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A PROJECT REPORT ON
TABLE OF CONTENTS
INTRODUCTION
Today, at the beginning of the 21st century, the world is submerged in a wide
range of demographic trends which have the potential to radically change the
demographic, cultural and ethical mixture of the population in many countries
within just a few decades.
Top managers often say that their company's people are its most important
asset. In a tight job market and a global economy a company that puts people
first - regardless of their race, religion, gender, age, sexual preference, or
physical disability - wins.
Companies, especially big multinational players which have to deal with these
changes, are growingly forced to react. Employees, once a homogenous group
in many countries, are increasingly diverse and need to be integrated within and
into working environments. Diversity can present an immense source of
opportunities but it can also mean the opposite, a big threat.
Promoting workforce diversity is a process that takes place in many stages and
on many levels. It requires HR professionals first to recruit a competent and
qualified staff, then to accommodate individual needs within the context of the
work team and the organization.
What is diversity?
Diversity to us means all aspects in which people differ from one another. This
includes both the visible and relatively easily demonstrable personal
characteristics such as gender, age and ethnicity, as well as the less visible
personal characteristics, such as competencies, needs and wants, work styles
and character traits. Each employee has his or her own, unique combination of
such characteristics. Another definition describes diversity as creating high
performing organizations through valuing and using all the talents of employees
of different groups. Regardless of how diversity is defined, it is an issue that is
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sweeping the nation. If the corporate society does not address the issue by
learning how to manage diversity, they will fail.
“It is very helpful to suggest that diversity is not so much an end in itself as it
is a condition of our society and the condition of the World in which we live.”
Frank Wong
University of Redlan
Diversity Management
Diversity
Managemen
t
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First, there is an increase in the cost of training. This increase comes from costs
associated with seminars, programs and lectures given to promote diversity in
the corporation. These types of training are given to all levels of staff within the
organization. They teach employees others. These programs also teach one how
to deal with conflicts and prejudice in a professional and civil manner.
Another study by Corning Glass stated that between the years 1980 - 1987, the
turnover rate for women in a professional job was two times higher than males.
Women also have a 58 percent higher absentee rate than men. Yet, another
study shows that a person, who is not a member of the “inner group”, will be
one of the first to leave a company (White, 1999). Some research contradicts
the idea that flextime reduces these rates; however absenteeism and turnover
can cost a company up to and over $3 million annually.
An often heard argument to avoid having to put energy into diversity is that it
only leads to misunderstanding, undesired formation of groups, communication
problems and conflicts in the work force. When put like this, paying attention
to diversity seems a useless investment.
Attraction for a wider group of customers: more people can identify with the
An improved business image: more people see you as an ’employer of choice’.
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Recruit broadly: When you have job openings, work to get a diverse applicant
pool. Avoid relying on referrals from current employees, since this tends to
produce candidates similar to your present workforce.
Provide orientation and training for minorities: Making the transition from
outsider to insider can be particularly difficult for nontraditional employees.
BENFITS
People have a lot of viewpoints and having people from many backgrounds and
places in life brings a lot of those viewpoints into the mix. In some situations, a
lot of viewpoints give us a lot of options. Plus, since there are many different
viewpoints and environments in the workers, there are many opportunities for
these different viewpoints to come into the planning of strategic initiatives,
allowing the firm to serve a wider group of consumers and interests. The
Various .advantages of having a diverse workforce are the following;
9. Immediate outcomes.
ACCENTURE DIVERSITY
business practices," said Clyde Jones, ADP Vice President and Chief Diversity
Officer. "To consistently take our business growth to the next level and beyond,
we must do the same regarding our commitment to diversity. This recognition
from DiversityInc is an important acknowledgement that we have continued to
move in the right direction."
GOOGLE DIVERSITY
"Diversity plays a large role in the way we're developing our engineering
organization around the world. We're building a large worldwide office
presence to establish ample global representation among our engineers, and
we're applying that same focus to establish a balanced representation of
employees at Google. In the end, these efforts help us more accurately and
relevantly represent our users, and our continued success depends on the best
minds working from different perspectives and insights."
Alan Eustace - Google SVP, Engineering & Research
INFOSYS DIVERSITY
is able to recruit new employees from all available global talent pools and
provide paths to employment to all members of world societies, including
talented individuals from groups who may have in the past been
underrepresented within the IT industry. Within such a diverse company, people
bring to the workplace contrasting opinions and worldviews. As these people
interact, they develop new ideas, methods, and perspectives. Infosys recognizes
and promotes this power of diversity to drive innovation.
Infosys actively fosters inclusivity across all of its business units and in every
one of its company offices. It encourages all employees to focus on the
commonalities they share and leverage their differences towards productive
teamwork. Inclusivity ultimately makes for a more informed and sensitive
employee base that is better able to serve clients.
