Equality and Diversity at Workplace - Research Paper Example

Equality and Diversity at Workplace Chapter 1: Introduction Workforce diversity refers to the varied background of employees in terms of race, color, gender, and educational level. Promoting non-discrimination on the basis of the above ensures equality at the workplace. Equality at workplace means following a non-discrimination policy of recruitment and employee-development or promotion towards the staff. It also means making the workplace a safe place for employees irrespective of their gender, sexual affiliation, race or social background. In the present day global business scenario, successful organizations are distinguishable by the quality of people they sustain, and managing diversity is an important aspect of retaining good employees. According to R. McInnes (McInnes, 2006), managing workforce diversity includes policies and practices that are aimed at the inclusion of people within the workforce, that are different in some way from those who comprise the existing constituency. Managing diversity means valuing people as individuals, as employees and as clients, while equality is the creation of equal opportunities for all. There are several drivers that encourage organizations to actively seek and ardently manage their diverse workforce and to promote equality. These may vary from the increasing number of women in the workplace, government and business legislation, changing business environment, globally diverse client base, and social responsibility among others. (Interact, 1999). The following essay will be portraying and assessing the management of diversity issues as well as the promotion of equality in an organization chosen for the purpose. The organization will be evaluated in terms of its diversity and equality related initiatives, as well as on the effectiveness of those initiatives in promoting their business and social objectives. I will also be analyzing the other drivers influencing the development of equality and diversity strategy in organizations. The organization chosen for my paper is Cisco, and most of the diversity and equality related initiatives data regarding it has been retrieved from its website, http://www.Cisco.com. In addition to the above, my essay will also include a literature survey relevant to the topic. This literature will also be used to evaluate the effectiveness of the diversity and the equality initiatives undertaken by Cisco. Chapter 2: Literature survey The literature survey will include the various theories and outlooks of the researchers who have enriched the subject matter with their thoughts. In addition to the above, we’ll also examine the research findings that present a linkage between diversity management and equality initiatives and the organizational performance. 2.1 Theories and Research Done on Diversity Management and Promotion of Workforce Equality: The concept of diversity management has only recently come into vogue – pushing its precursor, Workplace Equality to the back bench. (Interact, 1999). Though equality is still an objective that is rigorously pursued by the organizations in terms of promoting gender and age equality in payments and incentives schemes. The concept of Diversity and its management at the organizational level has been evolving over the past 2 and a half decades. Some researchers like Ely (Ely, 1995) have studied diversity from a moral-ethical perspective. According to Ely, the discrimination at the workplace is largely aimed at the diverse workforce, and managing diversity means freeing the workforce from discrimination. Several researchers have identified the discriminatory practices like, glass ceiling, wage difference and segregation, that can be taken up as starting points for addressing diversity in organizations. (Janssens and Steyaert, 2003). Miliken and Martins (Miliken and Martins,1996), on the other hand, have studied diversity from the economic organizational perspective. According to them, diversity and its management should be focused on the economic and quality paybacks that accrue due to them. They therefore have highlighted the positive effects of managing diversity at the workplace as greater flexibility, high creativity and quality, and the ability to attract talent. On the other hand, the cost of overlooking diversity include high turnover, low moral and productivity, and higher levels of job-dissatisfaction and frustration. This cost benefit approach provides a practical incentive to the organizations to promote equality and manage diversity. The above perspectives have therefore highlighted that the management of diversity and the promotion of equality are not only the morally right approaches to adopt, but are also strategies that can lead to positive profits. 