Questions

HRM 3014: Contemporary Issues in Managing a Workforce

Dr. Alexandra Beauregard [email protected]

Lecture 16: Recruiting and Retaining a

Diverse Workforce

Learning objectives for today:

• To review some policy and practice tools for creating, and improving retention in, a diverse workforce

• To evaluate the effectiveness of these tools

• To assess the research literature regarding effects of diversity information in recruitment materials

• To examine the concept of inclusion and its effects on retention

HR tools for recruitment and retention - Positive action

In recruitment:

• Encouraging members of under-represented groups to apply

• Means shift away from word-of-mouth advertising

In selection:

• Permissible to give preference to member of under-represented group when 2 (or more) candidates are equally qualified

• Needs to be case-by-case

• Potential for negative reactions from employees?

Diversity in job adverts I

Job adverts had visual images of 3 different levels of diversity:

1. all-White

2. mixed-race at entry level

3. mixed race at entry level and managerial level

 Black participants attracted to more diverse

organisation only when diversity extended to managerial level

 For White participants, attraction to more diverse organisation depended on other- group orientation  More interest in interacting with other groups 

more attraction to org as diversity increased

 Less interest in interacting with other groups  less attraction to org as diversity increased

Avery, D. R. (2003). Reactions to diversity in recruitment advertising--are differences black and white? Journal of Applied Psychology, 88(4), 672-679.

Diversity in job adverts II

• Org descriptions had varying degrees of info on women-centred programmes and proportion of women in top management

• Women attracted to more female-friendly organisation only when gender identity centrality was high, attitudes toward affirmative action were positive, and beliefs that women experienced disadvantage in workplace were strong

• Neutral or negative results when levels of these characteristics were low

– Women trying to avoid stigma of preferential treatment?

Martins, L. L., & Parsons, C. K. (2007). Effects of gender diversity management on perceptions of organizational attractiveness: The role of individual differences in attitudes and beliefs. Journal of Applied Psychology, 92(3), 865-875.

Diversity in job adverts III

Recruitment brochures had either no diversity statement; a statement with no explanation; a statement with a business case justification; or a statement with a social justice explanation

When applicants had perceived discrimination in the past:

 Black applicants more attracted to org when social justice explanation provided

 White applicants more attracted to org when business case explanation provided

Williamson, I. O., Slay, H. S., Shapiro, D. L., & Shivers-Blackwell, S. L. (2008). The effect of explanations on prospective applicants’ reactions to

firm diversity practices. Human Resource Management, 47(2), 311-330.

“As a Caucasian male, I’d say I’m probably the most likely candidate not to be advanced. . . I hate to say it, but I don’t necessarily feel

welcome to apply based on the fact that I don’t fit basically what

explicitly they say they’re looking for.” - White interviewee with perceived prior experience of discrimination who saw the social justice explanation for diversity

“It seemed like a place where you would be appreciated, where you

would be able to possibly move ahead, where your efforts will make a difference. . . . They are open to learning, which is a good thing to me.” - White interviewee with perceived prior experience of discrimination who saw the business case explanation for diversity

Applicant quotes from Williamson et al. study

Will a diverse organisation attract diverse job candidates?

• According to similarity-attraction paradigm, yes

• But… it depends

 Role of social dominance orientation (Umphress et al., 2007)

 Role of positive diversity attitudes (Casper et al., 2013)

• Casper, W. J., Wayne, J. H., & Manegold, J. G. (2013). Who will we recruit? Targeting deep- and surface-level diversity with Human Resource policy advertising. Human Resource Management, 52(3), 311-332. • Umphress, E. E., Smith-Crowe, K., Brief, A. P., Dietz, J., & Watkins, M. B. (2007). When birds of a feather flock together and when they do not: Status composition, social dominance orientation, and organizational attractiveness. Journal of Applied Psychology, 92(2), 396-409.

