Research Articles Base: Diversity Training Programs

The Diversity Champions Program

INTRODUCTION “I have a dream that one day this nation will rise up and live out the true meaning of its creed: “We hold these truths to be self-evident: that all men are created equal.” [.]               That statement was made by . on August 28, 1963. Today, four decades later, some might say that discrimination of people in terms of ethnic background, skin color, gender, sexual orientation and other bases is no longer a “normal” practice, but an abnormal, cruel, and illegal act. Some would say that we are now a tolerant society, where perceived differences are mostly set aside. They may have a point considering that there had been a global initiative to review government policies and laws concerning equality and fairness to all men. However, rules and regulations is one thing, implementation and compliance is another. The observing eye of the media and concerned organizations may have eliminated discrimination in public places, but hidden from view, practices that deny respect and fairness to blacks, ethnic minorities, females, gays, lesbians, etc. still abounds. In the work environment, biased treatment of applicants/employees due to their sexual preferences is a major problem. In UK, survey among homosexual men and women showed that 43% had experienced insults shouted in a public place, 32% kept their homosexuality secret from their employers and co-workers, 25% had been physically threatened or attacked, 21% had been harassed at work, 11% had suffered other forms of discrimination or ill treatment, 8% had been refused promotion (2006). Solutions to these issues are being worked on by different concerned organizations, particularly Stonewall.               The objective of this essay is to present the effectiveness of Stonewall’s Diversity Champion initiative in promoting equality of treatment between heterosexual employees and employees with a “different” sexual orientation, i.e. gays, lesbians, bisexuals and transgender. The critical question that needs to be answered is “To what extent does the experience of Stonewall’s Diversity Champions initiative demonstrate that business-led action to promote diversity is an effective means of reducing disadvantage at work?”. We will include a brief overview of the organization Stonewall and discuss the features of its diversity champion initiative. We will then present some of the companies who participated in the project and study what they think about the program developed by Stonewall as well as its impact on the employment environment of their company.   Overview of Stonewall Organization Stonewall was founded in 1989 by concerned men and women as a means of continuing their struggle against  Section 28 of the Local Government Act, which forbids the promotion of homosexuality by local authorities. The name may be based on the Stonewall rebellion in June 1969, where group of homosexual customers of The Stonewall Inn resisted police arrest and fought back. The major purpose of the UK based organization is to create a professional lobbying group that could help prevent discrimination on lesbians, gay men and bisexuals and push the cause for equality on the mainstream political agenda through winning support from different sectors. The organizations lobbying work remains an important part of their operation but the activities have expanded to include the fields of research, legal test cases of inequality,  campaigns, and partnerships with non-parliamentary organizations. These activities involving organizations outside of parliamentary include: 1. advising public bodies like police and local councils on good practice  2. establishment of the Diversity Champion program targeting large companies employing millions of people. Aside from Diversity Champion, Stonewall also run two major projects using massive grants from the Community Fund which are Citizenship 21 in England and Wales, and Beyond Barriers in Scotland. Stonewall was granted charitable status (Charity Registration Number 1101255) on September 23, 2003. Facts from this overview were researched from the organization’s official website (006).   Stonewall’s Diversity Champion program The diversity champion program was developed by Stonewall in 2001 to respond to the issue of discrimination against GLBT (gays, lesbians, bisexuals, transgender) in the workplace. It provides a way for employers to work with Stonewall to promote diversity in the work environment. Some of the member companies are Barclays, IBM, Sainsbury’s, Excise, HM Customs, BBC, Newcastle City Council, Lloyds TSB and the Royal Navy. The following benefits of joining the Diversity Champion scheme were mentioned by the organization: opportunities for networking, Seminar program and other events, Dedicated point of contact, Access to Stonewall’s work and advice on initiatives the member might undertake, Use of Stonewall logo, Free and exclusive entry in Stonewall’s Recruitment Guide, Discounted registration and priority booking, Access to benchmarking services, Research and guidance, and Sponsorship and branding opportunities (2006). Generally, the implication is that companies joining the program would enjoy a good public image which would help raise the reputation of their products and services, create a loyal and motivated workforce, and widen its applicants’ base. The organization had also emphasized that joining the program could minimize the possibility of potentially damaging discrimination cases, and save discrimination lawsuit expenses for employers (2004). Membership in the organization’s Diversity Champion program is easy; It requires only one criterion: The company must indicate a clear commitment to improving the working environment for its gay, lesbian, and bisexual workers.   