2.2: Research Done on Diversity-Performance and equality-Performance Link In addition to the above, there have been several surveys that have established the diversity-performance link. Buae (Buae, 2004) states that there is a correlation between corporate governance including diversity management and financial performance. This is reflected in the advent of stock-exchange index FTSE ISS Corporate Governance Index, and the Diversity Stock Index. A Tufts University Research (2006) reports that racial diversity improves decision-making. The above research was based on researching jury behavior of decision-making, and it arrived at the finding that diverse participants are more accurate in their decision-making process. This is important as it reflects upon the fact that diverse teams indeed have a potential to perform better than homogeneous ones. As the above, brief literature survey suggests, diversity management plays a crucial role in recruiting, motivating and retaining a talented workforce. Additionally, it also gets translated into better financial performance, and enhances team-working and productivity of the workforce. According to a research carried out by Economic and Social Research Institute (The Equality Authority, 2005) active policy initiatives for promoting equality at workplace, help both the employees and the employers. The employees are relieved of stress, have higher job-satisfaction, and are more committed to those organizations that promote equal opportunities to them. The ESRI survey involved 5000 Irish employees, and goes a long way in establishing the importance of practicing equality at the workplace. The above studies have established the direct linkages of promoting workplace equality and diversity and organizational success. Those organizations that have effective measures to deal with diversity and equality issues are fund to be successful in terms of financial profits as well as in terms of employee loyalty, job-satisfaction and commitment. Chapter 3: Drivers of Diversity and Equality in Organizations Organizations are increasingly turning towards adopting a pro-diversity stance. There are several factors or drivers that are contributing to the organizations’ friendly and encouraging attitudes towards recruiting and managing a diverse workforce. Perhaps the most important driving factor is the changed nature of the workforce. The organizations are increasingly discovering that the stereotypical white male is not the only available talent in the market. The demographic has changed to include women, blacks and other minorities that are promising as potential employees. (Changing America: The New Face of Science and Engineering, 1989). Organizations have to present themselves as an active diversity recruiter to attract this vast pool of talent. Another major driver is legal requirement like, the provisions of Acts like The Equal Employment Opportunity, Affirmative Action legislation, The Race Regulation Act 1976 (Amendment) Regulations 2003, etc., that make it mandatory for organizations to adopt non-discriminatory policies. (Communication Directorate, 2003). The accelerated pace of the global competition and the need to remain viable also make it important that the organizations are flexible, adaptive, and are better able to utilize complementary skills and knowledge, and to extract better team work. (McInnes, 2006) All this again drives diversity management initiatives. A major driver for Equality is the presence of trade unions that band for the equal treatment of the employees. There are also several social groups, women organizations, LGBIT support groups etc., that keep the organizations focused on not faltering in making equality a fundamental right at the workplace. Diversity and equality initiatives are also driven by the organizations’ needs to enhance its public image, as a way of showing its social and corporate responsibility, and as a means of projecting itself as a progressive employer. (CIPD Survey 2006). Finally, as globalization has resulted in expanding the customer bases to far and varied regions inhabited by highly diverse population, organizations find it helpful to maintain a diverse workforce to serve their customers. (Interact, 1999). Chapter 4: CISCO 4.1: CISCO – Overview CISCO Systems Inc., founded in 1984, is the leader in the development of Internet Protocol (IP)-based networking technologies. Its vast array of products include innovative offerings in IP Communications, Network Security, Storage Area Networking and Applications Networking Services. CISCO operates worldwide across six continents and is currently employees over 47,000. The organization considers itself an equal opportunity employer and prides itself on its diversity promotion and management initiatives. It also attributes the success of its business to its ability to retain a diverse workforce that is better able to come up with new ways of thinking and implementing ideas. (Cisco Systems Inc, 2006) 4.2: Diversity Management and Promotion of Equality at CISCO According to the company policies, people are its most valuable resources, and CISCO considers healthy and productive relationships with its employees, customers, suppliers and the local communities, as crucial for its success. CISCO actively promotes the several initiatives for diversity and equality management. At CISCO, diversity is a valued asset, as the organization believes that good and talented employees can be found almost in any section of the society and in any part of the world. The organization therefore realizes its commitment to diversity by recruiting a vast number of minorities and women. This is an important