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Diversity Issues in Today's Workplace
Today's workplaces have numerous diversity issues that they deal with daily, in order to avoid social barriers, diversities have to be addressed and mediated carefully. The workforce of today is now much more diverse in terms of cultural background, values, language skills, and educational preparation. Individual differences are inextricably intertwined with the environment (work, society, church, etc). Human behavior is too complex to be explained by one sweeping generalization. Different variables determine individual behavior, variables that include abilities and skills, background, and demographic variables. As society places more emphasis on equal opportunity and treatment, many differences are likely to disappear.
Mention the topic of diversity in IT, and most people probably think of the ratio of men to women or the racial makeup of the workforce. Equally important as those issues are the struggle that many companies are having with age diversity. Generational differences can become a big distraction and hurt morale and teamwork, unless IT managers learn how to accommodate the uniqueness of each group. Most often, I see companies trying to construct a workplace based on a single generations expectations of benefits and conditions, and the result is that they alienate at least half of their staffers. Obviously, sweeping generalizations about any generation are dangerous. But, so too is the practice of treating workers in all age groups the same. Companies that are successfully recruiting young talent find that these upstarts have different attitudes, values and points of view. When enterprises try to mix these individuals with workers from different generations, the result is often more like a collision than a meeting of the minds. Most enterprises are an amalgam of the following
a. The Older Generation Born before 146, this is the World War II generation of individuals who rebuilt the global economy with a firm belief in command-and-control leaders and a conviction that success was achieved via a slow, steady climb up the corporate ladder.
b. The Baby Boomers These individuals are mixed regarding work attitudes. Some resist the impact of technology, globalization and downsizing, although most adapt to the new requirements regarding flexibility and entrepreneurial thinking. Baby boomers, born between 146 and 164, generally value inclusion and emphasize process. They have paid their dues and waited their turn for advancement.
c. Generations X and Y Born after 164, these technically savvy individuals view themselves as free agents. They are loyal to themselves and obsessed with skills development. Money is important, but they are comfortable taking financial risks. As children of the post-television era, many are more moved by the visual image than the written word. Fiercely independent, Generation X and Y workers like to be in control and require fast feedback.
With their diverse values and points of view, it isnt surprising that these groups dont always agree on how work should be done. Older generations may seem inflexible to their young counterparts, and the younger members of the staff may seem to lack respect for authority. Frequently, I detect these differences in the complaints of managers who claim that younger workers have unrealistic promotion expectations and are unwilling to stick with something long enough to learn it well. Baby boomer managers are often frustrated by their young subordinates because they are trying to apply the same motivating factors that worked on them, and Generation X and Y workers are uninterested. At the same time, its not uncommon to see relatively inexperienced IT professionals commanding large salary premiums because they have hot skills, often earning more than individuals with more years of experience. Such cases are often viewed as inequitable by those of the baby boomer generation, who place a high premium on paying their dues.
Age diversity is a reality that isnt going away. While baby boomers outnumber Generation X and Y individuals in the workplace today, the population will obviously shift during the next ten to fifteen years. In the meantime, companies must recognize that the workplace cant be driven by the needs and expectations of any one generation. Rather, it must be driven by business realities. Speed, flexibility and innovation are the bellwethers of success today. By creating an organization thats nimble and knowledge-driven, all workers can thrive. There will still be differences between the generations, but the key is to get all workers focused on the goal - rather than their different approaches to meeting that goal. The goal will prove to be the common ground in an age-diverse workforce. For example, the career path for a baby boomer worker and a Generation X worker may be identical, but a manager will have to employ a different coaching process to the individuals. The baby boomer worker is more likely to see the point behind each step along the career path, but the younger worker may be looking for more short-term gratification for a job well done. The manager can satisfy both constituents by being flexible and balancing clearly delegated assignments by giving the workers the freedom and flexibility to produce results in their own way. Finally, an IT managers ability to manage age diversity will be enhanced tenfold if they are willing to spend time getting to know the individuals, and if they consistently provide constructive feedback and kudos for a job well done. Managers who use a one-size-fits-all approach to managing age-diverse workforces will wind up turning off a large portion of their staff. Rather than create a workplace based on the expectations of one generation, managers should strive to get all workers focused on their goals and be flexible enough to let people meet those goals as they see fit.
