Class Slides

ORGANIZATION BEHAVIOUR
DEI
Focus Questions
What are individual differences and

why are they important?
Why is Diversity Important in the
Workplace?
How do organizations manage
diversity effectively?
WHO IS THIS?
Blonde, beautiful and outspoken,

the spotlight loved Erin Callan.
Fortune magazine called her one of
four women to watch,” said NPR.
“Callan cut a striking figure in her
crochet-style dress, gold dangling
earrings and high-heeled boots.”
Fortune said, “She arrived like a
flash—a bright, glamorous figure.”
ACTIVITY
MEANING
DIVERSIT
Y
PITFALL
BENEFITS
S
UNDERSTANDING DIVERSITY
MEANING BENEFITS PITFALLS

Difference Wider talent pool Misunderstanding
Data Enhanced creativity Judgement
Measurable Improved decision making Silos
The lens we see things through Increaed understanding of others Conflict
Higher performance Bias
Increased profits Discrimination
Varied perspectives Micro Behaviours
HOW DOES DIVERSITY SHOW
UP?
Primary Secondary Workplace Style
• Education • Occupation
• Gender • Class/income
• Leadership style
• Job level
• Ethnicity • Language/accents • Department • Work habits
• • Marital status • Work location • Personality preferences

Race
• Work history
• Disability • Parental status • Communication style
• Skills
• • Military experience • Thinking style
Age • Years with
• Religious beliefs • Execution of tasks
• Neurology organisation
• Nationality
Environmental Work oriented Behavioural

Innate
Changeable
Source: Mercer 2020/ PDT versio
The Importance of Diversity
Diversity:
▪ The range of human differences

▪ The state of quality or quality of being different
▪ Touches every aspect of society and brings in different mixes
86% of female millennials &

of male millennials identify an employer’s policy on
74% diversity, equality and workforce inclusion as
important when deciding whether or not to work for
them
of consumers would pay more for the products &

55% services of a diverse company
of companies in the top quartile for gender

15% diversity are more likely to have financial returns
above their national industry median
WHY DO WE
EXCLUDE?
“People like people
who are like
themselves”
Q1. What is the impact of this when

you are a global leader?
Q2. What kind of decisions can this

influence?
Unconscious Bias Case
SCENARIO 1
It’s evening and tomorrow you have to attend a prestigious event. You are sitting in one of
the best restaurants in the city. At the table next to you is a married couple, happily
celebrating their anniversary.
SCENARIO 2
The next morning you go to one of the most important events in the logistics industry
calendar. The event starts with a key note. The CEO of a TECH company takes to stage
and starts to speak…
What did you see?
Explore The Terms Diversity,
Equity and Inclusion
Discuss the meanings in your group and how they would show up in a SP Jain class?
EXPERIENTIAL
EXERCISE:
DIFFERENCES
• What games/toys did you like to play with when

you are young?
• What do you consider to be your most sacred
value and why?
• Are you spiritual at all?
• Tell us a little about your family and upbringing?
• What is your favourite place on earth and why?

SURFACE LEVEL
DEEP LEVEL
WORKFORCE DIVERSITY PARAMETERS
Race and
Age Gender
Ethnicity
Sexual
Religion Orientatio Disability
n
GENERATIONAL DIFFERENCES &
WORK VALUES
GENERATIONAL
COHORTS
WORKFORCE
DEMOGRAPHICS
• In Japan & Australia, greater amount of
Baby Boomers & Gen X
• In India, greater number of Millennials and
Gen Z in the workplace.
SOME INTERESTING
FACTS
• 15 years ago, Baby Boomers held all leadership
positions
• Gen Ys are the bilingual generation
• Millennials set to become 75% of the workforce
by 2025
• As a leader, it is critical, you understand how to
manage the mix
• 38% of Indians today are managed by a
Boss who is younger than them
WHAT STANDS OUT
Attributes Baby Boomers Generation X Millennials
Value Success Time Identity
Traits Driven Workaholic Balance Work Unwillingness to commit