step that Cisco takes to actively generate a diverse workforce. Secondly, as the organization recruits a large number of minorities’ and female workers, it has set up several facilitating and support structures to meet the specific needs of its diverse workforce. As a reflection of its acknowledgement and understanding of the unique and/or different needs of its diverse workforce (that includes Latin Americans, Blacks, Women etc.), CISCOS has developed support systems in the form of Employee Networks. The Employee Networks support the diverse employees that help it in promoting the all inclusive organizational culture. These networks include The Cisco Black Employee Network (CBEN), Conexion, the Cisco Latino Network, The Gay Lesbian Bisexual Transgender (GLBT) and Advocates, The Cisco Asian Affinity Network (CAAN), and Volunteers for India Development and Empowerment (VIDE) Network. These networks help in facilitating not only social interactions among the members but also mentoring and career development. The CBEN helps in the creation of an environment of career growth and excellence for the African-American members of the workforce. This network also acts as a platform for their cultural and community involvement projects. The Conexion is another network that helps in facilitating professional development and community involvement while steering the workforce towards achieving Cisco’s objectives. The Gay Lesbian Bisexual Transgender (GLBT) and Advocates plays an important role in making the GLBT community within Cisco become an integral part of the organization.. The network is also committed to promoting the acknowledgement of the achievements of the GLBT people within Cisco, as well as providing support to them in their local communities. As Cisco has a worldwide presence, including branches in a vast number of Asian countries, its network CAAN (The Cisco Asian Affinity Network) plays a crucial role in helping the Asian employees through their career and individual development. In addition to the above, Cisco has also established a Volunteers for India Development and Empowerment (VIDE) Network, to cater for the specific needs of the employees from the Indian Community. This network supports the professional development as well as promotes the cross-cultural understanding among the employees of the Indian Community. The organization believes in providing equal opportunity to towards different genders. As such, Cisco maintains an environment of equality towards people of different gender, sexual orientations or races. The Women's Action Networks (WANs) at Cisco, is tasked to co-ordinate women issues, and to help in resolving issues related to career development or sexual harassment. CISCO also accepts that its not only race, color, or cultural background that comprises of diversity but also, the difference in age, marital status, or presence/absence of children, that makes each employee distinct from the other. To manage the differing needs of its employees, CISCO has set up Childcare services, Breastfeeding support, Adoption support, Elder care, Children's Scholarship Fund, and Fitness centers. This is an excellent example of promoting quality of life and maintaining equality of opportunity and development at among Cisco’s employees. With the objective to enhance workplace accessibility, CISCO is committed to recruiting and providing suitable work environment to persons with disabilities. As a part of its social and corporate responsibility, CISCO is also promoting programs like Inspiring Girls Now in Technology Evolution (IGNITE) and Florida Girls Get IT Initiative under its Gender Initiative. CISCO Least-Developed Countries (LDCs) Initiative is helping these countries to develop their own pool of technologically enabled employees, especially from among the women. 1. The CISCO Supplier Diversity Business Development (SDBD) Program helps the organization in creating and promoting a network of diverse suppliers. (Cisco Systems Inc, 2006) 4.3: Drivers of Diversity at and Equality at Cisco CISCO, being a global organization has a presence in six continents and hence it sports a highly diverse customer as well as supplier base. CISCO, therefore considers it well worth to use people who are as diverse as its customers – so as to serve them better. The second, more important driver for diversity management is the changing nature of the business environment and the tremendous influx of women, ethnic and cultural minorities in the employee market. CISCO believes that these diverse people can bring newer and fresh insights to its business processes, and hence are compatible with its business of being a technological innovator. As such, CISCO has tried to use diversity as a competitive advantage. Another drivers for Equality at CISCO could also be government regulations regarding equal opportunity, that make it mandatory to practice non-discrimination against gender, age, color, or physical disability. Finally, CISCO also needs to present itself as a progressive and vibrant workplace in order to attract and retain the best talent. (Cisco Systems Inc. 2006) Chapter 5: Evaluation of CISCO CISCO has been arduously following several initiatives and measures to promote