Basics Of Human Resource Management PDF

BASICS OF HUMAN RESOURCE MANAGEMENT MODULE 4 Hon. Prof. (FH) Mag. (FH) Regina Rastbichler, MA WHAT DOES DIVERSITY MEAN? „Diversity as variety "Diveísity can be of differences and undeístood as the sum similarities among of the diffeíent...

BASICS OF HUMAN RESOURCE MANAGEMENT MODULE 4 Hon. Prof. (FH) Mag. (FH) Regina Rastbichler, MA WHAT DOES DIVERSITY MEAN? „Diversity as variety "Diveísity can be of differences and undeístood as the sum similarities among of the diffeíent peíspectives and individuals, groups, appíoaches that teams, organizations membeís of diffeíent and society“ identity gíoups bíing in the company“ Souíce: 1998 ľhomas/Ely Source: Lüther et al. 2013 2 WHAT DOES INCLUSION MEAN? Inclusion is seen as a universal human right. The aim of inclusion is to embrace all people irrespective of race, gender, disability, medical or other need. It is about giving equal access and opportunities and getting rid of discrimination and intolerance (removal of barriers). It affects all aspects of public life. 3 DIVERSITY MANAGEMENT DEFINITION ► Diversity management refers to the voluntary organizational actions that are designed to create greater inclusion of employees from various backgrounds into the formal and informal organizational structures through deliberate policies and programs ► No discrimination on the basis of ethnic origin or race, skin colour,religion, gender, sexual orientation, and age ► Benefitting of the potential and resources of a diverse workforce: regardless of ethnic origin or race, religion, 4 gender, sexual orientation, disabilities, and age  HISTORICAL DEVELOPMENT Paradigma 1: 60ies – 70ies: ► Emergence of a more dogmatic approach as a result of oppression and discrimination against minorities ► Increased recruitment of members from so- called "identity groups“ (e.g. women, poeple of colour, handicapped) ► „We-are-all-the-same“ – Syndrom ► Politically correct handling, but not necessarily from conviction. 5 Trailer: https://www.youtube.com/watch?v=brS10KpcTMY  HISTORICAL DEVELOPMENT Paradigma 2: 80ies – Paradigma 3: 2000 - today 90ies  Paradigm change: integration, mutual appreciation and equal  Reversal: opportunities are the differences were focus accepted and partial celebration  Recruiting of employees with a diverse identity  Access to new background and diverse competences in order to markets through use them as a resource differentiation  Experiences are valued 6  Use of market and The Business Case for Diversity  „PUSH- FACTORS“ Which societal, cultural, qualitative and quantitative changes are forcing companies to acknowledge differences more actively and to leverage Diversity systematically? 8  SOME EXAMPLES... Men and women in Analysis: Management The proportion of women in management is increasing. Nevertheless, the proportion varies in different industries, companies and management levels. Consequences: Those companies that offer women the opportunity to rise and Percentage of women in management boards and create an open supervisory boards of the 200 companies with the highest corporate culture will be turnover in Austria. 9 able to aquire highly Source: european- qualified female  SOME EXAMPLES... Student mobility in Analysis: Europe There is an increasing number of students studying abroad, experiencing different cultures and developing diversity competences Consequences: Students with experience abroad often expect an open and intercultural environment from their employer. 10 Diversity increases Source:  SOME EXAMPLES... Share of population with a migration background in Austria. Analysis: Especially in young age cohorts, many people have a migration background. In the future, ethnic-cultural diversity will increase significantly even at working age. Consequences: Companies must adapt to ethnically and culturally diverse customers 11 and employees in Source: : de- order to exploit all  SOME EXAMPLES... Religious Diversity Analysi Consequenc s: es: The proportion of Employers need be aware members of the major and acknowledge/ Christian religious accomodate these communities is steadily different believes, decreasing. Larger practices and needs e.g. in variety of religions and holiday arrangements, beliefs menus or prayer rooms. 12 Source: Goujon et al. 2017 (based on data by Statistik Austria  SOME EXAMPLES... Population Analysi pyramids s: The EU society has been ageing for decades. This trend will continue for the coming years Consequences: Employers have to ensure the capability of employees, combat ageism and promote work/life balance and horizontal careers. This makes today‘s young and middle-aged employees 13 major target groups. Source:  SOME EXAMPLES... Pride Events in Europe Analysis: The LBTQ+ community becomes more visible and self-confident Consequences: Corporations have to acknowledge different gender/sexual orientations in the workplace and in the marketplace and create an all- inclusive 14 environment  GLOBAL TRENDS DRIVE THE NEED FOR CHANGE ► The labor market, i.e. the shortage of skilled workers and the changing demographics of students and employees. ► The sales market: The growing importance of other markets and purchasing decision makers. ► Innovative strength: Diverse teams deliver more new, relevant solutions and applications. ► Fairness: Because it is ethical and right when different people have (Source:.V. Hucke, the same opportunities 15  „PULL- FACTORS“ What benefits and improvements may companies and non-profit- organisations expect to get from Diversity Management? 