Today, students question if the high cost of tuition in the long run is worth the investment over entering the workforce as a full time employee. Many low income families at risk might decline investing in higher education, because they have a hard time just making ends meet without thinking of college expenses. I feel college education is something to be valued. College may be expensive, but the price of ignorance is even more costly. Getting a college education takes a lot of time, motivation and commitment, but will pay off for a lifetime. It will make you become a better person.
"Show me the money!" College graduates on the average earn more than high school graduates. According to the Census Bureau, over an adult's working life, high school graduates earn about $1. million, associate's degree graduate earns about $1.6 million and a bachelor's degree graduate earns about $.1 million. By achieving a college degree an individual gets a better job within the rapidly changing world we live in today. College graduates have better job opportunities, are more productive and earn more money than a non-degree individual. According to figures from the U.S Census Bureau show that in 1, average income for a 5 year old male with a bachelor's degree was about $61,000, compared to about $,000 for a male with no college degree. Today 80 percent of students enroll in either a public two year or four year college. The average a full time student pays at a public two year college is about $1,5 per year in tuition and $8,655 at a four year college as a full time student, according to the U.S. Department of Education 00 report.
Compared to high school graduates, college graduates live a better quality of life. Graduates have better access to health care, greater participation in mental activities and are less dependent on government assistance. Society benefits from college-educated individual because their more likely to be employed, they vote and volunteer work for greater community service.
Once you have achieved your degree, it's time to make a change in the world around you. A college education is not all about having money and power, because they won't save your soul. According to Elchanan Cohn and Terry Geske (1), there is the tendency for more highly educated women to spend more time with their children; these women use this time to better prepare their children for the future. Cohn and Geske (1) report that "college graduates appear to have a more optimistic view of their past and future personal progress." Look at what education has done for the United States, we have stimulated from the backwards land of disobedient colonist to the greatest, spiritual and most successful nation in the world. Education is our nation's best defense.
Research has shown that higher education is associated with the substantial earnings in the job market and higher education will become very important for landing high paying jobs in the next century. Although, an investment in a college education may be a financial burden to you right now, the long term benefits will continue to appreciate and grow. A college education investment will give you a higher education, prosperity, quality of life, change and passing on the American dream.
Gender has been a consistent factor when dealing with diversity issues. Title VII, intended to fix discrimination on the basis of sex, and was passed as an amendment to the Civil Rights Act of 164. It serves as an unfortunate insight for how the law would unfold.
There is constant discrimination against women by employers and colleagues, but there is even more discrimination against working and single mothers. The treatment of working mothers in the media mirrors this culture's confusion about women's roles, and echoes society's inability to offer new solutions to career and family predicaments. Women's gender does not render them any less able than men to excel in their chosen profession. They can do their jobs as well as any man. So why, when both men and women make identical decisions concerning work and family, only the women are criticized. Society's customary expectations put no pressure on men to idol as both parent and professional. Why is that? Many women are penalized for their choice to have children, no matter how well they are performing on the job.
Children and careers are not a perfect fit, especially for employers. There are basically two set of rules there is the written rule that technically describes the conditions of employment and there is the unwritten standards of behavior that must be followed in order to become part of the team. As long as women plays by the rules of the game, the doors of career will remain open, but the second they decide to change to a different agenda for combining career with family or even talks of having a family, doors begins to swing shut one by one. There is little real support for parenting issues in the workplace, especially huge organizations.
Single mothers are considered an even bigger risk too many bosses. Without the major support of a significant other they face more obstacles than that of a woman with a spouse or that of a professional working woman. Mark Rednick, president of MRI Sales Consultants in Dallas agrees,
LeClaire (00) said that, "There is plenty of hiring discrimination against single mothers. The hiring person may never voice it or think it, but subconsciously they feel they will have more trouble with a single mother than with other employees."
There is no such term as single working father in society's terminology. Single mothers have a difficult time finding stable employment. They are often paid less and have less opportunity for advancement. A former trial attorney for the U.S. Department of Justice, Lauren Kahn says, that her role as a single parent has brought harsh and discouraging economic realities. "I'm having a terrible time getting a job."(Swiss and Walker, p. 164)
Organizational psychologist and chief executive of The Impact group, Ken Siegel says single working mothers tend to hit the glass ceiling because management perceives them to have limits to how much they can take on. Working mothers should not be forced to have to choose between their careers and their children. Childcare, childhood illnesses, doctor's appointments, and PTA meetings are all of the things that employers use against working mothers when promotions are being considered. There is little sympathy for sick children in the workplace.
