4.5k-word paper(3rd)
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classnote-L9.NewwaysofworkinganddiversityintheworkplaceIM.pdf
11/18/19
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New ways of working and diversity in the workplace
Dr. Igor Menezes
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New ways of working and diversity in the workplace
The concept of diversity includes acceptance and respect. It means understanding that each individual is unique, and recognising our individual differences.
These can be along the dimensions of race, ethnicity, gender, sexual orientation, socioeconomic status, age, physical abilities, religious beliefs, political beliefs, or other ideologies.
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New ways of working and diversity in the workplace
Benefits of diversity:
Higher revenue, more innovation, better decision making, higher rates of job acceptance when you make offers to qualified candidates, and better performance than competitors (The Top 5 Diversity Workplace Statistics, Medium).
When your employees feel they have to hide or mask core parts of themselves at work because they feel unsure, unsafe, or invisible, it can take a toll on motivation, engagement, and (ultimately) employee retention and turnover rates.
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It is the exploration of these differences in a safe, positive, and fostering environment.
It is about understanding each other and moving beyond simple tolerance to embracing and celebrating the rich dimensions of diversity contained within each individual.
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New ways of working and diversity in the workplace
Diversity is:
- A set of conscious practices that involve understanding and appreciating interdependence of humanity, cultures, and the natural environment;
- Practicing mutual respect for qualities and experiences that are different from our own;
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New ways of working and diversity in the workplace
Diversity is:
- Recognising that personal, cultural, and institutionalised discrimination creates and sustains privileges for some while creating and sustaining disadvantages for others; and
- Building alliances across differences so that we can work together to eradicate all forms of discrimination.
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New ways of working and diversity in the workplace
Workplace diversity refers to the variety of differences between people in an organisation. That sounds simple, but diversity encompasses race, gender, ethnic group, age, personality, cognitive style, tenure, organisational function, education, background, and more.
Diversity involves not only how people perceive themselves but also how they perceive others.
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New ways of working and diversity in the workplace
Diversity management is a process intended to create and maintain a positive work environment where the similarities and differences of individuals are valued, so that all can reach their potential and maximise their contributions to an organization’s strategic goals and objectives.
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New ways of working and diversity in the workplace
Diversity in Relation to Culture and Performance As the importance of diversity in the organizational context has increased manifold, most organisations would like to research on diversity- organisational culture linkage, its effect on diversity openness, and between diversity and performance both at individual and organizational levels.
Despite the technological wonders of today’s communication, international relations require us to deal with one another on a person-to-person basis. For this to be effective, one has to overcome language and stereotype barriers.
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Diversity in Relation to Culture and Performance
Patrick (2010) found that diversity determines not only the effects of the diversity within an organisation but also the level of openness to dissimilarity characteristics among the organization’s members, work groups, and culture.
Despite the technological wonders of today’s communication, international relations require us to deal with one another on a person-to-person basis. For this to be effective, one has to overcome language and stereotype barriers.
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New ways of working and diversity in the workplace
Diversity in Relation to Culture and Performance
Stereotype barriers: require the mental elimination of terms like alien and view the individual as having a background that is different (Moran, Harris, & Moran, 2011).
Stereotypes: over-generalized belief about a particular category of people. It is an expectation that people might have about every person of a particular group
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New ways of working and diversity in the workplace
Diversity in Relation to Culture and Performance
Simlin (2006) found that as the age increases, the perception of diversity openness decreases, and hence it is important to orient the older employees also about the presence and need of diversity openness in organisations through training, workshops, group discussions, and so on.
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Diversity in Relation to Culture and Performance
Researchers have suggested that diversity has enhanced performance by broadening the group’s perspectives.
There is a strong empirical confirmation that successful diversity management and a resulting improvement in organisational performance are positively correlated (Ozbilgin and Tatli, 2008).
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New ways of working and diversity in the workplace
Diversity in Relation to Culture and Performance
There is a consistent finding that differences should be sought in moderation studies.
