SAA

Diversity Management
 Managing diversity

 Managing diversity is a planned,

systematic and comprehensive managerial
process for developing an organisational
environment in which all employees, with
their similarities and differences, can
contribute to the organisation.
 1. Strategy development
 Needs analysis
 Top management commitment
 The intervention
Training
Other
 Measure changes (deliverables)
 Communicate results
 Needs assessment

 Key drivers
 How fit into overall organisational strategy
 Specific hot spots? (functional areas, job
categories)
 There may be different issues in the
different operational areas. Are there?
 Top team workshop

 Top team workshop – overview

 Clarify the actions needed to support the
programme
 Identify & work through the
issues.
 Develop a road map.
 2. Methodology used for Training

 Pre-work
 Assessments
 Action Learning
 Practical examples and case studies
 Group work
 Action planning
 Follow-up workshops/communication strategies
3. Customisation of the Training
Programme
 Some organisational needs analysis needs
to be done as part of the programme
design
 Possible interviews with key staff and line
managers.
 Other sources?
 4. Management of diversity for
leadership
 Diversity relates to the entire spectrum of
differences (and similarities) between
people – seen and unseen.
 Managers have a special role to play in
managing the optimal utilisation of a
diverse workforce.
 Levels & groupings

 Top team
 Divisional heads

 Managers
 Supervisors

 Specialist staff & employees

 Why should we be concerned?

 Achieving a competitive advantage

through the effective management of
diversity has become an important
managerial and hence leadership
consideration (Thomas).
 And…

 If diversity is not utilised as a tool, it might

become a business’ downfall (Daniel).
 In order for an organisation to value
diversity it must first understand the
differences in managing diversity and
employment equity.
 Leadership roles in the
management of diversity
 Leadership must have the tools to assess
the current climate surrounding diversity
issues.
 Must have a challenging roadmap as to
the attainment of the preferred future.
 Must be able to articulate it.
 Take bold and decisive actions in the
attainment of the goals
 Issues to be addressed

 There is a definite business necessity in

applying diversity management principles
that go beyond any regulatory compliance.
Diversity Management programmes
have a positive payoff if…
 There is follow up after the initial
intervention.
 There are incentives to apply the concepts
 Top management/leadership support.
 Diversity management is seen as a line
function with HR support functions.
end
 Collaborators

 Jill Schlachter
 Dr. Kerrin & Hugh Myres
 Dr. Neville Bews
 Others
 3. Train the trainer process

 1. Successfully attend and complete as

participant
 2. Be selected as a facilitator
 3. Trained and successfully graduate as
facilitator
 4. Train with guidance
 5. Train independently
 Dimensions of Diversity

 Individual level – personality

 Fixed dimensions – age, race, gender
 Varied – behaviour, manifestation of the
fixed dimensions
 Organisational dimensions – rank,
seniority, prestige (or lack of) attached to
a unit or job.