Analysis of members’ opinion and impact on operation             To develop a clear picture of the organization and its Diversity Champion program, it is not enough to know how the company describes itself and its projects; it is also essential that we look at what other external sources have to say. In addition, testimonials of member companies could give us an insights on what companies think or intends, that we may use in evaluation of the effectiveness of business-led (or profit motivated?) action  in minimizing work disadvantages. All views were taken from the corporate statements posted at the ‘Testimonials’ section of Stonewall web archive (2006). We are going to quote their statements directly to enable us to facilitate analysis of how they really regard the program.   “We are delighted to work with Stonewall and we believe that the Diversity Champions programme is playing a powerful role in helping to eradicate homophobia”. []. From this statement, it is clear that the two councilors regard Stonewall’s diversity champions program as a solution that solves more than just issues internal to the Manchester City Council. It is apparent that they joined the program for addressing homophobia in the society in general.   “Stonewall’s Diversity Champions programme will help us to raise KPMG’s profile as an employer of choice to the LGB community in order to attract, retain and motivate people of all sexual orientations.” [ Diversity Manager, KPMG]. In contrast with the first statement that we discussed, KPMG’s testimonial implies a slightly self-oriented approach.  From  words, we get the impression that KPMG’s purpose in membership is simply to improve the reputation of the company to the LGB community.   “Barnardo’s have gained a number of benefits as members of Stonewall’s Diversity Champions programme.  Now LGB staff are telling us that they selected Barnardo’s as their employer of choice because we are members of the programme, and in   an environment where quality recruits are hard to  come by that gives us a competitive advantage.” , UK Director, Corporate Resources & Lead Director LGB Issues, Barnardo’s]. Here we see another example of commercially driven motivation in joining Stonewall’s diversity program. The testimonial does not show what good the program had done for the LGB workforce, it simply points out the “competitive advantage” that a company could gain as a member. Take note of the reported employees’ reason for selecting the company: just because the company is a member. It also indicates difficulty of getting “quality recruits” as another driving force for participating in the program. This testimonial looks more like an advertisement rather than an appreciation of the program’s contribution to workplace ambience improvement for LGB employees.   “Joining the Diversity Champions programme endorsed what we were trying to achieve, gave the work credibility from an early stage, and provided us with specialist information and resources that we would otherwise not have been able to access. I can honestly say that the money was very well spent – worth every penny!” [Strategy Officer-Equalities, Cambridge City Council]. The term “worth every penny” emphasize the business aspect of the initiative, which gives a little tarnish to the otherwise noble cause. Sigrid Fisher’s admittance that without Stonewall, they would not have access to to resources and information, highlights the limitation of a business-led solution in the overall improvement of working condition. Furthermore, the testimony mentioned the existence of an ongoing effort of the company towards diversity even before they joined Stonewall’s program. This is similar to the next testimony.   “Membership of Stonewall’s Diversity Champions programme has given the work that we are taking forward credibility from an early stage and provided  the OFT with specialist advice and resources, not available elsewhere.” [Diversity Coordinator, Office of Fair Trading]. Notice the similarity between this statement and the one made by ? They are both praising the program for providing resources not available elsewhere. The statements are really very similar in all aspects, almost like they were pre-arranged, to force readers into thinking that the diversity champions program is the only choice because of the theme “we have it, others don’t”. It is also worth noting that these two members regard the “credibility” given to them highly. The analysis of these statements brings us back to reviewing some of the offered benefits of joining the diversity champions program.   