and enhance its diverse workforce. The following section will evaluate the company’s initiatives of diversity and equality management and will point out any difference in what was planned and what was actually achieved. In its endeavor to recruit and develop a diverse workforce, CISCO appears to have largely succeeded. In 2005, the CISCO offices in the United States had Ethnic Minorities as 42% of its total workforce, with 17% of them in VP or higher positions. In the same year, CISCO had 22% of its workforce as women, and 16% of these occupied VP or higher positions in the US. (Cisco Systems Inc, 2006). The above data clearly indicates that CISCO has been largely successful in its initiative to recruit a diverse workforce. At CISCO, the employees are provided with support systems like Networking Groups, where they can participate in group meetings and discuss their specific needs or requirements. The Women Access Network (WAN) has successfully helped the female workers to promote and steer their careers at CISCO. The above has been, in some measures, responsible for the fact that CISCO has 1 women among the top-most 9 company officials, and 2 women among the 13 Directors. (Calvert Online, 2006) Other networks like The Gay Lesbian Bisexual Transgender (GLBT) and Advocates, The Cisco Black Employee Network (CBEN), The Cisco Latino Network, The Gay Lesbian Bisexual Transgender (GLBT) and Advocates, The Cisco Asian Affinity Network (CAAN), and Volunteers for India Development and Empowerment (VIDE) Network, are also successful as CISCO is repeatedly recognized for its efforts to make the workplace friendly for minorities. The success of the above programs is indeed proved by Cisco’s receiving the highest Corporate Equality Index score from the Human Rights Campaign (HRC) – in recognition of its support of gay, lesbian, bisexual, and transgender employees. Cisco also has a minority member on its Board of Directors.(Calvert Online, 2006). Work-life programs like Childcare Initiatives, Adoption support, Elder care, Children's Scholarship Fund, and Fitness centers, etc., are helpful in easing the employee’s responsibilities and hence facilitate more productivity. The above initiatives have been highly successful at CISCO, as is reflected by the fact that CISCO won the prestigious National Work-Life Alliance Seal for the year 2003. The National Work-Life Alliance Seal recognizes the recipient as an Excellent Place to work and establishes that the organization is successful in its diversity management programs. (BSR, 2006) CISCO has become a leader in recruiting Persons with disabilities and it recruits disabled employees through disability organizations, like Project Hired, TransAccess, Sensory Access, and the National Disability Business Council. In addition to this, CISCO has initiated curriculum teaching the disability etiquette to its staff, has a set of provisions like the TDD (text teletype) devices for use by its deaf and hearing-impaired employees, to make the workplace comfortable and functional for employees with disabilities. Though CISCO apparently recruits a large number of disabled employees, there are hardly any such persons in its top echelons. By promoting a higher career path for its employees with disabilities, CISCO can again set a leading example for others to emulate. (Williams, 2001) Cisco’s gender initiatives had been aimed at bringing girls into the realms of technology. The organization has been partnering with UNIFEM, USAID, UNDP, and ITU in promoting technology on an international level to the female students and scholars. CISCO Networking Academy™ Program, under the aegis of CISCO Learning Institute, is currently involved in bridging the gender gap in technology access. As an extension of its commitment to diversity, CISCO has also taken up several programs to promote the communities in the Least Developed Countries. Since the initiatives inception in 2000, CISCO has successfully established 196 academies in 51 countries. Working in association with the United Nations Development Program, The U S Agency for International Development, The International Telecommunication Union and the United Nations Volunteers, Cisco’s LDC initiatives have led to the graduation of over 15,000 students. The organizations’ program of supplier diversity seems to be paying off adequately – as reflected by the fact that CISCO ranks among the top 50 U.S. companies that are recognized as providing multicultural business opportunities. CISCO is also the recipient of the Hall of Fame reward (that is bestowed upon the organizations that contribute to developing diverse business) for 2005 from the North Carolina Supplier Development Council. Chapter 6: Conclusion The evaluation of CISCO on its diversity initiatives and equality parameters has led to the conclusion that CISCO is indeed managing its diversity and promoting equality well. From recruiting a diverse workforce to include female workers, persons with disabilities, LGBIT etc., to creating a diversity friendly environment – CISCO scores high on all accounts. The awards and recognition that the organization has gathered in response to its effective diversity management, itself is evidence enough to prove that the organization has been largely successful in its efforts. As the literature survey suggested, Diversity Management and equality at workplace does get translated into financial gains, through enhancing better productivity, moral, team working, flexibility, creativity, and lower employee turnover. The diversity initiatives are also reflected in the organizations financial performance, as Cisco’s sales in July 2006 were $7.98bn as opposed to $6.6bn in 2005. Its Profits was $1.9bn, up from $1.6bn a year ago. The organizations forecast for 2007 too is optimistic – a sales growth between 15% and 20% in 2007. (BBC News, 2006). References 1. McInnes R. 2006. “Workforce Diversity: Changing the Way You Do Business.” Diversity World - www.diversityworld.com 2. Interact. 