Attention to Titles Eliminate the task Ambitious What’s next?
Demanding of respect from Self-reliant Very connected
subordinates Want structure & direction Multitasking Tenacity
Desire to be valued Sceptical Entrepreneurial
Assets Service Oriented, Goes the extra Adapts to change, direct Consumer mentality,
mile, Quality focused, Politically communicators, technologically savvy,
correct Innovators, thrive on Collaborators, Tenacious
flexibility
Liabilities Expect everyone to be workaholics Built “portable” resume Distaste for menial work
Dislike conflict Cynical (they are brain smart)
Don’t like change, Dislike Authority Lack discipline
“Process before results” Dislike rigid work High expectations
Self-centered requirements
Pre Read for next
lecture
LS&CO Diversity Case
Gen Z Open Letter
MICROSOFT VIEWS EMPLOYEES WITH DISABILITIES AS VALUABLE ASSETS
BECAUSE THEY HELP ENSURE THAT THE COMPANY’S PRODUCTS AND
SERVICES MEET ALL CUSTOMER NEEDS. AT THE MICROSOFT ACCESSIBILITY
LAB, EMPLOYEES CAN EXPERIENCE ASSISTIVE TECHNOLOGIES AND
ERGONOMIC HARDWARE DESIGNS THAT ENABLE THEM TO BE MORE
DISABILITY
PRODUCTIVE. KELLY FORD, WHO HAS BEEN BLIND SINCE BIRTH, IS SHOWN
HERE IN THE LAB TESTING ACCESSIBILITY FEATURES OF THE WINDOWS
OPERATING SYSTEM. FORD ALSO MANAGES A TEAM THAT IS WORKING ON
IMPROVING WEB PAGE BROWSING FOR ALL USERS, NOT JUST FOR PEOPLE
WITH DISABILITIES.
“About 65% of employees say if
I’m going to work for this
company, I want to be sure there
is total diversity and inclusion in
all its senses. We’ve seen
employees walking out for
climate change, we’ve seen
employees walking out for the
#Me Too movement, and
employees are soon also going to
walk out if you have
discriminatory practices to people
with disabilities.”
- Paul Polman, CEO of Unilever and

chairman of The Valuable 500
Selection
Networks
GENDER Advancement
Pay
Drop out
Discrimination
Analysis (30 minutes)
• Analyze LS & Co`s initiatives and analyze how Morrison can further advance
them.
• Tabulate what can be done at an individual level and at a company level
(tracking, attracting, nurturing, product and services offering, vendor selection)
to promote DEI in any company?
INDIVIDUALS RESPONSIBLE FOR
DE&I IN COMPANIES SHOULD
• Ensure that employees receive awareness training about unconscious
bias.
• Make changes to assumptions and biases about underrepresented
groups.
• Have respectful, non-defensive dialogues with underrepresented people.
• Get involved with employee resource groups to understand different
experiences/culture.
• Mentor employees coming from different backgrounds than you.
• Ensure projects include a diverse workforce.
• Publicly acknowledge good ideas, work, and contributions of
employees.
• Acknowledge if you have said something hurtful.
• Encourage involvement in anti-racism practices and racial and gender equality
initiatives.
• Have inclusive social events.
• Make name pronunciations and pronouns standard procedure within digital
tools and email signatures.
• Share resources and information around promotions, training, development,
sponsorships, and mentorships.
• Become educated about labor laws and procedures.
COMPANY ACTIONS
COMPANY ACTIONS
Complete MBTI ASSESSMENT
http://www.humanmetrics.com/cgi-win/jtypes2.asp

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ORGANIZATION BEHAVIOUR

What are individual differences and

Blonde, beautiful and outspoken,

MEANING BENEFITS PITFALLS

• • Marital status • Work location • Personality preferences

Environmental Work oriented Behavioural

▪ The range of human differences

86% of female millennials &

of consumers would pay more for the products &

of companies in the top quartile for gender

Q1. What is the impact of this when

Q2. What kind of decisions can this

• What games/toys did you like to play with when

• Tell us a little about your family and upbringing?

• What is your favourite place on earth and why?

Value Success Time Identity

Traits Driven Workaholic Balance Work Unwillingness to commit

- Paul Polman, CEO of Unilever and

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