The essence of membership in Diversity Champions Program             There has been some concern in the effectiveness of the program with regards to member’s intentions. The issues arise from the advantages that are being offered to prospective members. Most of the benefits listed are geared toward enhancing member’s image, providing exclusive services, and widening the member’s market in both customers and applicants. Some sectors point out that shadow of a doubt exists regarding the purity/sincerity of companies enlisting in the program. Since companies who want to sign up were not required to present an established accomplishment in LGBT employees treatment either before or after registering, there were opinions that some employer might participate in the initiative for appearances only, without concrete effort in actually improving their system. Jude Jackson, secretary of the LGBT group in the Public and Commercial Services Union (PCS), argue that LGBT staff employed in the government departments that enlisted in the diversity champions program did not experience any ‘substantial benefits’ as a result of membership (Labour Research 2004: 15-16). There were resources, information, seminars, and trainings provided to employers as a privileged member, but none for employees. Of course, Stonewall have a lot of free documents, guide and seminars for employees too, in fact it is available to anyone interested, but these resources are not in relation to Diversity Champions membership. These latter resources are available whether your employer is a Diversity Champion or not. So what immediate good does Diversity Champion give to an employee? The answer is unclear, or the answer depends on the type of employer you have.               Then there were cases that a joining member had already initiated a diversity movement with respect to sexual orientation prior to membership in the program. For example, the Foreign and Commonwealth Office (FCO) joined the Diversity Champions program in July 2004, but before doing so, it had already reviewed and revised its policies to make sure that its employment system meets the requirements of the law on discrimination with respect to sexual orientation. Rules like allowing unmarried heterosexual couples and same sex partners to  enjoy the privileges previously enjoyed by married partners only, was established even without the intervention of Stonewall (2004:).  Another example is Barclays, who in early 2002, launched the Spectrum network for LGBT (lesbian, gay, bi-sexual and transgender) employees and also those who show interest in sexual orientation issues (2002), a program not influenced by membership with Diversity Champions. It seems that again, the company thinks that membership with the program would give credibility to their efforts.               The British Royal Navy also joined Stonewall’s Diversity Champions program on Feb 2005 (2006) , but not before  the Armed Forces had introduced a new general code of sexual conduct and lifted the ban on homosexual members of the Armed Forces. The policy change and the lifting of the ban was basically due to the efforts of Stonewall, through providing legal assistance to some Armed Forces members who were treated unfairly due to sexual orientation. Stonewall even went to Strasbourg and European Court of Human Rights to secure victory in the legal battle. Obviously, much of the success and achievements of the organization came from initiatives that were not business-led concepts. CONCLUSION             The aim of the organization Stonewall as a whole is honorable and admirable, and it had accomplished much in its drive to improve the way LGBT community are being treated in the public, school, and workplace. They should have kept their usual principle of helping, because its new “fund-raising” activity Diversity Champions program seems to be a means that does not justify the ends. Even though there are remarkable results and improvements, these can also be achieved by ways other than offering to build a company’s image without requiring any significant effort.  The aim of the program is to improve the working environment for LGBT employees but it’s looking more like the focus is on improving the marketing environment of the company. In addition, what this program do is create a “false demand”, in the sense that the features, benefits, and operation process of the program gives idea to companies that no sexual orientation diversity drive is effective and credible without membership to the program. The Diversity Champions Program never reported an instance when a company’s membership was revoked because of non-compliance to Stonewall’s suggestion or training. No background check, or random operation check is being done anyway. Most of the members to the program were companies who were previously engaged (and making progress) in their own sexual orientation diversity drive prior to membership. There is no known program wherein members are guaranteed to enjoy prestige as black-friendly or Jew-friendly company. Why should solution for sexual orientation be different from any other discrimination issues? Credit:ivythesis.typepad.com