HR: Promotion opportunities

 Criteria used for selection to promotion must be objectively justifiable as relevant or necessary

 Think carefully about criteria based on length of service, length of experience, flexibility, mobility, and full-time working

– e.g., Falkirk Council vs. Whyte (1997) – female prison officer

 Failure to use formal procedures leaves organisations open to discrimination cases

 Best practice: give all employees opportunity to apply for promoted posts

– e.g., Visa vs. Paul (2004) – female administrator on maternity leave

Diversity initiatives: Network groups

• Designed to support members of protected groups, foster sense of inclusion in organisation

• Initiated by employees, supported by organisation

• Based on similarity-attraction paradigm

• Better connections = greater access to information, mentoring, & social support

• Positive impact on mentoring and inclusion for minority managers, lower turnover

Friedman, R. A., & Holtom, B. (2002). The effects of network groups on minority employee turnover intentions. Human Resource Management, 41, 405–421.

Effectiveness of diversity initiatives

Three broad approaches:

1. Programs to establish organizational responsibility for diversity

– Responsibility & affirmative action plans – Oversight via diversity manager positions and/or diversity

department – Oversight & advocacy via diversity committees and task forces

2. Programs to reduce managers’ biases via training and feedback – Education via diversity training

– Feedback via performance evaluations 3. Programs to reduce the social isolation of women and minority

employees – Network groups – Mentoring programmes

Kalev, A., Dobbin, F., & Kelly, E. (2006). Best practices or best guesses? Assessing the efficacy of corporate affirmative action and diversity policies. American Sociological Review, 71(4), 589-617.

Diversity climate perceptions

Employees’ shared perceptions that an employer uses fair

personnel practices and socially integrates underrepresented employees into the work environment

Strong pro- diversity climate

perceptions

Organisational commitment

Reduced turnover intentions

McKay, P. F., Avery, D. R., Tonidandel, S., Morris, M. A., Hernandez, M., & Hebl, M. R. (2007). Racial differences in employee retention: Are diversity climate perceptions the key? Personnel Psychology, 60(1), 35-62.

Inclusion

“the degree to which an employee perceives that he or she is an

esteemed member of the work group through experiencing treatment that satisfies his or her needs for belongingness and uniqueness” (Shore et al., 2011, p. 1265)

• Based on optimal distinctiveness theory (Brewer, 1991): we have simultaneous needs for…

– Validation & similarity to others

– Uniqueness & individuation

Inclusion framework

Low Belongingness High Belongingness

Low value in uniqueness

Exclusion

Individual is not treated as an organisational insider with unique value in the work group, but there are other employees or groups who are insiders

Assimilation

Individual is treated as an insider in the work group when they conform to organisational/dominant culture norms, & downplay their uniqueness

High value in uniqueness

Differentiation

Individual not treated as an organisational insider, but their unique characteristics are seen as valuable & required for group/org success

Inclusion

Individual is treated as an insider, & also allowed/ encouraged to retain uniqueness within the work group

Shore, L. M., Randel, A. E., Chung, B. G., Dean, M. A., Ehrhart, K. H., & Singh, G. (2011). Inclusion and diversity in work groups: A review and model for future research. Journal of Management, 37(4), 1262-1289.

Inclusion – for everybody?

• Ignoring differences  women & minorities feel excluded

• Celebrating differences  non-minorities feel excluded

• Stevens et al. (2008) recommend ‘all- inclusive multiculturalism’

Stevens, F. G., Plaut, V. C., & Sanchez-Burks, J. (2008). Unlocking the benefits of diversity: All-inclusive multiculturalism and positive organizational change. Journal of Applied Behavioral Science, 44, 116-133.

• Language & communication:

– “’Diversity’ means everyone”

– Frame policies & initiatives as benefiting everyone, not just protected groups

• Structural changes:

– Dual involvement in leadership of diversity initiatives

– Cross-race/gender mentoring dyads

How?

Key takeaways

 Making organisation attractive to diverse candidates can be complex endeavour

 Diversity initiatives may be ineffective without supportive culture, strong commitment and accountability from organisation

 Is it possible to make everybody feel included?

For the seminar

• Abercrombie & Fitch case study and questions posted on Moodle

• Answer the case study questions, and bring your notes with you to the seminar