1999. “Business Case for Managing Diversity”. Interact – Valuing Diversity in the Workplace. Available online at http://www.interact2.com/interact/resourceBusCaseManaging.jsp#5 Accessed on 5th Oct-2006 3. Interact. 1999. “Business Case for Managing Diversity”. Interact – Valuing Diversity in the Workplace. Available online at http://www.interact2.com/interact/resourceBusCaseManaging.jsp#5 Accessed on 5th Oct-2006 4. Ely, R.J. (1995) The role of dominant identity and experience in organizational work on diversity. In: S.E. Jackson & M.N. Ruderman (Eds.) Diversity in work teams: Research paradigms for a Changing Workforce. Washington DC: American Psychological Association. 5. Janssens M. and Steyaert C. 2003, “Theories of Diversity within Organisation Studies: Debates and Future Trajectories, available at ”http://www.feem.it/NR/rdonlyres/17702AB5-B597-48E9-B146-A5ABEB724253/692/1403.pdf#search=%22diversity%20theories%22, 6. Milliken, F.J. & Martins, L.L. (1996) Searching for common threads: Understanding the Multiple Effects of Diversity in Organizational Groups. Academy of Management Review, 21, 2, 402-433. 7. The Equality Authority. 2005. “Equality is Good for Employers and Employees”. Available online at http://www.equality.ie/index.asp?locID=135&docID=271. Accessed on 12th Oct 2006 8. Buae W. 2004. New Indexes Seek to Link Corporate Governance and Diversity to Financial Performance. Available online at http://www.law.harvard.edu/programs/olin_center/corporate_governance/MediaMentions/Socialfunds.com-12.15.04.pdf#search=%22diversity%20performance%20link%22 Accessed on 6th Oct 2006. 9. Tufts University Research (2006). “Racial Diversity Improves Group Decision Making In Unexpected Ways”. Science Daily. Available online at http://www.sciencedaily.com/releases/2006/04/060410162259.htm Accessed on 6th Oct 2006. 10. “Changing America: The New Face of Science and Engineering. (1989, December)”. Final Report of the Task Force on Women, Minorities, and the Handicapped in Science and Technology: National Science Foundation. Washington, DC. Available online at http://www.globalalliancesmet.org/best_pubpriv.htm Accessed on 10th Oct 2006 11. Communication Directorate. 2003. Home Office. REUI. (crracerelatleaflet.pdf) 12. McInnes R.. 2006. “Workforce Diversity: Changing the Way You Do Business.” Diversity World . www.diversityworld.com Extracts available at http://www.diversityworld.com/Diversity/workforce_diversity.htm 13. CIPD Survey 2006 14. Interact, 1999. “Business Case for Managing Diversity”. Interact – Valuing Diversity in the Workplace. http://www.interact2.com/interact/resourceBusCaseManaging.jsp#5 15. Interact, 1999. “Business Case for Managing Diversity”. Interact – Valuing Diversity in the Workplace. http://www.interact2.com/interact/resourceBusCaseManaging.jsp#5 16. Cisco Systems Inc, 2006. “Diversity and Inclusion”. www.cisco.com. http://www.cisco.com/web/about/ac49/ac55/about_cisco_diversity.html accessed on 9th Oct 2006 17. Cisco Systems Inc, 2006. “Diversity and Inclusion”. www.cisco.com. http://www.cisco.com/web/about/ac49/ac55/about_cisco_diversity.html accessed on 9th Oct 2006 18. Cisco Systems Inc, 2006. “Diversity and Inclusion”. www.cisco.com. http://www.cisco.com/web/about/ac49/ac55/about_cisco_diversity.html accessed on 9th Oct 2006 19. Cisco Systems Inc, 2006. “Diversity and Inclusion”. www.cisco.com. http://www.cisco.com/web/about/ac49/ac55/about_cisco_diversity.html accessed on 9th Oct 2006 20. Calvert Online. 2006. “CISCO Systems” available online at http://www.calvert.com/sri_calvertratingsProfile.html?format=print&companyId=1306 Accessed on 12th October 2006. 21. Calvert Online. 2006. “CISCO Systems” available online at http://www.calvert.com/sri_calvertratingsProfile.html?format=print&companyId=1306 Accessed on 12th October 2006 22. Business Social Responsibility. 2006. “Work-Life Quality”. Available online at http://72.14.235.104/search?q=cache:8N8v6a4Dv4sJ:www.bsr.org/CSRResources/IssueBriefDetail.cfm%3FDocumentID%3D50965+CISCO+work+life+programs&hl=en&gl=in&ct=clnk&cd=8&client=firefox-a Accessed on 12th Oct 2006 23. Williams. J. M. 2001. BusinessWeek Online. “Cisco Beats a Path to Disabled Workers”. Available at http://www.businessweek.com/bwdaily/dnflash/jan2001/nf20010118_432.htmAccessed on 12th Oct 2006 24. BBC News. Wednesday, 9 August 2006 . “Cisco Profits Fan Tech Optimism”. Available online at: http://news.bbc.co.uk/2/hi/business/5258726.stm Accessed on 12 Oct 2006. Read More