The Diversity Champions Program

INTRODUCTION “I have a dream that one day this nation will rise up and live out the true meaning of its creed: “We hold these truths to b...

Diversity Training

Diversity Training Gender and Cultural Diversity Diversity training can be considered as the oldest intervention that is connected to diversity management (Karsten 2006, p. 76). The said change is because of the ever-changing working environment because of the different individuals and groups’ differences primarily the issue of gender, race and ethnicity. Gender and cultural diversity are considered as the two of the most famous issues in any workplace or working environment. The gender diversity training enables improved performance. Even though, currently men and women have the same opportunities and rights in the working environment, it is not right to conclude that men and women are the same. This training reveal that small differences between the genders can cause stress, underlie problems, affect leadership, at the same time, worsen small issues and problems. As a result, this training will enable the participants to understand the gender differences in problem-solving, stress management, motivation, leadership and style, thus improve communication and behavioral flexibility with the opposite gender (Mars & Venus Workplace Seminars n.d.). On the other hand, the cultural diversity training enables to show that differences in attitudes and behaviors are commonly, conditioned by culture-values, assumptions as well as perceptions that are instilled during early life and are expressed in the way that people behave and interact. The said influences are so strong that people act upon them instinctively – in everything that individual does. This is important because it can affect different important factors in human resource management, particularly conflict management and decision-making because these factors can lead to misunderstanding and miscommunication which commonly result to chaos (Communicaid n.d.). This is important because of the changes in the workplace environment due to the impact of globalization – international mergers and cross-cultural working environment. Training Professional             Both gender and cultural diversity have a strong impact on the performance of the employees, particularly regarding the relationship or connection between them, which affect the overall performance of a company. However, it can be said that cultural diversity is more comprehensive training compare with gender diversity. This is because of the fact that the cultural diversity focus on the whole or holistic factor which affect the behavior, attitudes and effectiveness of an employee inside an organization. Furthermore, it is important to take note the fact that gender preferences differs or varies from one culture to another. Therefore, it is very important to focus on the cultural beliefs of the general group where an employee belongs to. Therefore, it can be said that the diversity in gender can be encompassed by the issues regarding cultural differences.             As a training professional, I would chose cultural diversity training because it will enables me to have the knowledge and awareness towards different cultures, because it will enable me to communicate in a cross-culture working environment in effective manner, therefore enables me to work more efficiently with counterparts from other cultures. This is important because the world is becoming smaller, and it can be observed in different companies where in different people from different cultures are working together in order to improve and maintain the overall performance of a company.   References Communicaid, Cultural Diversity Training, viewed 14 April 2009, < http://www.communicaid.com/cross-cultural-training/cultural-diversity.php> Karsten, M F 2006, Gender, Race and Ethnicity in the Workplace: Issues and Challenges for Today’s Organizations, Greenwood Publishing Group Mars & Venus Workplace Seminars, Gender Diversity Training for Improved Performance, viewed 14 April 2009, <http://www.marsvenusatwork.com/#>       Credit:ivythesis.typepad.com

Diversity Training

Diversity Training Gender and Cultural Diversity Diversity training can be considered as the oldest intervention that is connected to ...

Diversity Training

Diversity               There is much to be concerned with especially when presented with such a case. As a nurse, my first concern will, of course, be the medical one especially since my training has helped strengthen my belief that only when one is healthy and sound both in body and mind will there be advancements in other aspects.             However, in the case of the Rodriguez family, who have been my friends for some time now, several problems have come at once and, based on their background, their physical health is not the only problem that they are currently facing. From my analysis, one of the biggest problems is the sociological background of our town as well as the limited knowledge of the citizens concerning their rights. It is assumed that the Rodriguez family is not the only family that is facing these problems, but also many of the families and people in our town. Thus, the first step that must be taken should be to educate everyone concerning their rights and benefits and how they will be able to achieve these.             First of all, one of the problems that should be addressed is the hiring and promotion of people despite having lack of education. Based on an article by Brand (2003), lack of education can be one of the factors for the continuation of lack of promotions. Although the article did not give specific ways on how this problem will be addressed, one of the things that the workers, including Jamaal, can do is to ask their supervisor if their lack of education is the reason for their being held back. If it is, they should request that fair judgment based on their labor be their background. Through this, the workers may possibly be able to gain equal status with their other co-workers despite their education problem.             Because of the continued problems with their work, one of the community projects that may be done is a seminar for people in the town concerning their rights that are placed under the Department of Labor. The Department of Labor, especially those who are in the Office of Disability Employment Policy and those who belong to the Fair Pay Department be able to give the people in the community some tips and some updates concerning the laws in which they fall under. Joyce may be able to find other work that will enable her to work at home and something that is not stressful for her. She may be able to obtain help from the Department of Labor or even through asking around from her friends. With this, any concerning labor problems and hindrances may be addressed in the seminars, as well as their knowledge concerning their rights will be increased.             When it comes to the school, there may be some other way for the school to continue. Fundraisers may be organized in order to help the school gain some money. At the same time, the community may recruit the help of the Department of Labor, especially the section concerning Elementary and Secondary Education. Once it is made clear that the community cannot afford to lose the school and that having it will be beneficial to the community children more than if it is closed, then there is the possibility that the school will be granted some time before it will be closed, in time for the community to gather together and organize fundraisers and recruit the help of other divisions of the Department of Education.   References “Office of Disability Employment Policy.” (n.d.) Retrieved from the U.S. Department of Labor website, http://www.dol.gov/odep/, on October 12, 2004. “Employment Standards Administration.” (n.d.) Retrieved from the U.S. Department of Labor website, http://www.dol.gov/esa/, on October 12, 2004. Brand, H. (2003, October). “Job Labors for the Poor.” Retrieved from Looksmart website, http://www.findarticles.com/p/articles/mi_m1153/is_10_126/ ai_ 113377558 on October 12, 2004. United States Department of Education website. Retrieved from http://www.ed.gov/about/overview/mission/welcome.html on October 12, 2004. Credit:ivythesis.typepad.com

Diversity Training

Diversity There is much to be concerned with especially when presented with such a case. As a nurse, my first concern wil...