Group members’ ability to elaborate diverse information may also develop over time as members become more familiar with each others’ perspectives and develop transactive memory.
Transactive memory system: is a mechanism through which groups collectively encode, store, and retrieve knowledge.
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New ways of working and diversity in the workplace
Diversity in Relation to Culture and Performance
This suggests that, especially for diverse work groups, it is important that they can reach more extended tenure, and that they are allowed a more extended start-up phase than more homogeneous groups (Knippenberg, de Dreu, & Homan, 2004).
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New ways of working and diversity in the workplace
“The current generation is so much different than my generation.”
“New generations bring new ideas, new behaviours, and new ways of looking at the issues with which we have been concerned for years.”
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New ways of working and diversity in the workplace
v Millennials have outpaced Generation X as the largest age group in the workforce as of early 2015 (Brownstone, 2014).
v The term Millennials refers to people born between 1982 and 1999 (Twenge and Campbell, 2008), and other common names for this age cohort include GenY, nGen, and GenMe (Twenge, 2010).
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New ways of working and diversity in the workplace
v Millennials are painted as the “selfie” generation, a generation who cares more about sharing pictures of themselves than about the contributions they make at work.
v Other more positive articles often highlight the creativity, technical ability, concern for social values, and inclusive attitudes towards diversity associated with Millennials.
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v Although these viewpoints conflict, they indicate that there is clearly a perception that Millennials are most assuredly different than their predecessors with respect to ideas, behaviors and viewpoints, and that organisational leaders will have to lead these employees, by necessity, differently.
v A recent review provides evidence that attitudes and values have changed across the generations (Lyons & Kuron, 2014)
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v Changes in work values have been quite dramatic from the Baby Boomers to the Millennial generation. Examples of changes include
v These results suggest that these generational differences may call for adaptations to our current theories of leadership and diversity programmes.
increases in the desire for leisure
work-life balance individualism
desire for greater support from
m anagers
self-involved and narcissistic tendencies
the relationship between job
satisfaction and turnover intentions
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v Millennials are more likely to value working for supervisors they like than previous generations (Twenge et al., 2010).
v Post-Baby Boomer employees have very different work-related values and are more likely to quit than employees of yesteryear if their needs are not met (Lu and Gursoy, 2013).
v These changes in the personalities, needs, and work values of Millennial employees not only highlight the importance of high-quality leaders, they call into question the application of current leadership theories to 21st century employees.
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v Generation gaps
Employee attitudes towards work: Work centrality is becoming less and less important across the three generations, being least important to the Millennial generation (Twenge and Kasser, 2013).
Employees in the younger generation value work-life balance and meaningful lives outside of work, including leisure activities, more than their predecessors (Ng et al., 2010; Twenge, 2010).
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v Generation gaps
Employee attitudes towards work: Employees of the more recent generations also have different motivational drivers than their predecessors.
Results from several studies show that Millennials are more likely to be motivated by extrinsic rather than intrinsic rewards (Twenge, 2010; Twenge et al., 2010). Research suggests that this generation is highly sensitive to monetary compensation (Johnson and Ng, 2015) and that Millennials expect to be paid well and to be promoted quickly (Ng et al., 2010).
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v Generation gaps
Employee attitudes towards work: Millennials feel very comfortable challenging authority figures, but they also rely on praise and rewards from those same sources (Ahmed, Scott-Young, Ahmed, and Fein, 2013).
New ways of working and diversity in the workplace
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New ways of working and diversity in the workplace
Equality Act 2010: brings together over 116 separate pieces of legislation into one single Act.
The Act provides a legal framework to protect the rights of individuals and advance equality of opportunity for all.
It provides Britain with a discrimination law which protects individuals from unfair treatment and promotes a fair and more equal society.
