Copy of MANAGING DIVERSITY

Organizing

Communication

Employee groups adopt rich communication channels as it is centered on face-to-face discussions, permitting direct experience, two-way feedback and personal focus.

Organizing

Communication

Strategy Map

Planning

1 Overarching Goal: Advocating Workplace Equality

Key Features

Accomplish P&G’s Mission: Provide branded products and services of superior quality and value that improves the lives of the world’s consumers

Flexible working hours through:

Top Management (CEO and Senior Vice President)

• Performance Review
• Peer Evaluation
• Personal development plan
• Contract for annual goals

Planning

• Creating personal schedules in partnership with immediate managers
• Deciding working days/ daily timings
• Deciding leaves and duration of leaves
• Having child care centers in offices

Financial Performance Goals:

7 Employee Groups

• Implements action plans
• Develop operational goals and strategies to meet members' needs

Revenue growth through ventures into new markets, and increasing value to existing customers

Organizing

• Policy aims to maximize productivity through employee motivation
• Clear communication
• Testing on small employee group

Leadership

• Transparent communication
• Employees talk to their managers about their schedules and necessary alterations
• Develops ‘corporate family culture’
• Trust between company and employees

Customer Service Goals:

Inspire customer loyalty and intimacy by providing dedicated products

Achieve product leadership in terms of product quality and reliability

• Relational Theory leadership style
• Voluntary membership
• Emphasis on relationships and networks
• Senior members of these groups influence new employees through aligning the minority employees’ personal goals with the organisation’s vision and values, in addition to providing them the relevant tools to enable them to contribute to achieving the organisation’s vision

Employee Groups

What’s so great about them?

Improve workplace flexibility

Create diverse teams with varied views

Improve understanding of market heterogeneity

Internal Business Process Goals:

Build good relationships with suppliers and partners

• Connects and builds a strong sense of community
• Reduces social isolation for minorities
• Helps organizations retain minority employees
• Provides valuable insights and new ideas to the company

Leading

Promote an active culture of inclusiveness

Learning and Growth Goals:

Recognize differences between people and embrace them

Engage employees to improve knowledge-sharing

• Blake and Moulton’s Leadership Grid

(9,9 Team Management)

Flex@work

• Maslow’s Hierarchy of needs (tier three – family, friends and community)

What is it?

Controlling

Maslow’s Hierarchy of Needs

7 Employee Groups in P&G

Employee Groups

Controlling

• Work-life balance leading to diversity
• Diversity in work-pattern
• Single mothers, homosexual parents, married employees, employees with alternative style of working are targeted

Controlling

Lacking Fulfillment of Self-Actualization Needs

Groups in an organization based on social identity, such as race or gender, organized by employees to focus on concerns of employees from that group

• Balanced Scorecard (BSC) – objectives and policy may be studies from financial, customer, business and innovation perspectives
• Effective for desk-job employees
• Not effective for employees in manufacturing sector (Not so universal)
• Example: women in Hyderabad plant

From 2011 - 2013

• Less than 0.5% growth in minority managers (23.7% - 24.0%)
• Decline in minority recruitment (18.7% - 18.0%)
• More opportunities are required in terms of minority job advancement and hiring practices!

Policies & Programs in P&G

Planning

1. Flex@Work

Organizing

Minority Supplier Development

2. Employee Groups

Communication style

• Vertical top-down approach from 1972 to early 2000s
• Decentralized approach:
• Richard A. Hughes, Chief Purchasing Officer
• Icy Williams, Associate Director of Corporate Supplier Diversity

3. Minority Supplier

Development

Minority-owned businesses?

• Started since 1972

• Emphasis on inclusion of minority-owned businesses

• Grown from 6 minority-owned companies to 1,250 by 2005

• 51% owned, operated and controlled by minority group members
• Minority-group members could include minority races and gender

Leading

Diversity Champions

• Established in early 2000s
• Promoting supplier diversity throughout the organization
• A staff is dedicated to making sure solid targets are met

An Overview

Controlling

Diversity in Procter & Gamble

Measuring performance

• Result-oriented approach
• Spending US$2 billion in minority-business every year for the past 7 years

• Multi-faceted and effective

• Detailed and concise planning coupled with good control measures.

• Organizational communication and culture well established in company values

Est. 1837

Future Direction in Diversity management?

How Diversity Affects the Company

Today:

-Serves 4 billion customers in over 180 countries

-Employs 120,000 people from 140 nationalities in 70 locations

• Leader as opposed to being a leading company of diversity

• Increasingly pertinent concern in face of growing competition

Leading

No. 3 in Top 10 Companies for People With Disabilities

No. 6 in Top 10 Companies for Global Diversity

'It is the right thing to do'

• Potential for misunderstandings
• Disrupt social cohesion

BUT

There ARE strategic benefits in having diversity!

Motivation

• Recognition by identifying top minority suppliers
• Fredrick Herzberg’s Two-Factor Theory

Managing for Diversity

Everyone is different

Managing for Diversity is

• Turning diversity into a strength
• Inclusion of employees from various backgrounds
• Through deliberate policies and programs

MANAGING DIVERSITY