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You are a well known company in the DFW area. It has come
to the attention of Channel 5 NBC news that your company
has recently had an issue between two employees and that
there was by all accounts discriminatory language between

NBC has called you to alert you that they have dispatched a
news team and camera truck to your location and they should
be arriving in approximately five minutes. They have told you
that they want to interview your executives and have the
following questions:

      1. How does your company define Diversity?
      2. What has your company done to ensure the
         employees ‘buy-in’?
….is an increasingly popular topic, and perceptions
about diversity are influenced by life experiences,
socialization, stereotypes, and misconceptions.

….is the mosaic of people who bring
a variety of backgrounds, styles,
perspectives, values and beliefs as
assets to the groups and
organizations with which they
What Diversity is Not

   It is not a workshop that can give you all the
   Can’t be forced to value diversity
   Can’t be “taught”
   Can’t “fix” issues of diversity as a manager
 Valuing Diversity

Part of your duty as a company executive is to
understand and promote the value of diversity.
   •   Broader focus that includes demographic, cultural, and personal
   •   Not required by law; organizations may adopt it voluntarily
   •   The purpose is to create a positive work environment where no one
       is advantage or disadvantaged
   •   Encourages organizations to value all kinds of differences
   •   Many view it as giving no preference to any groups
   •   People are viewed as qualified since no preferential treatment was
2011 Top 10 Diversity Companies

        1. Kaiser Permanente
        2. Sodexo
        3. PricewaterhouseCoopers
        4. AT&T
        5. Ernst & Young
        6. Johnson & Johnson
        7. IBM Corp.
        8. Deloitte
        9. Kraft Foods
        10. Colgate-Palmolive Co.

                                    Review Diversity Inc. for detailed information.
Diversity Statements
   As our clients become more global and expand into new markets, they
    expect us to be equally diverse.
   We have a strong commitment to bringing together the right teams for our
    clients from across our global organization. These teams match our clients’
    needs in terms of knowledge, skills and cultural background.
   Diverse teams are also proven to stimulate innovation and new ways of
    problem solving. But they need an inclusive culture to help them function at
    their best.
   Inclusiveness is all about making the diverse mix work. It’s about equity and
    opportunity – making sure that differences are celebrated so that talented
    people from any background can rise to the top, and ensuring that
    opportunities to develop and advance are available for all from day one.
   Making sure that all our people’s voices are heard and valued not only
    helps attract and retain the best people, but also it helps get better
    answers for our clients and our organization.
Diversity Statements

  We respect and value not only differences
   related to race, gender, ethnicity, disability,
   and sexual orientation, but also diversity of
 viewpoint, experience, talents, and ideas. We
 strive to empower all associates to excel on the
         job and reach their full potentials.
Diversity Statements

 We view diversity as a business necessity and
    opportunity, and a moral imperative. We
 undertake strategies and actions to recognize,
    accept, value and utilize differences and
  similarities among all applicants, employees,
     customers, suppliers, and the community.
Colgate’s Diversity Strategy

"Recognizing and valuing the many differences that make us who we
are is vital to our culture. This diversity includes more than the
obvious traits, like nationality, culture, race and gender. Our diversity
also encompasses many differences that are not so easily seen, such
as life experiences, religion, sexual orientation and family situations,
just to name a few.
These differences bring a depth and variety of ideas to our business
that cannot come from any other source. They are the keys to finding
new solutions to business challenges and new opportunities from
unique insights. Creating an inclusive environment is absolutely
critical to ensure that we can benefit from these diverse viewpoints,
diverse ideas and diverse perspectives.“

                                        — Ian Cook, Chairman, President and Chief Executive Officer
Diversity and Organizational Competitiveness


                          Aside from
                         fairness, why
     System                  should
    Flexibility          organizations
                           attend to

Multicultural economy
The Selig Center reports that total annual buying power in the United States
exceeded $10 trillion for the first time in 2007 and is projected to be $13 trillion
by 2012. What's particularly relevant here is that multicultural markets will account
for the lion's share of that growth.
   2007 - the buying power of Blacks and Latinos was $913 billion and $951
    billion, respectively—larger than the entire economies of all but 13 countries in
    the world.
   2008 - combined buying power of Asians, Blacks and American Indians was
    $1.5 trillion, a 227 percent increase over its 1990 level of $454 billion.
   Marketing efforts for different racial/ethnic communities must address different
    geographical aspects. For example, the Latino and Asian markets are heavily
    concentrated in a few states, while the Black market is widespread throughout
    much of the United States.
PepsiCo, 2003 Campaign
This advertising campaign attracted Latino customers with its Frito-Lay's
Chile Limon and Doritos guacamole-flavored chips, which brought in
$100 million in revenue.
Procter & Gamble

   Procter & Gamble's Gain laundry detergent was created with
    scents and marketing that was specifically aimed at the Black
    and Latino communities. The company consulted extensively
    with its Black and Latino employee-resource groups before
    marketing the product.
   The result?
       Gain became the second-largest-selling laundry detergent in the
        United States, which the company primarily attributed to these two
        markets, and it became the fastest-growing brand among Black
Multicultural Dolls

 Multicultural dolls that reflect the diverse, mixed-race reality of
 children. Representing the changing world that no longer
 remains the "Barbie-doll standard" of beauty. This innovation
 generated a profit of $20.9 million.
Oreo Barbie

   In 1997, Mattel entered into a cross-
    promotion with Nabisco, releasing the
    Oreo Barbie in both a white and a black
    version. Apparently, no one at Mattel had
    considered the negative connotations of
    pasting an Oreo label on an African-
    American doll.
At Mattel, Everyone Plays...