Diversity Training

Diversity Training

Diversity There is much to be concerned with especially when presented with such a case. As a nurse, my first concern wil...

Diversity Training

Diversity Training

Diversity There is much to be concerned with especially when presented with such a case. As a nurse, my first concern wil...

Term Paper: A Critical Discourse on Diversity Management at Ford Motor Company (A business case for cross-culture human resource management)

A Critical Discourse on Diversity Management at Ford Motor Company A business case for cross-culture human resource management   1.1 Introduction Company Profile Ford Motor Company is the world’s second largest manufacturer of cars and trucks with products sold in more than 200 markets (2002 Corporate Citizenship Report, 2003). The company employs nearly 400,000 people worldwide, and has grown to offer consumers eight of the world’s most recognizable automotive brands (2002 Corporate Citizenship Report, 2003). At Ford Motor Company, the notion of working with African-Americans, rather than just employing them, is steeped in the company’s rich heritage and based on the philosophy that an empowered work force is a productive one (Black Enterprise, 2000). As far back as 1913, Henry Ford recognized the virtue of a trained and educated work force–regardless of race. As African-Americans migrated to the North in search of meaningful work, Henry Ford tapped into this powerful new labor force and hired African-Americans to work in his automotive assembly plants. Ford not only hired African-Americans, he also ensured that they received the same pay as their white counterparts. “Equal Pay for Equal Work” was a radical notion for the times (Black Enterprise, 2000). Historical Overview of Ford Motor Company Henry Ford built his first car, the Quadricycle Runabout, over a hundred years ago in the summer of 1896 (Greenwood and Wren, 1998). It had a four-horsepower engine and could reach speeds of up to 20 miles per hour, an astonishing feat for the late 19th century (Greenwood and Wren, 1998). He sold that car for 0 to finance his second car, which was completed in early 1898. On June 16, 1903, he incorporated Ford Motor Company, which was capitalized for 0,000 with twelve stockholders. The company produced 1,708 cars that first year. Today, Ford Motor Company is a US0 billion corporation with some 350,000 employees in 200 countries around the world (Ford, 2003). In 1999, just over one hundred years after Henry Ford built the Runabout, Ford Motor Company manufactured 7.2 million vehicles worldwide (Ford, 2003). Ford Motor Company’s founding father Henry Ford will be remembered as one of US first businessmen who provided a level playing field. His radical philosophy: Don’t just employ people, but work with them and empower them, regardless of the color of their skin (Ebony, 2001). He fostered integration, fair hiring practices, equal work for equal pay, and diversity in the workplace during some of the most turbulent times in American History. As early as 1913, Ford Motor Company took initiatives to diversify its workplace when Henry Ford promised a day for all of his workers when most Blacks were earning less than a week. When new workers arrived from the South and reported to work at the Ford Rouge plant in Michigan, they also stepped into the once-elusive working middle class (Ebony, 2001). Research Aims and Methods             This project sought to investigate the cross-cultural management policies by Ford Motor Company and how it extends to its workforce and its choice of suppliers. It accomplished four aims: (1) determined and illustrated the methods and specific approaches employed by Ford Motor Company in managing diversity in its workplace; (2) discussed the source of such policies and how it affected the profitability and growth of Ford; (3) Analyzed and evaluated the improvements that can be done by Ford based on the existing literature in its diversity management program and; (4) made recommendation on Ford and on future researches.             The methodology employed in the research primarily was an in-depth investigation and content analysis of Ford documents, articles, books and articles that dealt with diversity management at Ford Motor Company. Moreover, an interview was also conducted on two Ford Motor personnel to provide a background and an overview of what I should be looking for in the literature and in understanding Ford’s policies. 2.1 Diversity and cross-culture HRM According to the Society of Human Resource Management’s (SHRM) 1998 survey on diversity programs, nine out of 10 respondents from Fortune 500 organizations are actively recruiting women, African-Americans and Hispanics. They’re also taking steps to bring more Asians, Native Americans and people. Moreover, in their 1998 study in Alexandria, Virginia, three out of four Fortune 500 companies have formal diversity programs in place, over half of which (58%) have staff members dedicated to these issues (cited in Caudron, 1998). Companies like Ford, however, are concentrating on targeted efforts through specific communities. “To reach diverse communities, we’re doing things like targeting universities with a higher percentage of women and minority groups, as well as getting involved with disability groups and local communities,” says Surinder Sharma, European diversity director at Ford (cited in Sappal, 2002). She