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The nine main pieces of legislation that have merged are:
the Equal Pay Act 1970 the Sex Discrimination Act 1975 the Race Relations Act 1976 the Disability Discrimination Act 1995 the Employment Equality (Religion or Belief) Regulations 2003 the Employment Equality (Sexual Orientation) Regulations 2003 the Employment Equality (Age) Regulations 2006 the Equality Act 2006 the Equality Act (Sexual Orientation) Regulations 2007
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Workers often experience discrimination, disadvantage, and inequality in employment relations on the grounds of their social characteristics.
For many years, the principal focus of studies of workplace inequality concerned the status divide between manual and non-manual workers.
The focus of attention then switches to the importance of other manifestations of inequality and disadvantage in work and employment relations, based on shared social characteristics such as gender.
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Traditionally, the most fundamental divisions in society are those that are seen to arise from social class.
The concept of class refers to hierarchical divisions in society which reflect differences in people’s access to material resources (refer to Marx and Weber).
Social inequality and disadvantage are the consequences of differences in people’s life chances, including access to education and employment opportunities, which reflect their class position.
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New ways of working and diversity in the workplace
Historically, class differences in society both reflected, and in turn exercised an important influence over, work and employment relationships.
Someone’s economic situation, in particular their occupation, is a major determinant of their class position.
The term 'working class’ is associated with routine, manual labour in factory settings.
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New ways of working and diversity in the workplace
In manufacturing industry, manual workers enjoyed less favourable terms and conditions of employment, including a longer working week, shorter holidays, and fewer fringe benefits.
Non manual work, largely undertaken in office environments, was associated with higher status and greater job security. White-collar employees were more likely to benefit from sick pay arrangements, and enjoy longer holidays, a shorter working week, greater opportunities for promotion, and more autonomy at work.
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But in the twenty-first century does the concept of social class, with all that it entails for employment
relations, still have any relevance?
The status divide remains a durable feature of employment relations, and thus a source of workplace inequality.
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Politicians often refer to the UK as a 'classless society’, implying that the importance of social class as a source of disadvantage has diminished, and that it no longer acts as a barrier to individual self-advancement.
It is often held that the salience of class has declined (e. g. Pakulski and Waters 1996), and that other sources of social identity, like gender or ethnicity for example, have become more important sources of disadvantage.
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New ways of working and diversity in the workplace
Alternatively, inequality may also reflect variations in the talent and ability of individual workers, and thus their capacity to improve their livelihoods and advance their careers.
BBC’s ‘Great British Class Survey’ (2013): it is inappropriate to conceive of class largely in relation to occupation and employment relationships. Rather, people’s class position is the outcome of the interplay between ‘economic capital’ (wealth and income), 'cultural capital’ (tastes, interests,and activities), and 'social capital’ (social networks, friendships, and associations).
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As a result, the traditional distinction between the upper, middle, and working classes is no longer valid. Instead, seven new social classes can be identified:
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https://w w w.bbc.co.uk/new s/m agazine-22000973
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https://w w w.bbc.co.uk/new s/m agazine-22000973
Top 6% of British society Average household incom e £89,000 Average house price was £325,000 G raduates of elite universities are over-represented
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https://w w w.bbc.co.uk/new s/m agazine-22000973
25% of British society Average household incom e £47,000 Average house price was £177,000 M any graduates; professional and m anagerial fam ilies
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https://w w w.bbc.co.uk/new s/m agazine-22000973
6% of British society Average household incom e £38,000 Average house price was £163,000 G raduates from established and prestigious universities w ith strong reputations for science
Low est num ber of social contacts of any of the classes, though these do tend to be high status
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https://w w w.bbc.co.uk/new s/m agazine-22000973
15% of British society G ood econom ic capital, relatively poor status of social contacts, 'em erging' cultural capital Average house price was £129,000
They tend to com e from non-m iddle- class fam ilies, and few have been to university.