As a part of our business strategy for success, we will strive for diversity
in who we are and what we do, primarily through our:
   People: we will hire, retain, and promote a diverse workforce, and will
   encourage opportunities within the communities that we live, work, and play
   Perspectives: we will create a company culture that encourages an
   expression of, and a respect for, diverse viewpoints
   Partners: we will do business with customers and suppliers who reflect the
   diversity of the worldwide community in which we operate
   Products: we will create and market products that appeal to and engage
   our consumers around the world

At Mattel, Everyone Plays...

   As the world's largest toy company, Mattel's global
    workforce is diverse by any measure, be it ethnicity, race,
    religion or gender. However, Mattel doesn't see diversity in
    such limited terms. Rather, Mattel is committed to a broader
    global perspective. More importantly, we have a business
    imperative to think globally. Today, nearly half of Mattel's
    sales come from outside the US. And in the future, Mattel's
    greatest sales potential will be from its growing
    international markets.

Toyota, 2006 Super Bowl Commercial

 The new 2007 Toyota Camry Hybrid was introduced in two languages in a
 30-second commercial spot costing up to $2.5 million. It highlighted a Latino
 father in bilingual conversation with his young son during a car ride. When
 the son asks why his father uses both languages, the father responds, “for
 your future.”
Legalities of Diversity

 •   Title VII of the Civil Rights Act of 1964
 •   The Equal Pay Act of 1963
 •   The Age Discrimination in Employment Act of 1967
 •   Section 504 of The Rehabilitation Act of 1973
 •   The Americans with Disabilities Act of 1990,
             Titles I and V
 •   The Civil Rights Act of 1991
 •   The Pregnancy Discrimination Act
 •   Lilly Ledbetter Fair Pay Act of 2009
Age and Disability
o       Misperception: Older workers will retire soon after
        being trained, therefore, employers should not
        invest training dollars in them.
    o     Reality: Younger workers have higher turnover rates
          than older workers.
o       Misperception: People with disabilities have lower
        performance and higher absence than people
        without disabilities.
    o     Reality: People with disabilities have similar or better
          performance and lower absence than people without
Sex and Gender

o       Misperception: The majority of women with small
        children leave the workforce to be “stay-at-home”
    o       Reality: Most women with or without children work outside
            the home. Education increases women’s likelihood of being
        o    60% of women and 74% of men work; 74% of women without
             children work and 74% of women with graduate degrees and
             children less than 1year old work.
o       Misperception: Sexual harassment affects women only.
    o       Reality: Men are about 15% of sexual harassment
            targets, but men who complain are often not taken
Sexual Orientation

 o   Misperception: Gay males and lesbians have the
     same rights to non-discrimination as
     o   Reality: No federal laws prohibit sexual orientation
         discrimination in private workplaces. In many states,
         one can be fired for being gay or lesbian.
 o   Misperception: Same-sex partner benefits add
     considerable health insurance costs to employers.
     o   Reality: Adding same-sex benefits increases costs to
         employers between 1% and 3%; costs are
         proportionate to any increase in plan participants.

        Hindus              African
  Mixed       White BlacksAmericans
  Race        Women
      White Men Hispanics/ People
Jews               Latinos
     Christians            Disabilities

           Arab             Native
      42%Americans GLBT
Muslims                   Americans
Inclusion and Cultural Flexibility

         Hindus              African
   Mixed       White BlacksAmericans
   Race        Women

 Jews         “Us”
       White Men Hispanics/ People


              Arab              Native
            Americans GLBT     Americans
How Do We Get There When WE don’t
Know Where “There” IS
o   An organization’s success or failure depends on its
    ability to attract, retain, and maximize contributions
    of people from all backgrounds.
o   Discrimination, harassment, and exclusion are and
    will continue to be increasingly unwise, unprofitable,
    and unacceptable.
o   In business, while diversity is partly a means of
    gaining competitive advantage, it is also the
    willingness to pursue societal changes that reduce
    widespread inequity among people.
Organizational Foci

               Equitable                     Job Criteria and
               Benefits                      Selection Team

   Affinity Groups             Increasing                Recruiting
      Promotion and

                                       Training and
 Types According to the U.S Equal Employment
        Opportunity Commission (EEOC)
   o   Age
   o   Disability
   o   Equal Pay
   o   National Origin
   o   Pregnancy
   o   Race
   o   Religion
   o   Retaliation
   o   Sex
   o   Sexual Harassment
Concluding Thoughts

   To remain competitive in a global market, we cannot
   afford to have potential contributors prevented from
   or limited in their contributions in an increasingly
   competitive world.
Scenario 1

Your workplace has what it considers to be
“company observed holidays” around Christmas, but
those days do not account for other religious
denominations. How do you uphold your traditions
but at the same time respect other expression of
Scenario 2

 Walter is in charge of a department of
 approximately fifty people. Three of the employees
 in the department represent the minority areas.
 There is a job opening. Jeannie, a white candidate,
 Mitch, a minority candidate, and John, who
 represents other all apply for the position. On paper,
 all candidates have equal qualifications and
 experience. In the interview process, all came across
 well, but Walter feels more comfortable with the
 white candidate. What would you advise Walter to
Scenario 3

 As Director of Human Resources, you are in
 charge of overseeing the downsizing of the
 company. The easiest ways to save the company
 money is to lay-off those individuals with the
 largest salaries first and then proceed to those
 who were last hired. Are there any issues you
 need to consider before you move forward?
Scenario 4

  You are an executive in the company and while
  you are having lunch in the company cafeteria one
  of your colleagues uses what would be considered
  discriminatory language by all accounts. You are
  not sure if someone over heard the comments. How
  do you handle to the situation?

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