adds that by making these links, Ford is expanding the pool that they can fish in for their future talent. Diversity Training: Integrating the Workforce Diversity training remains the primary method used to facilitate behavior change (Combs, 2002). However, existing diversity training is perceived to have failed, calling for a new diversity leadership focus to improve diversity performance. This paper proposes application of the research supporting the self-efficacy construct to build diversity self-efficacy and bridge the gap between diversity training and diversity performance. Research suggests that situations reflecting serious overt and subtle discrimination continue to exist in the work environment. Grossman (2000) suggests that in spite of organizational efforts to manage diversity very little has changed in the experiences of culture, ethnicity, race, and gender groups. Organizational leadership has opted, most frequently, to use diversity training to bring about a positive diversity climate. Diversity training infuses the organization with information and seeks to change the behaviors of employees related to diversity. In many cases the perception is that diversity training has not met expectations as a mechanism for alleviating the work environment of discrimination and prejudice (Caudron, 1999). As a change strategy, diversity training has been labeled ineffective (Flynn, 1998; McKee & Schor, 1999) Many suggest that such training does very little to promote a positive diversity climate. And, at best, diversity training programs, as currently constructed, result in only short-term suspension of discriminatory behaviors and often create more trouble than they resolve (Hemphill & Haines, 1997). In the 15 years since the publication of Workforce 2000 (Johnston & Packer, 1987), diversity has emerged as an increasingly important issue in management circles. Diversity, workforce diversity, and managing diversity are now frequently used terms in and about business, and managers have been presented with a plethora of materials in the popular press on how to handle a diverse work force (Ferris, Frink, & Galang, 1994). The persistent messages about the need to address the phenomenon of a changing workforce and consumer base have motivated managers and organizations either to create internal diversity training programs or to hire consultants to sensitize employees to differences in race, gender, culture, religion, age, sexual orientation and abilities (Harter and Kirby, 2003). While 75 percent of Fortune 500 companies have already instituted diversity training programs, at least another eight percent are in the planning stage, and small companies are also beginning to plan diversity programs (Diversity training, 1999).   Diversity for Profitability Prior to the emergence of this notion of diversity management in the 1990s, issues of workforce composition were usually addressed through one of two approaches: affirmative action or valuing differences (Thomas, 1994). While affirmative action refers to requirements, often legally mandated, to change organizational demographics and remedy past situations where minorities and women were passed over for jobs and promotions, the approach of “valuing differences” is intended to be ethically and morally driven and encourages organizational members to appreciate differences. But as Wheeler (1995) notes regarding these approaches, “one of the primary problems . . . [was] that they were not clearly connected to business objectives” (p. 9). A primary business objective is being profitable, and managers must explain and justify business performance and decisions in light of this objective (Toulmin, Rieke, & Janik, 1984). Subsequently, a movement has emerged to make a business case for addressing the increasing diversity of both the workforce and the consumer base, and this approach is reflected in the popular literature surrounding diversity initiatives. Carnevale and Stone (1994), proponents for addressing diversity based on a business rationale, begin their article by saying, “Welcoming diversity is directly connected to the bottom line” (p. 24). As further evidence of such an orientation, a report entitled “The ‘bottom line’ organization benefits of diversity training: What’s in it for us?”), outlines the importance of managing diversity for profitability (Wheeler, 1995). Ford Cross-Cultural Human Resource Management: Managing Diversity Ford launched its global diversity initiative in 1994 to improve diversity and work life throughout the company (Caudron, 1998). The company’s effort is led by CEO Alex Trotman, who also chairs Ford’s Executive Council on Diversity. Of its 157,000 U.S. employees, 12.8% of Officials and managers are minorities. African Americans represent 8.7% of all top management posts and 17.3% of the workforce overall (Caudron, 1998). These percentages have changed very little in the four years since the initiative began because change in a corporation the size of Ford takes time. Ford says that accountability is the key to making change happen. To this end, senior executive bonuses are tied to diversity management, along with traditional performance measures. The company is managing diversity in a number of ways (Caudron, 1998; www.ford.com): ·         By establishing aggressive goals for hiring professional women and minorities. ·         By developing external mentoring programs