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https://w w w.bbc.co.uk/new s/m agazine-22000973
14% of British society Average household incom e £13,000 Average house price was £127,000 Social contacts are low and the status of contacts are m oderate
Few are graduates, m any filling traditional w orking- class occupations
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https://w w w.bbc.co.uk/new s/m agazine-22000973
19% of British society Average household incom e £21,000 It has little savings and is likely to rent Poor econom ic capital, but reasonable household incom e, m oderate social contacts
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https://w w w.bbc.co.uk/new s/m agazine-22000973
15% of British society Average household incom e £8,000 It has little savings and is likely to rent Their social contacts are few and of low status, cultural capital is low.
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It fails to conceive of class in relational terms, but rather treats it as a cluster of attributes which can be used to categorise people.
It neglects the important extent to which classes influence, and interact with, each other.
There is also something of an over-reliance placed on people cultural activities, at the expense of their occupation and the nature of their work and employment relationships.
Criticism
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New ways of working and diversity in the workplace
For an approach which seemingly plays down the relevance of occupations, most of the seven categories, especially those in the ‘middle’ reflect broad occupational types. Yet, people from the same occupation (e.g. care workers) are present in more than one class. As a result, the model lacks coherence (Bradley 2014).
Criticism
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New ways of working and diversity in the workplace
Class-based disadvantage is thought to be related to the claimed diminution of social mobility that fewer people from modest circumstances are able to progress up the occupational hierarchy and secure better-paid managerial and professional jobs.
A lack of social mobility is held to be responsible for the persistence of inequality, for example by limiting access to top jobs and reducing opportunities for people from low-income backgrounds to progress up the career ladder.
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New ways of working and diversity in the workplace
The UK government social Mobility and Child Poverty Commission (SMCPC) asserts that although 'people can, and do, move up and down the class and income scale... being born to a less privileged family is still far too likely to mean disadvantage as an adult’ (SMCPC, 2015).
Understanding White Privilege Through a $100 race
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New ways of working and diversity in the workplace
What is meritocracy?
“A system in which advancement is based on individual ability or achievement” (The American Heritage Dictionary).
Some companies have used the idea of meritocracy trying to defend their lack of diversity or their unwillingness to take steps to increase diversity.
Meritocracy without equity often results in only rewarding those who are already set up for success and have adequate tools, resources and support.
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How can we promote equity within our organizations?
Recognise potential over experience: When we look to hire or promote, or even when we have new opportunities for our employees, we need to consider the core attributes of a successful candidate, not just a checklist of experiences or learned skills.
Look for value-adds over culture fits: Placing value on collaboration, transparency and work ethic, rather than personality traits.
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How can we promote equity within our organizations?
Help grow the “required” skills: Creating systems that provide training, mentorship and internal opportunities for employees who have not had access to them.
Set goals bigger than the status quo: In order to create truly equitable companies, we have to think bigger, set goals that go beyond just comparing ourselves to other companies, and aim to continuously be better.
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Studies of professions, like law and accountancy, demonstrate the large extent to which entry to elite firms and access to top positions are dominated by people from privileged backgrounds, especially the privately educated. Just 7% of children attend private, fee-paying schools.
Yet, top jobs in business and the professions are disproportionately filled by people educated outside the state system – 74% of judges, for example, and 48% of senior civil servants (Kirby 2016).
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Firms focus their recruitment activities on a small number of supposedly 'elite’ universities, which are dominated by students from well-off and privately educated backgrounds.
Their approach to what constitutes ‘talent’: moreover, is imbued with class- based values and assumptions, such as the degree of ease with foreign travel, that favour privileged candidates.
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Only 9.7% of executive positions in the FTSE 100 companies are held by women. Currently, only 29% of British MPs are women.
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Utilising the full potential of black and minority ethnic (BME) individuals can contribute £24 billion to the UK economy after a year (McGregor- Smith Review).
However, the underemployment rate for the BME population is still higher (15.3%) than that for white workers (11.5%) in the UK.
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While UK legislation – covering age, disability, race, religion, gender and sexual orientation among others – sets minimum standards, an effective diversity and inclusion strategy goes beyond legal compliance and seeks to add value to an organisation, contributing to employee well-being and engagement.