16 Source: M.Stuber,: Diversity - Das Potentialprinzip, 2014  DIVERSITY & INCLUSION IS BECOMING A NECESSITY 17 Source: european-  THE BUSINESS BENEFITS OF DIVERSITY External Internal Consumer Markets: Individual: Increased market share Increased productivity Entry into new markets Increased morale Improved customer intimacy Shareholder Value: Interpersonal: Enhanced Rating Improved team- Improved Attractiveness effectiveness and cooperation Easier integration of new staff Labour Markets: Organisational: Increased openness to Broader access to labour change markets (Mergers/Aquisitions) 18 Improved employer image Enhanced effectiveness of Source: M.Stuber,: Potenzialprinzip Diversity Dimensions  CORE DIVERSITY DIMENSIONS Age Gender (social, biological): women, men,Transgender..) Ethnic-cultural diversity "race" Religion persons of all faiths, worldviews and atheists Sexual preferences heterosexual, homosexual, bisexual, asexual etc. Disability people of all abilities and with disabilities (physical, mental …) 20  AN EXERCISE.... Link: https://www.youtube.com/watch?v=jD8tjhVO1 Tc Reflect for yourself: How often and how fast do YOU put people into boxes? 21  THE DIVERSITY WHEEL 22 Source: Gardenswartz &  REFLECTI ON Please reflect and discuss in your group on the following two questions related to the diversity wheel (document on Moodle) 1. Which of these dimensions so far had a positive/negative influence in your life/career? 2. On which of these dimension do you tend to judge others and potentially avoid contact? 23 APPLICANTS FOR A MIDDLE MANAGEMENT JOB – WHO IS MOST LIKELY TO BE PROMOTED? 24  DOES IT MAKE A DIFFERENCE…? 25  REFLECTI ON Lets assume you have a house/appartment for rent…  To whom would you give it? Why? 27 CONCEPT OF „UNCONSCIOUS BIAS“ Bias is a prejudice in favor of or against one thing, person, or group compared with another usually in a way that’s considered to be unfair. Biases may be held by an individual, group, or institution and can have negative or positive consequences. 1. Conscious bias (also know as explicit bias) and 2. Unconscious biases (also know as implicit bias)  are social stereotypes about certain groups of people that individuals form outside their own conscious awareness.  Everyone holds unconscious beliefs about various social and identity groups, and these biases stem from one’s tendency to organize social worlds by categorizing.  is far more prevalent than conscious prejudice and often incompatible with one’s conscious values. Biases may be more prevalent 28 ( Source: Office of Diversity and outreach, US when (CA)) multi-tasking or working under time pressure.  ABOUT UNCONSCIOUS BIAS Yassmin Abdel-Magied What does my headscarfe mean to you? https://www.youtube.com/watch?v=18zvlz 5CxPE 14:02 min. Kristen Pressner 8:48 min https://www.youtube.com/watch?v=Bq_xYS OZrgU 26  DISCUSS IN YOUR GROUP Based on the video (Yasmin) please brainstorm in your group what HR/you personally can do to mitigate unconscious bias? 30 HOW TO REDUCE BIASES ( E. G. DURING P EOP LE EVA LUATION P ROCESSES/ REC RUI T ING) ? 1. Know your own prejudices!! 2. Optimize People Selection processes by e.g. determining a number of multiple assessors (ideally gender- or diversity-mixed, new perspectives!!). 3. Create consistent questionnaires, assessment criteria and weighting factors. 4. Think about what biases can be in the assessments (gender, appearance, age..) 5. Offer development opportunities for HR/Mgr./employees about UB 6. Step back from spontanous /fast decisions – take time; question your assumptions.. 7. Closely monitor everyday communication (are people e.g. being marginalized, not treated 3 1  SPOT THE BLINDSPOT– MEASURING YOUR PERSONAL UNCONSCIOUS BIASES The IAT measures the relative strength of associations between pairs of concepts. It is designed as a sorting task in which individuals are asked to sort images or words that appear on a computer screen into one of two categories. The IAT is relatively resistant to social desirability concern, and the reliability and validity have been rigorously tested. Choose one area of the sections at the website Implicit Association Test to find out more on your personal unconscious biases 32 https://implicit.harvard.edu/implicit/uk/selectatest.jsp  SPOT THE BLINDSPOT Implicit Association Test at: https://implicit.harvard.edu 33 Legal Foundation LEGITIMACY AND EQUAL TREATMENT POSITIVE ACTION European Union has strong committment to equality and positive action policies Across Europe: strengthen legislation against discrimination by directives on equal treatment in the labour market  Different countries have implemented varying levels of