that match minorities who aspire to senior management with top-level minority executives from other companies. ·         By establishing employee resource groups to identify barriers, provide information and develop minority employees. ·         By providing mandatory diversity awareness training for all salaried and hourly employees. Ford’s entire global workforce will have completed this training by year-end. ·         By sponsoring the Ford Academy of Manufacturing Science, a school-to-work program that helps young people acquire valuable work skills. Ford Supplier Diversity Ford’s diversity effort also involves suppliers. The company is the first U.S. corporation to achieve minority purchases worth billion, and its goal is to reach .5 billion by 2000 (www.ford.com). Ford also has a strong minority automobile dealer program, providing specialized training, consulting and financial support. Ford’s 333 minority leaderships represent 44% of all U.S. minority dealers. To evaluate its progress, Ford measures representation of women and people of color at all salary levels quarterly (Caudron, 1998). Ford senior executives also conduct face-to-face diversity focus groups worldwide. Ford’s CEO is chair of its Executive Council on Diversity, which identifies and manages corporate diversity initiatives (www.ford.com). The council members report directly to the CEO and conduct yearly focus groups to hear employee concerns firsthand. Furthermore, all members of the council are held accountable for diversity through a performance measurement system. Moreover, other senior managers are involved in diversity as on-site representatives for universities that are key to its recruitment strategy. Ford believes the demographic makeup of its professional workforce should reflect the demographics in the market across all salary groups. The Multi-Cultural Diversity Program of Ford The most universal component of Multi-Cultural Diversity programs is diversity training (Klimley, 1997). This is where most companies start, since they recognize that negative attitudes are at the root of prejudice. Frequently, companies select outside consultants to start their training programs, later relying on their own inside trainers. Once these basics are in place, corporations turn to phase two of diversity–the complex task of developing metrics to measure result. Even the communications area of Ford has specific measurements for diversity (Klimley, 1997). For instance, company publications must sent “clear messages” about diversity. And key executives are required to hold a certain number of employee meetings each year to discuss issues pertaining to diversity. Ford has already have highly developed diversity measurement systems (Klimley, 1997). The broad definition of diversity used by most firms diffuses the racial issue. Ford Motor Co., for example, launched a corporate training initiative to raise employee awareness of discrimination relating to gender and age, in addition to race. The effort is designed to help employees understand the increasing diversity of American society, its impact on employee relationships and its effect on the company’s customer base–all of which are important. Ford is creating an awareness of understanding diversity and their next step is to learn how to manage across differences (Caudron and Hayes, 1997).   Managing Diversity Processes Diversity management, while based on cultural change, is a pragmatic business strategy that focuses on maximizing the productivity, creativity, and commitment of the workforce, while meeting the needs of diverse consumer groups (Black Enterprise, 2001). Affirmative action focuses on getting people into an organization rather than changing organizational culture. Affirmative action is grounded in moral and social responsibility to amend wrongs done in the past to those Americans who were not of the majority population. The main objectives of managing a multicultural workforce include awareness, education, and positive recognition of the differences among people in the workplace (Black Enterprise, 2001). Borrowed from the meat-packing industry (Hounshell 1984), the assembly line at Ford facilitated both the division of labor and increased flow of product Pietrykowski, 1995). In addition, Ford, beginning in 1921 with construction of the Rouge, aggressively pursued a strategy of backward integration. According to Chandler (1990, 208), “Ford was the world’s most integrated automobile company. To be sure of constant, tightly scheduled flows of materials through his huge plants . . . and thus to enhance the economies of scale Ford made massive investment in the production of steel and glass, parts and accessories. Therefore, as output declined, unit cost rose much more rapidly than did those of his competitors. Ford’s integration was primarily within the plant.”  