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What would you say is the most difficult part of implementing a D&I program?
What's the difference between diversity and inclusion?
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Inclusion requires that everyone's contributions be valued, that individuals, regardless of the diversity dimension, have the opportunity to do their best work and advance.
“In an inclusive workplace, all people are encouraged to contribute fully and effectively; they are respected and valued for their ideas and opinions. Inclusion is more than a mere representation of diversity – such as a certain percentage of women or minorities. Inclusion involves accessing cognitive differences and acting on them (CMI, 2018).”
Delivering diversity (CMI)
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Different cultural backgrounds lead to different ways of perceiving the world and cultural differences affect individuals’ ethical reasoning.
Research shows that individuals from diverse cultures differ in their sensitivity to ethical situations, perceptions, ethical values, and ethical behaviors.
Given an organizational environment, individuals’ ethical reasoning may vary depending upon cultural background.
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Local legislation: What local legislation related to equality and diversity is in place, and how does this differ from the location’s headquarters? This might also extend to human rights legislation and protection more broadly.
Local culture: What is the ‘starting point’? How progressive is the region when it comes to equality? Is D&I culturally accepted as a legitimate area, is it seen as a priority and do employees feel safe to raise issues relating to this?
Improving D&I strategy in multinational organisations.
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Local social issues: What are the local-level priorities in workforce diversity? For example, some countries may focus more on social mobility or socioeconomic status than on legally protected groups; or may see different strands of diversity (ethnicity, gender, and so on) as presenting the most pressing issue in inequality.
Improving D&I strategy in multinational organisations.
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Extensive research on 850 US workplaces over a 30-year period by Dobbin, Kalev and colleagues found that most D&I practices fail because they restrict managers, limiting their autonomy or discretion.
Managers may refuse to use required tests when recruiting employees, or may ignore the results; and similarly, structured performance management systems have the potential to advance equality and diversity but, in practice, ‘raters tend to lowball women and minorities in performance reviews’.
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15 Ways To Improve Diversity And Inclusion In The Workplace
Extensive research on 850 US workplaces over a 30-year period by Dobbin, Kalev and colleagues found that most D&I practices fail because they restrict managers, limiting their autonomy or discretion.
Managers may refuse to use required tests when recruiting employees, or may ignore the results; and similarly, structured performance management systems have the potential to advance equality and diversity but, in practice, ‘raters tend to lowball women and minorities in performance reviews’.
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Ways to improve diversity and inclusion in the workplace
1. Evaluate your executive team – do they portray diversity and inclusion?
2. Acknowledge and honor multiple religious and cultural practices
3. Foster a company culture where every voice is welcome, heard, and respected
4. Open a dialogue about gender pay inequality.
w w w.socialchorus.com /15-ways-to-im prove- diversity-and-inclusion-in-the-w orkplace/
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Ways to improve diversity and inclusion in the workplace
5. Welcome a multilingual workforce
6. Foster diverse thinking
7. Build a multigenerational workforce
8. Reflect everyone’s needs and preferences at everyday gatherings
w w w.socialchorus.com /15-ways-to-im prove- diversity-and-inclusion-in-the-w orkplace/
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Ways to improve diversity and inclusion in the workplace
9. Strengthen anti-discriminatory policies
10. Make your workspaces inclusive
11. Eliminate bias in the evaluation process and promotion opportunities
12. Segment employee engagement surveys by minority groups
w w w.socialchorus.com /15-ways-to-im prove- diversity-and-inclusion-in-the-w orkplace/
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Ways to improve diversity and inclusion in the workplace
13. Use independent groups to conduct focus groups
14. Personalize one-on-one discussions.
w w w.socialchorus.com /15-ways-to-im prove- diversity-and-inclusion-in-the-w orkplace/
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Diversity and new ways of working
Workplace culture will face some significant challenges and shifts by 2030.
