Examples

1
Align Organizational Systems Practices For
Diversity Cox Ch 6

• Examples
• Time
• Space
• People

2
Aligning Time-based Practices Systems for
Diversity

• E.g., Flextime?
• Allow work to be done in non-business hours
• Specify whether employees are able to take paid
  or unpaid time from work for family reasons
• Enforcing time-off policy similarly for all has a
  diff impact on diff cultural groups

3
Advantages Disadvantages of Flextime

• Adv Helps in attraction, retention motivation
  of diverse workforce
• Dual-career couples
• Women workers (see IBM Thomas 04)
• Men w/parental responsibilities (see IBM Thomas
  04)
• Workers w/eldercare responsibilities
• Workers who want to exchange income for leisure
  time
• Disadv Time off policies conflicts with business
  strategy to stay productive with few workers
  working longer hours

4
Aligning Space-based practices for Diversity What
are Class Distinctions?

• Policies reinforcing status hierarchies based on
  gender, class, work type
• Symbolic
• Substantive

5
Symbolic Class Distinctions

• Unequal access to washrooms for both sexes
• Fewer washrooms for women vs. men when having
  equal number
• Reserved parking areas by job-type
• Could serve as a reward for some?
• Restricted access to some office floors
• Different office furnishings based on job level
• Executive dining rooms/washrooms

6
Substantive Class Distinctions

• Differential benefits (e.g., retirement, vacation
  time) for hourly vs. salaried employees
• Unjustified differences in access to information
• Differences in access to incentive compensation
  (e.g., stock options) based on job-type

7
Aligning Systems Practices For Diversity

• Examples
• Time
• Space
• People

8
Aligning Recruiting Practices to Diversity

• Hire promote those less resistant to making
  workplace more inclusive
• Examples
• Selection Tools
• Recruiting Teams
• Recruiting Sources
• New Hire Orientation

9
Recruiting Practices Selection Tools

• Selection tools assess diversity competency
• Include diversity related material in selection
  tools (e.g., interview questions assess diversity
  competency) to gauge applicant skill in resolving
  issues pertaining to diversity
• Assess previous training or educational
  experience on diversity

10
Recruiting Practices Recruiting Teams Sources

• Form recruiting teams of members of different
  work specialization, gender, race, age
• Serve as role models, have different perspectives
  in hiring
• Ensure a broad representation of disciplines
  universities when recruiting
• E.g., Native Americans, People with Disabilities,
  Hispanics, Women (IBM Thomas 04)

11
Recruiting Practices New Hire Orientation

• Clearly identify organizations diversity-related
  commitment achievements
• Assign buddies/mentors to aid in socialization
  into organizational culture (e.g., IBM)
• Attend to implications of diversity for mentoring
  (i.e., minority group new hires have mentors
  from majority minority groups see Dear White
  boss article)

12
Aligning Performance Appraisal Practices for
Diversity

• Check for Group Identity Effects
• Use diversity as a criterion for assessing
  performance

13
Does group identity affect Performance Appraisals

• Group identitygender, ethnicity, age etc.
• Examine performance evaluations by group identity
  of evaluator and employee
• Identify reasons for differences
• Avoid perpetuating stereotypes E.g., Teaching
  evaluations study

14
Causes for Group Identity Differences in
Performance Appraisal

• Pre-existing group differences in education,
  experience, post-hire training
• Existence of work-climate barriers (e.g,
  stereotyping, prejudice, ethnocentrism) that
  prevent members of some groups to perform at
  their full potential

15
Causes for Group Identity Differences In
Performance Appraisal

• Supervisors use of stereotypes or level of
  prejudice results in lower evaluations of some
  groups even though performance of all groups is
  similar
• Asking employees to evaluate themselves can
  disadvantage some groups due to differences in
  modesty

16
Overcoming Group Differences in Performance
Appraisals

• Change performance appraisal instrument
• Use multiple sources to evaluate performance
• Enhance awareness of bias training on how to
  avoid it in ratings
• Enhance awareness of removal of work-climate
  barriers that lead to differences in actual
  performance

17
Aligning Performance Appraisal Practices for
Diversity

• Check for Group Identity Effects
• Use diversity as a criterion for assessing
  performance

18
Diversity as a Criterion in Performance Appraisal

• Examine performance appraisal process to
  determine how to integrate diversity content into
  it
• Identify specific behaviors that enable a
  diversity-tolerant climate
• Include behaviors that represent bad
  diversity-related performance

19
Diversity as a Criterion in Performance Appraisal

• Incorporate diversity behaviors into planning
  assessment stage of performance appraisal
• Tab 6.2 6.3
• Ensure rewards, development staffing decisions
  are made as a consequence of displaying good
  diversity-related performance

20
Aligning Career Development Practices for
Diversity

• Example Career Development Practices
• Job Postings
• Annual Development Planning
• Succession Planning
• Global Career Paths

21
Career Development Practices Job Postings

• Make all opportunities visible to qualified
  members of all identity groups
• Use a competitive fair screening process to
  ensure consideration of all applicants
• Provide specific feedback to non-selected
  applicants to prevent misattributions

22
Career Development Practices Annual Development
Planning

• Specify skills and competencies to be
  strengthened in the coming year, provide action
  plan to acquire them
• Help increase pool of qualified underrepresented
  groups for future vacancies
• Incorporate diversity competency as part of
  action plans for majority group members (e.g.,
  Tab 6.4)

23
Career Development Practices Succession Planning

• Identify those who can be potential replacements
  for people occupying key jobs in the org ensure
  that they get the developmental experience they
  need for such key jobs
• Ensure that the succession planning candidate
  pool is diverse on gender, race, national origin,
  work specialization etc.
• Ensure candidates in succession planning
  candidate pool are diversity-competent

24
Career Development Planning Global Career Paths

• Provide multi-national career paths for
  high-potential employees
• Knowledge gained by those with multi national
  experience should be passed to others to aid in
  their development
• Ensure equal opportunity for multinational jobs
• Ensure cultural training to people going to
  from country where company has headquarters (not
  just those going to other countries)

25
Kinds of Systems Practices to Align for
Diversity

• Time Flextime Policies
• Space Class Distinctions
• People
• Recruiting Practices
• Selection Tools
• Recruiting Teams
• Recruiting Sources
• New Hire Orientation
• Performance Appraisal Practices
• Check for Group Identity Effects
• Using diversity as a criterion for assessing
  performance
• Career Development Practices
• Job Postings
• Annual Development Planning
• Succession Planning
• Global Career Paths