Managing Diverse Employees

Introduction to Workforce Diversity

Implementing
Diversity Programs

Glass Ceiling

Sexual Harassment

Diversity Exercise:

Where do you stand
on Affirmative Action
Programs?

Company Profiles:

Individual Company Diversity Programs

Diversity Statements,
Case Studies, Surveys

Introduction to Workforce Diversity

What is Workforce Diversity by USDA. Concise definition of workforce diversity that encompasses the "Four Layers of Diversity" model: Personality, Internal Dimension, External Dimension and Organizational Dimension.

Workforce Diversity: A Business Imperative in the Global Economy by KSA Group. This article builds a business case for workforce diversity, especially for multinational companies that have the opportunity to tap into the talents of individuals in the countries where they operate. Procter & Gamble, TRW, DuPont and Ford are all profiled.

DiversityInc.com "on-line magazine that provides news, resources and commentary on the role of diversity in strengthening the corporate bottom line."

Implementing Diversity Programs

Training Can Damage Diversity Efforts by Shari Caudron, Workforce. (Workforce requires that you complete a free registration before gaining access to its articles). Originally printed in Personnel Journal, April 1993, Vol. 72, No. 4, pp. 50 - 62.

Numerous stories about ineffective diversity training programs.
Advice and discussion about how to identify ineffective training, such as training a minority group on how to assimilate into the corporate culture – implying that there was something wrong with them are therefore needed such training.
"Creating an environment that supports diversity training," such as "commitment and direction from the top" and a clear definition in advance of what the training is supposed to accomplish.
Advice on hiring the right diversity trainer: conducting pilot programs before proceeding on a larger scale, weighing the qualifications of internal versus external trainers, etc.

Strategies To Measure The Results Of Diversity Management by Bobby Siu, Workplace Diversity Update (416). Four steps are discussed for making diversity programs more accountable:

"Define objectives clearly" (ex. "How are diversity management objectives related to the broader corporate objectives?")
"Select valid indicators" – "structural indicators which measure changes in the organization and psychological indicators which measure changes among people in the organization."
"Use appropriate measurement tools." (ex. Using surveys and focus groups to measure employees' level of acceptance of diverse customers)
"Interpret results properly."

Do You Have the Right Approach to Diversity? By Gillian Flynn, Workforce. (Workforce requires that you complete a free registration before gaining access to its articles). Originally printed in Personnel Journal, October 1995, Vol. 74, No. 10, pp. 68-75. Detailed advice on how to ensure that diversity programs get results by::

Gaining support at all levels of management, starting at the top.
Integrating diversity programs with business objectives.
Establishing and delivering quality training programs through the human resources department.

The Harsh Reality of Diversity Programs By Gillian Flynn, Workforce, December 1998, Vol. 77, No. 12, pp. 26-35. (Workforce requires that you complete a free registration before gaining access to its articles). The article explores:

Dissatisfaction among women and minorities about their lack of progress in the workplace, despite diversity programs. The article includes numerous statistics to bolster this perspective, including lower average rates of pay versus white males.
The problems of many diversity programs, such as reinforcing stereotypes and focusing on differences versus commonalties.
Recommendations about how to improve diversity programs, such as directed group discussions about diversity issues.

At Your Library

What Blacks Think Of Corporate America by Shelly Branch, Fortune, Vol 138, July 6, 1998, page 140+ . Find out the results of a survey of 750 respondents who rated their companies on such factors as providing equal hiring, promotion and pay opportunities for blacks, whether or not corporations have improved in offering equal opportunities and the effectiveness or ineffectiveness of affirmative action programs. The survey also asked about respondents about their degree of optimism about their career futures and their opinions about anti-discrimination laws. The article also provides commentary and analysis of the survey results.

Glass ceiling

Training Women for Corporate Leadership, by Michelle Martinez, HR Magazine, April,1997. The article offers:

Results of a survey indicating what happens to women who leave their companies.
Commentary and statistics about women in top positions, such as the low percentage of female executives directly handling profit-and-loss responsibilities.
Description of the Pitney Bowes program for providing better opportunities to women.
Establishing programs that build women's careers from within versus hiring outside for management positions.
Description of Knight-Ridders' efforts to provide equal opportunities for all employees.
Information about women's leadership programs.

Cracking the Glass Ceiling Few Women CEOs, but Change Is Coming, by Neil Glass, ABCNEWS.com, January 4, 1999. Describes the trend towards greater opportunities for women in management at mid-sized companies and in the entrepreneurial world. Also included are profiles of two women who reached executive positions in their firms.