“What we’re seeing today will be dramatically, dramatically accelerated [in a decade]” (William Gibson’s)
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Diversity and new ways of working
Teams will be more diverse and inclusive than ever
As a shortage of knowledge workers forces organisations to cast a wider net for talent, tapping new regions or underutilised demographic segments, cultures will need to focus on inclusion to create harmonious, productive work environments.
Teams may be more far-flung, have different backgrounds, and have varied communication preferences.
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Diversity and new ways of working
Teams will be more diverse and inclusive than ever
Tech solutions will play a role in this culture shift, facilitating collaboration across time zones, providing accommodations for people with disabilities, and even helping managers conquer their own biases.
Using virtual reality, gamification, and other tools, various exercises challenge user biases by encouraging them to think differently.
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Diversity and new ways of working
Teams will be more diverse and inclusive than ever
Trying to convince people that they’re biased is a challenge–few people believe they are. But when they’re in a situation where they see their own reactions, they can then figure out how to improve.
Such tools, as they evolve, will help both employees and leaders see where their biases or problematic behaviour are and work to correct those issues, leading to more effective interaction and inclusive environments.
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Diversity and new ways of working Being an effective communicator is going to be tougher
Finding employees and leaders with great communication skills is a perennial challenge for companies now. And our current workplaces don’t do much to cultivate these skills.
A decade from now, the communication skills gap will likely widen. In addition to voice, text, and video, advances in virtual reality (VR) will change the way people meet and interact, and being an effective communicator is going to include mastering various media.
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Diversity and new ways of working The trust factor will be trickier
As artificial intelligence (AI) and machine learning (ML) permeate virtually every area of work, employers will have access to a great deal more data about employees, productivity, and work patterns.
This transparency will allow employers to find ways to improve productivity, such as providing training in areas where employees seem to be struggling.
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Diversity and new ways of working The trust factor will be trickier
However, such data will also lead to new concerns about privacy and trust.
Leaders will need to analyze and check data to ensure that they’re “reading” it correctly and balancing decisions about individual employees with their own knowledge.
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Diversity and new ways of working The trust factor will be trickier
Employees will also need to feel that employers are safeguarding the data collected about them, so being transparent about how data is collected and used will be necessary to foster trust between the employer and employee.
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Diversity and new ways of working Workers will always be upskilling
As technology automates more rote tasks and changes the jobs that need to be done by humans, it also creates anxiety about being “left behind”.
Workers and employers will need to partner to create lifelong learning pathways to keep pace with technology and other workplace developments.
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Diversity and new ways of working Workers will always be upskilling
As AI and ML change the nature of work, leaders who wish to retain their investment in talented employees will need to be explicit about their commitment to them.
If 20% of a job is being taken over by an AI solution, “I want to know what the commitment is of the organization to ‘upskill’ me so that I continue to have a job”.
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Diversity and new ways of working Effective work spaces may make offices popular again
Culture is also affected by the spaces in which people work: create more flexible, thoughtfully designed workplaces that facilitate employees’ workflow and needs (e.g., private spaces and work stations).
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Conclusions
Inequality and disadvantage cannot be understood just in the context of the workplace, but are also informed by wider economic, political, and social influences that transcend particular employment situations.
Equal opportunities policies, which emphasize the need to treat everybody the same regardless of their social characteristics, are strong on rhetoric, but often short on action.
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Conclusions
Greater trade unions presence can exert pressure on employers to deliver a more effective set of equality policies, such as better work-life balance arrangements.
While anti-discrimination and equality laws have been in place since the 1970s, in general they lack effectiveness.
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Conclusions
Business leaders are responsible for the corporate culture and how ethics and diversity issues are viewed.
Every business should establish ethics policies and a code of conduct. For example, if a company is driven by high-moral standards, it might adopt a policy of "do the right thing”. Importance of ethical leadership.
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What are the main challenges you have faced when dealing with someone culturally, racially, or ethnically different from you?
How have you handled it?
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