TCS DIVERSITY
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Diversity in companies is no longer about being melting pots, but being salad
bowls," according to Grady Searcy. "We want people to retain their identity yet
be integrated into the company Currently, 7.5 per cent of our workforce
consists of non-Indians," said Mr. S PADMANABHAN,EXECUTIVE VICE
PRESIDENT and head Global human resource, TCS said while speaking at the
NASSCOM HR Summit on `The War for Talent' held recently in Chennai. In a
session on managing cross-cultural teams, speakers emphasized that managing
a diverse workforce is no longer a choice, but an imperative.
Geographical culture
A diverse organization is shaped or influenced by the basic corporate culture,
which comes from the vision and mission of the founder-promoter. Then there's
the influence of the geographical culture. The company is largely influenced by
the personal culture of the people at the mid-management and senior
management levels. Then, surprisingly, it is also shaped by the client culture.
Source:-Kristiansand University
WIPRO DIVERSITY
Wipro launched of its Women of Wipro (WoW) initiative, coinciding with the
international Women's Day. Wipro honored its women workforce with the title
of 'Green Ambassadors' besides felicitating women achievers.
The WoW initiative has been launched as a chapter of the Wipro's Diversity
Council, as the company's Green Ambassadors will influence a change in the
environment by undertaking various projects that emphasize on the aspect of
'Green'.
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Wipro Chairman Azim Premji said: "In Corporate India, I have been seeing
very positive shifts in the last few decades that have made it easier for women
to contribute to organizational growth. There are many instances where the so-
called glass ceiling has been shattered. There is no doubt that having more
women in an organization can help in making it more profitable."
Eco Bags specially made for women employees were given away on the
occasion. The 'Eco-Bag' contains quick and easy list of green steps, called
"Shades of Green". Going forward, the WOW charter will include several
initiatives that have a significant social impact and where women can play a
catalytic role in ushering change. The Core Diversity Council has been set up to
breathe life into these initiatives so that they don't remain buried in a
PowerPoint presentation. The council consists of representatives from every
function at a senior level.
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DIVERSITY PAYS
This will not be easy. How do we get there if our start point is three women in a
workforce of hundreds? As always, we have to begin at the top. If the captains
don't get it; then we shouldn't start! Let's not forget, in this talent scarce market
companies (should) want to attract people of all backgrounds, promote gender
diversity and spread the talent net as wide as possible. And frankly, once a
company builds a diverse team the pay back is through superior performance.
Workforce diversity is an obligation to shareholders, to society and to
employees.
Effective diversity measures and evaluation processes that determine the ROI
of diversity management can provide an organization with invaluable
information to support key business imperatives--such as the impact of
diversity training and areas of improvement needed for recruitment strategies.
Further, diversity initiatives that receive public acknowledgment through
awards (e.g., Diversity In Top 50 Companies for Diversity) help attract bright
talent and positively affect company brand and reputation.
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Questionnaires
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3. What are the net new entrants into the workforce between 1994 and
2007?
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Categories Yes No
Employees 25 75
5. Surveying 120 companies, for the knowledge about the benefits of the Diversity
Management concept
During the making of this project we crossed with different limitations. Some of
them are as follows:
• Time constraint.
CONCLUSION
The extent to which managers recognize diversity and its potential advantages and
disadvantages defines an organization’s approach to managing the diversity. No
organization in this world of globalization would survive without workforce
diversity. It is the duty of the management to critically evaluate the benefits of
workforce diversity in their organization. On the other hand the management
should put in place conditions which would enhance the workforce diversity in
their organizations, more especially in their strategies formulation on the diversity
of workforce. Hence, with the diversity of the workforce, the organization would
be internally and externally competitive. Although, the process of diversification of
organizations has six stages: denial; recognition; acceptance;
appreciation; valuing; and utilization. It is believed that organizations should put in
place strategies to enhance workforce diversity. In terms of organizational
learning, organizations are still stuck on the problem of getting people to value
diversity and have not yet determined ways to utilize and exploit it . It is the
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approach to diversity, not the diversity itself which determines the actual positive
and negative outcomes. Managing diversity in organizations absolutely dependent
upon the acceptance of some primary objectives to which employees are willing to
commit, such as the survival of the firm. In today's fast-paced work environment a
successful organization is one where diversity is the norm and not the exception.
Workforce diversity can have both positive and negative outcomes in
organizations. We argued that an important consideration while examining both
these outcomes of team diversity is the demographic context in which teams
function. diversity behaviors in organizations is incomplete without acknowledging
the role of a broader organizational context in shaping these behaviors.
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