Deloitte & Touche LLP: Optimas Award Profile By Gillian Flynn, Workforce. (Workforce requires that you complete a free registration before gaining access to its articles) Originally printed in Personnel Journal, April 1996, Vol. 75, No. 4, pp. 56-68. When Deloitte & Touche discovered that it was losing a disproportionate number of female accountants, the company decided to investigate the reasons and then solve the problem. This article describes their journey, including what they found out, their recommendations for change and the results of their efforts.

Breaking Through the Glass Ceiling by Ingrid Becker, women.com. Summary of Carol Gallagher's Ph.D. research about women who "break through the glass ceiling" to reach top positions in their organizations. Among the successful approaches that are discussed: taking risks, building a network of contacts and strategic alliances inside and outside the organization and staying in the loop through meetings and other communications.

Lack of promotion leaves minority female execs dissatisfied by Maggie Jackson, Associated Press, June 16, 1998. Commentary and summary of the results of a poll of 1700 minority female executives, such as the percentages who plan to leave their companies and who are satisfied with their opportunities for advancement.

Glass Ceiling Still Intact Summary and analysis of the "1996 Catalyst Census of Women Corporate Officers and Top Earners." A sample of the findings:

"Out of the more than 12,000 corporate officers at the 500 largest U.S. companies, the study showed that 10% were women"
"...Of the 979 women holding VP-level jobs, only 28% held positions with any profit-and-loss or revenue-generating responsibility."

Sexual Harassment

What is sexual harassment in the workplace? by The Law Offices of David H. Greenberg. Precise definitions of two types of sexual harassment: "quid-pro-quo" and "hostile environment." If you are interested in a detailed primer for lawyers that explores these terms in much more detail, as well as applicable court cases, see the Primer on Sexual Harassment in the Workplace, by Barry S. Roberts and Richard A Mann.

Preventing Sexual Harassment by New Media Learning. Select either a supervisory or non-supervisory online course on issues related to sexual harassment. The courses include quizzes to measure your understanding about the subject, key questions and answers, a review of court rulings, discussions about the subtle distinctions that separate acceptable behavior from sexual harassment and a glossary of terms.

Introduction to Workforce Diversity Implementing Diversity Programs Glass Ceiling Sexual Harassment Diversity Exercise: Where do you stand on Affirmative Action Programs? Company Profiles: Individual Company Diversity Programs Diversity Statements, Case Studies, Surveys	Introduction to Workforce Diversity What is Workforce Diversity by USDA. Concise definition of workforce diversity that encompasses the "Four Layers of Diversity" model: Personality, Internal Dimension, External Dimension and Organizational Dimension. Workforce Diversity: A Business Imperative in the Global Economy by KSA Group. This article builds a business case for workforce diversity, especially for multinational companies that have the opportunity to tap into the talents of individuals in the countries where they operate. Procter & Gamble, TRW, DuPont and Ford are all profiled. DiversityInc.com "on-line magazine that provides news, resources and commentary on the role of diversity in strengthening the corporate bottom line."

