; buying power among them reached $1.7 trillion in 2019, accounting for nearly 11% of the nation's total buying power
statistics for African-Americans
will make up about 12.7% of the U.S. civilian workforce by the year 2024; according to the U.S. Census Bureau, own 2.5 million businesses in the U.S. employ more than a million people, and generate $187.5 billion in revenue; overall, these small business owners are younger and include more women than the general small business population; buying power of these consumers reached $1.2 trillion in 2018; held just 10 percent of profit-and-loss jobs in large companies; among the Fortune 500 largest firms, there were four of these chief executive officers in 2019; top companies include Methodist Le Bonheur Healthcare, Texas Health Resources, FedEx, Foot Locker, Delta Airlines, Kimpton Hotels and Restaurants, Quicken Loans, Aflac, and AT&T
more diverse companies are better able to
win top talent and improve their customer orientation, employee satisfaction, and decision making, leading to a virtuous cycle of increasing returns
over the next 25 years, the U.S. workforce will comprise more ____; more than 500 million people, double the number today, will legally work ____ because ____
women, immigrants, people of color, and older workers; outside their home countries in the next 20 years; experts point to factors such as conflict, natural disasters, climate change, and economic opportunism, our workplaces will be characterized by more diversity in every dimension-skeptical managers, supervisors, and policymakers need to understand that different does not mean deficient, only when employees at every level truly believe that they belong will their employers be able to build the trust that is essential among the members of high-performance work teams
teleworking
work carried out in a location that is remote from central offices or production facilities, where the worker has no personal contact with coworkers but is able to communicate with them using electronic means
invisible dimensions of diversity
working-style preference, diversity of thought, family status, values and beliefs, education, socioeconomic status, life experiences, perspectives