There is no fair way to extinguish trade-offs between careers and children. But there are ways to help minimize the possible for conflict between the two, with better results for both the employer and employee. Here a few examples of what some corporations can do to reduce the conflicts
a.Create flextime at all levels of an organization core business hours established for all employees.
b.Compressed workweeks.
c.Parental leave.
d.Telecommuting and working from the home.
e.Lunchtime seminars to share and address concerns of working parents.
f.Regular family-friendly audits to gauge an organization's success in promoting and retaining women, and track the extent to which women and men use parental benefits.
Companies that want to manage their risk prudently must act before a problem occurs. First, companies need a comprehensive, detailed written policy on sexual harassment. The CEO should issue the policy and make it a high priority of the company. Second, they need to distribute this policy to all workers, supervisors, and even some non-employees. A basic policy should set forth the following
a.Express commitment to eradicate and prevent sexual harassment.
b.A definition of sexual harassment including both quid pro quo and hostile work environment.
c.An explanation of penalties (including termination) the employer will impose for substantiated sexual harassment conduct.
d.A detailed outline of the grievance procedure employees should use.
e.Additional resource or contact persons available for consultation.
f.An express commitment to keep all sexual harassment complaints and personnel actions confidential.
To help employees grasp the nature of sexual harassment, companies may want to provide their workers with examples of behavior that they consider inappropriate. Once a company develops a sexual harassment policy, it should circulate it widely. Companies should provide copies not only to newly hired employees, but also to current ones. In addition, companies should post copies throughout office and break areas, issue periodic memos about the policy, and hold informal and formal departmental meetings to discuss the topic. In particular, companies need to train their supervisors to deal with sexual harassment. Even small businesses will find it useful to educate their workers through videos and seminars. Companies may also wish to seek help from an outside consultant.
Despite prudent measures, companies will always face the possibility, if not the probability, that sexual harassment will occur. Consequently, an effective grievance procedure should provide the complainant with alternative routes for reporting harassment. In setting up grievance procedures, a company may want to consider that women lodge the vast majority of sexual harassment complaints, and that the courts have found differences of perception to exist between men and women. As a result, an employer is better protected if a female employee is involved in assessing sexual harassment complaints. That way, female victims may be more willing to come forward, thus enhancing an employers ability to take prompt and effective remedial action. As with any grievance procedure, of course, a company must maintain confidentiality, both for the sake of the victim and the accused.
Even the most comprehensive sexual harassment policies and procedures are bound to fail if a company does not enforce them quickly, consistently, and aggressively. To be effective, companies must take sexual harassment seriously. They need to make certain that personnel responsible for enforcement conduct prompt, thorough, and documented investigations of all complaints, even those that appear trivial. Employers should also keep tabs on their supervisors. This can be accomplished by means of monthly meetings with higher management, unscheduled spot checks, or periodic sexual harassment training sessions. Depending on management style, some businesses may find it useful to survey subordinates about sexual harassment issues, as a way to gauge supervisors' attitudes about the problem. Finally, companies may want to screen annual data on hiring, firing, promotions, and compensation packages for any pattern of overt gender discrimination that may also be occurring. Once a company has received notice of sexual harassment, its liability may be reduced or eliminated depending on how promptly and effectively it responds. Prompt means precisely that under no circumstance should a company delay an investigation of sexual harassment more than a few days. Notably egregious sexual misconduct should be handled immediately. Whatever the situation, a company should take action that is reasonably calculated to end the harassment. Such action must be directed toward the harasser, and may include verbal warnings, written warnings, job transfers, suspension of employment, and if necessary, termination. A company should also be careful not to allow too much time to elapse before achieving a satisfactory resolution of the harassment. Once matters have been brought under control, a company should continue to monitor the situation to ensure compliance. Toward this end, follow-up interviews with all parties and witnesses are highly recommended. When claims of sexual harassment cannot be substantiated, an employer should still take the opportunity to reemphasize to employees that sexual harassment will not be tolerated.
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