	Implementing Diversity Programs Training Can Damage Diversity Efforts by Shari Caudron, Workforce. (Workforce requires that you complete a free registration before gaining access to its articles). Originally printed in Personnel Journal, April 1993, Vol. 72, No. 4, pp. 50 - 62. Numerous stories about ineffective diversity training programs. Advice and discussion about how to identify ineffective training, such as training a minority group on how to assimilate into the corporate culture – implying that there was something wrong with them are therefore needed such training. "Creating an environment that supports diversity training," such as "commitment and direction from the top" and a clear definition in advance of what the training is supposed to accomplish. Advice on hiring the right diversity trainer: conducting pilot programs before proceeding on a larger scale, weighing the qualifications of internal versus external trainers, etc. Strategies To Measure The Results Of Diversity Management by Bobby Siu, Workplace Diversity Update (416). Four steps are discussed for making diversity programs more accountable: "Define objectives clearly" (ex. "How are diversity management objectives related to the broader corporate objectives?") "Select valid indicators" – "structural indicators which measure changes in the organization and psychological indicators which measure changes among people in the organization." "Use appropriate measurement tools." (ex. Using surveys and focus groups to measure employees' level of acceptance of diverse customers) "Interpret results properly." Do You Have the Right Approach to Diversity? By Gillian Flynn, Workforce. (Workforce requires that you complete a free registration before gaining access to its articles). Originally printed in Personnel Journal, October 1995, Vol. 74, No. 10, pp. 68-75. Detailed advice on how to ensure that diversity programs get results by:: Gaining support at all levels of management, starting at the top. Integrating diversity programs with business objectives. Establishing and delivering quality training programs through the human resources department. The Harsh Reality of Diversity Programs By Gillian Flynn, Workforce, December 1998, Vol. 77, No. 12, pp. 26-35. (Workforce requires that you complete a free registration before gaining access to its articles). The article explores: Dissatisfaction among women and minorities about their lack of progress in the workplace, despite diversity programs. The article includes numerous statistics to bolster this perspective, including lower average rates of pay versus white males. The problems of many diversity programs, such as reinforcing stereotypes and focusing on differences versus commonalties. Recommendations about how to improve diversity programs, such as directed group discussions about diversity issues. At Your Library What Blacks Think Of Corporate America by Shelly Branch, Fortune, Vol 138, July 6, 1998, page 140+ . Find out the results of a survey of 750 respondents who rated their companies on such factors as providing equal hiring, promotion and pay opportunities for blacks, whether or not corporations have improved in offering equal opportunities and the effectiveness or ineffectiveness of affirmative action programs. The survey also asked about respondents about their degree of optimism about their career futures and their opinions about anti-discrimination laws. The article also provides commentary and analysis of the survey results.

	Glass ceiling Training Women for Corporate Leadership, by Michelle Martinez, HR Magazine, April,1997. The article offers: Results of a survey indicating what happens to women who leave their companies. Commentary and statistics about women in top positions, such as the low percentage of female executives directly handling profit-and-loss responsibilities. Description of the Pitney Bowes program for providing better opportunities to women. Establishing programs that build women's careers from within versus hiring outside for management positions. Description of Knight-Ridders' efforts to provide equal opportunities for all employees. Information about women's leadership programs. Cracking the Glass Ceiling Few Women CEOs, but Change Is Coming, by Neil Glass, ABCNEWS.com, January 4, 1999. Describes the trend towards greater opportunities for women in management at mid-sized companies and in the entrepreneurial world. Also included are profiles of two women who reached executive positions in their firms. Deloitte & Touche LLP: Optimas Award Profile By Gillian Flynn, Workforce. (Workforce requires that you complete a free registration before gaining access to its articles) Originally printed in Personnel Journal, April 1996, Vol. 75, No. 4, pp. 56-68. When Deloitte & Touche discovered that it was losing a disproportionate number of female accountants, the company decided to investigate the reasons and then solve the problem. This article describes their journey, including what they found out, their recommendations for change and the results of their efforts. Breaking Through the Glass Ceiling by Ingrid Becker, women.com. Summary of Carol Gallagher's Ph.D. research about women who "break through the glass ceiling" to reach top positions in their organizations. Among the successful approaches that are discussed: taking risks, building a network of contacts and strategic alliances inside and outside the organization and staying in the loop through meetings and other communications. Lack of promotion leaves minority female execs dissatisfied by Maggie Jackson, Associated Press, June 16, 1998. Commentary and summary of the results of a poll of 1700 minority female executives, such as the percentages who plan to leave their companies and who are satisfied with their opportunities for advancement. Glass Ceiling Still Intact Summary and analysis of the "1996 Catalyst Census of Women Corporate Officers and Top Earners." A sample of the findings: "Out of the more than 12,000 corporate officers at the 500 largest U.S. companies, the study showed that 10% were women" "...Of the 979 women holding VP-level jobs, only 28% held positions with any profit-and-loss or revenue-generating responsibility."

	Sexual Harassment What is sexual harassment in the workplace? by The Law Offices of David H. Greenberg. Precise definitions of two types of sexual harassment: "quid-pro-quo" and "hostile environment." If you are interested in a detailed primer for lawyers that explores these terms in much more detail, as well as applicable court cases, see the Primer on Sexual Harassment in the Workplace, by Barry S. Roberts and Richard A Mann. Preventing Sexual Harassment by New Media Learning. Select either a supervisory or non-supervisory online course on issues related to sexual harassment. The courses include quizzes to measure your understanding about the subject, key questions and answers, a review of court rulings, discussions about the subtle distinctions that separate acceptable behavior from sexual harassment and a glossary of terms.