protections and initiatives (e.g. genderneutral formulation of Job advertisments)  Some adopted affirmative action programmes (e.g. 35 quota for female top managers) Basics of Implementing Diversity Management OBJECTIVES OF DIVERSITY MANAGEMENT (I) Elimination of societal inequality and socio-cultural discrimination  Benefit of individual and group differences  Cooperation of different communities  Taking into account disadvantaged groups and their needs 37  Collaboration across national OBJECTIVES OF DIVERSITY MANAGEMENT (II)  Diversity at all employement levels - reflecting the population of a company  Cultural awareness - supporting cultural diversity and using the varied experiences and approaches to create a high performing company leading to innovation and meeting customer needs  Diversity buy-in - seeing Diversity as competitive advantage for achieving high performance and improving creativity and problem solving techniques)  Performance Organisation - ensure that the varied 38 talents and experiences of all employees are contributing to and supporting the business operations  HOW IS DIVERSITY SUCCESSFULLY IMPLEMENTED? 39 Source: M.Stuber,: Diversity - Das Potentialprinzip, 2009 BASICS OF IMPLEMENTATION 1/2 ► Business-Context: Connection between Diversity and the core business  Vision and mission statement (values), corporate goals and strategies, challenges and key issues ► Understanding Diversity: Definitions and Paradigms ► Diversity Goals: Overall goal, concrete objetives  Demographic analysis of diversity at the company, analysis ► Diversity of the culture Analysis: Reviewin of thethe company and the situation workplace, external Diversity analysis of markets, customers, image and position 40 Source: M.Stuber,: Diversity - Das Potentialprinzip, 2009  BASICS OF IMPLEMENTION 2/2 ► The Business Case: Benefits of Diversity  The strategic added value of Diversity (case for change)  The cost of ignoring Diversity (Push-Factors)  The achievable business benefits and costs (Pull-Factors) ► Strategy Design: Identification of effective approach  Identification of approaches considering coporate culture, promoters/resitance , emotions and fears related to the goals ► Process Management: Organisation & Measuring Progress  Responsibilites and interfaces, milestones and 41 achievement of the goals, identify promoters, keeping Source: M.Stuber,: Diversity - Das relationshipPotentialprinzip, and information 2009 of key stake holders  THE IMPLEMENTATION OF DIVERSITY IS PART OF LEADERSHIP AND BELONGS TO EVERYBODY! 42 Source: M.Stuber,: Diversity - Das Potentialprinzip, 2009 DIVERSITY MAINSTREAMING (1/2) ► Corporate Communication  Internal (employee) Communication  Topics, Corporate Imaging (use pictures of variety of people, not only white young men..)  Rules of internal language (e.g. gender neutral formulated memos /e- mails) 43  DIVERSITY MAINSTREAMING IN HR 2/2  Recruiting:  Job descriptions. Job posting, employer image marketing  Selection Criteria and process! (Mind unconscious bias!!)  People Development:  Career Management (watch out for biases…!)  Training and further eduction (make sure you give access e.g.also for part-timers…)  Employment  Workplace, work time  Compensation & benefits (remember the video of Kristen 44 Pressner…!)  BASIC THOUGHTS OF HR ON DIVERSITY To increase diversity in the company, it is necessary to examine the entire employee life cycle and adapt it if necessary: ► How and where are potential employees approached? ► How do you ensure a structured selection process? ► Which employee values are appreciated and rewarded? ► On what basis and by whom will decisions be made about promotions? ► How do you ensure that promising talent can gain the necessary experience to prepare them for the next step in their 45 Source: Hucke, V. 45  DIVERSITY IN THE RECRUITING PROCESS Inequalities based on age arise at multiple contact points during the Candidate journey. Age discrimination is the second most common form of discrimination in professional life.  Make job postings and information accessible to everyone  Inclusive language and wording in the job ad  Mind own biases: requirement profiles 46 andThe family planning Intern- Trailer: https:// DIVERSITY IN MARKETING – TOP OR FLOP? Note: Hornbach is a hardware store.. Think: what does a You can be anything, but not typical client for such unhandy.. a store look like? Your project doesn‘t mind which god you ask for help.. You helped building up Germany, don‘t have anyone to tell you how to  DIVERSITY IN MARKETING Trivago: https://www.youtube.com/watch?v=BW8WoHP1fQY Trivago: https://www.youtube.com/watch?v=BW8Wo HP1fQY Nestea: https:// www.youtube.com/watch?v=Hbh1IHqMKJo P&G's inclusive commercials is a 2018 Emmy-winning ad called "The Talk.“ https://www.youtube.com/watch?v=ovY6yjTe1LE&feature=emb_ title 48  LIVING DIVERSITY: RESPECTING INDIVIDUALITY! Awareness about one‘s own cultural preferences Reflection of one‘s own attitudes and values Awareness on one‘s own cultural norms and taboos people with migrant background are confronted with Awareness of (cultural) differences 49