to surprisingly, these signal features of mass production took their toll on workers. Enormous turnover rates in the Highland Park plant are well documented. In 1913 the average rate of turnover at Ford was 370 percent (Peterson 1987). In 1999, Ford Motor Company purchased a record .3 billion in goods and services from minority-owned businesses, more than any other automaker in the U.S. and Ford Motor Company’s minority dealers number more than 370, surpassing that of any other U.S. automaker (Black Enterprise, 2000). Diversity is a key contributing factor to Ford Motor Company’s goal of global markets and corporate efficiency (Black Enterprise, 2000). And nowhere is this sound business model better illustrated than in the minority suppliers and dealers that Ford has empowered, and who in turn, have empowered Ford and the communities in which they live and work. It is the individual achievements and community involvement of these trailblazers that enable Ford to reach one of its most dynamic future markets. Discussion and Evaluation The problems arising from today’s workforce diversity are caused not by the changing composition of the work force itself but by the inability of work organizations to truly integrate and use a heterogeneous work force at all levels of the organization (Cox, 1991). Granted, some corporations are including diversity goals in their strategic planning and are changing organization wide policies, but even those changes are focused mainly on internal processes of the organization. Organizations need to expand their notion of diversity to include not only the organization itself, but also the larger systems that constitute its environment (Mor Barak, 2000). Organizational policies and actions that are inclusive can benefit all system levels from the individual worker through the work organization to the wider community (Mor Barak, 2000). Forecasts about the future predict an aging work force in which increasing numbers of women and members of racial and ethnic minority groups will participate (US Department of Labor, 1994). By 2020 white non-Hispanic people will represent 67 percent of the work force (down from the current 76 percent), Hispanic presence will be 14 percent (up from its current 9 percent), Asians will represent 6 percent (up from today’s 4 percent), and African Americans’ share of the work force will remain 11 percent (Judy & D’Amico, 1997). These work force demographic changes will mirror population demographic trends and will vary by region and state. The western states are rapidly becoming more diverse as Hispanic and Asian populations grow (Judy & D’Amico, 1997). Better treatment of low-wage employees who are often frontline workers improves the Ford Motor Company’s customer relationships. In addition, value-based organizational practices are often attractive to customers. Companies gain a more loyal work force (given that it is treated well) that is committed to the organization and has lower turnover rates as a result (Kossek et al., 1997). With the expanding economy and the current and anticipated labor shortages, Ford Motor Company may need to expand their employee pools by taping into the potential resource of minorities more aggressively. A strong corporate commitment to hiring and retaining former welfare recipients that includes help with employment barriers can facilitate the difficult transition and increase the chances of long-term employment at Ford. In addition, opening up advancement opportunities for the minority population may increase their chances of obtaining higher-paying jobs with better benefits that will release them from the vicious cycle of low-paying jobs that do not leave much income above the job-related expenses such as child care and transportation. The main obstacle for Ford is the limited corporate vision. This is not only Ford though, companies often focus only on the immediate needs and objectives of the company rather than considering the bigger picture that includes moral and ethical values as well as labor-force trends and the larger organizational environment. The other obstacles are stereotypes held by management and workers against welfare recipients and against people of color. The latter is based on a common misconception that the majority of welfare recipients are people of color when, in fact, the majority are white (Gottschalk, Mclanahan, & Sandfur, 1994). 3.1 Conclusion This project presents a critical discourse for the inclusive workplace that can benefit individual employees and their families, work organizations, and local, national, and international communities. Although managing diversity is now well embedded in social work values and principles, one must remember that the workplace is a host environment that is often not open to social work intervention. To propose such innovative programs to businesses, Ford Motor Company need to be more aggressive in their diversity campaigns. Ford is ahead of most companies in procuring minority supplier contracts, and is ahead of its competition in minority dealerships. Although Ford is more progressive than many large companies, there are opportunities for improvement. Ford should begin to view its diversity initiatives as a holistic business strategy that impacts not only its workforce, but its customers and stakeholders. Furthermore, all diversity efforts and business plans should focus on employees, customers and stakeholders. For instance, the company should begin to segment its markets by race and gender. Ford should increase everyone’s accountability, from its board of directors to front-line workers, to create a productive, equitable environment. 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Term Paper: A Critical Discourse on Diversity Management at Ford Motor Company (A business case for cross-culture human resource management)

A Critical Discourse on Diversity Management at Ford Motor Company A business case for cross-culture human resource managemen...