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Managing the MixManaging the Mix

An ILO PerspectiveAn ILO Perspective

L. HowellL. HowellSenior Specialist for EmployersSenior Specialist for Employers’’ ActivitiesActivities

International International LabourLabour OrganizationOrganizationILO Sub regional Office for the Caribbean ILO Sub regional Office for the Caribbean

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l To acquaint participants with the changing regional and international operating environments as contributors to diversity.

l To sensitize CEOs and HR Practitioners on the concept of diversity and the difference from equal opportunity programmes

l To demonstrate the practicality of managing diversity through the exchange of professional and personal experiences

Objectives of this SessionObjectives of this Session

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THE ILO IS THE ILO IS --------“an entity of the United

Nations specializing in labour issues, structured

in a tripartite fashion, and having as its main

function to defend the rights of

employers and workers and advise the different sectors

involved in the issue”

“the most influential and universally-recognized

global organization setting standards on the conduct of labour and

social relations”

Decent Work Embodies the ILO Constitution based upon its fundamental principles and rights at work and promoted through its four strategic objectives

Defined as productive work where rights are protected,adequate income is generated, and social protection is adequate

Also means that employment, income, and social protection can be achieved without compromising workers’ rights and social standards.

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GLOBALIZATIONGLOBALIZATION

l A process of growing inter-dependencies betweenpeople

l People linked together economically and socially by trade, investments and governance

l Links spurred by market liberalization and information, communication, and transportation technologies

--- MOVEMENT ---

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Trading blocs of the Western HemisphereTrading blocs of the Western Hemisphere

63871994Canada, Mexico & USANAFTA

2001995Argentina, Brazil, Paraguay and UruguayMercusor

311993Guatemala, Honduras, Nicaragua, Costa Rica, and El Salvador, with Panama and Belize as observers

CACM

141973Antigua and Barbuda, The Bahamas, Barbados, Belize, Dominica, Guyana, Grenada, Haiti, Jamaica, Montserrat, St. Kitts & Nevis, St. Lucia, St. Vincent & the Grenadines, Suriname and Trinidad & Tobago

CARICOM

1031988Bolivia, Columbia, Ecuador, Peru and Venezuela

Andean Pact

Population(million)

Year Established

CountriesTrading Bloc

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CSMECSME

The Competitive EnvironmentThe Competitive Environment

Global Global

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Adaptation is key sinceAdaptation is key since……• …..the various trading

blocs are changing the landscape related to how we do business regionally and internationally.

• ….our survival will depend on how quicklyhow quicklywe adapt to the changes and how wellhow well we manage the diversity it brings

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Enterprise Development Trends driven by Globalization/Integration

How we work needs to change in order to keep pace --outdated work systems need to be replaced in order to keep pace with the new economies

l Developing small enterprises – to respond to the new cadre of new employers (formerly workers); to stay in business as well asto start business

l Improving productivity for competitivenessl Attracting a skilled/multi-skilled workforce l Satisfying the appropriate working conditionsl Searching for best practices/new forms of management teams,

performance-based pay systems, etc.

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Human Resources Management Trends driven by Globalization/Integration

l Enterprise competitiveness closely linked to human resources management (HRM) to create and profit from global connectivity

l New emphasis on hiring people not only for what they know but also for how they can apply what they know -- to create and profit from global connectivity

*************************l Skill training for employabilityl Retraining/mentoring/ experience-sharingl Management training/ development of leadership skillsl Adding value to human resources through proper development,

utilization, and allocationl Equality of opportunity and treatment l Meeting individual as well as organizational goals

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Legislative & Policy Issues and Trendsin the Caribbean

Compliance with fundamental rights at work, is a pre-condition for a successful national and workplace

process yet……….

l Updated legislation is essential since it has been lagging behind international norms & standards and should accommodate the increasing number of entrants in the working world ( i.e., women, youth, the disabled, etc.)

l Many persons still do not know their rights and responsibilities and thus do not recognize, acknowledge, or know how to participate in the new operating environment calling for re- integration……………….

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Change in the CaribbeanChange in the Caribbean

l The Caribbean region is in the midst of economic, political, and social restructuring

l Employment is a priority with many fundamental issues on the national “Decent Work” agenda such as:– enterprise development– youth empowerment– infrastructure development– social protection– security– general equality

l The Solutions?...

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The Challenges of Change in the CaribbeanThe Challenges of Change in the Caribbean

l .... Need more focus on the quality as well as on the quantity of work that allows for:– An even distribution of the economic & social benefits

– An assessment of the level of preparedness to address the socialaspects in tandem with the economic aspects.

– Participatory negotiations to reform the legislative and regulatory environment related to labour and social issues in addition to economic issues (i.e., employment policy, labour law reform, investment incentives, SME development, minimum wage, OSH, corporate social responsibility, etc.)

– Emphasis on education and training for employability

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Our Summary AgendaOur Summary Agenda

GovernanceIssues

Skills and employability

employment creation

Social Protection

Enterprise development

and competitiveness

Employment relations

Need for Unity Preparedness for change

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JAMAICAJAMAICA

Culture, work attitude, ethics, accountability

Timely consultation, communication, and consistency in applying regulations and procedures

Effective Leadership/ Management

Skills accreditation, qualifications and procedures for marketability and employability foravailable jobs

Updated legislation & workplace policies (i.e., investment code, revenue code, labour law reform, employment policies, OSHA, etc.)

Infrastructure development and security measures in

place to attract and maintain businesses

Business and Employment AgendaBusiness and Employment Agenda

Employment creation; updated

labour market data

Training and development

Productivity & competitiveness

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Managing the collectiveresponses tomake change work for them

Creating a positive

culture within the

organization

Cultivating the knowledge &

talents of both management &

workers

Creating an Organization’s Comparative Advantage Which Comes From:

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Measuring Success Through HRMMeasuring Success Through HRM

We can only manage We can only manage effectivelyeffectivelywhat we can measurewhat we can measure

l Rate of employee turnover lManagement stabilityl Number of conflict reportsl Number of preventions as wells as resolutionsl Level of Productivity l Rate of Sickness/Absencel Image from the customer/client perspective

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l The hidden values, attitudes, beliefs, and practices that drive behavior

l The collective human qualities that make up an individual or group

l Is also an attribute of a society, community, or organization

l Influences the operating environment in which we live or work

l Must first be acknowledged and understood if positive changes are to be made and sustained.

WHAT IS CULTURE?WHAT IS CULTURE?

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l Defining Diversity:– Mixtures characterized by differences and similarities that

are applied in pursuit of the organization’s objectives

– Captures the concept of “otherness” – human qualities that are different from our own & outside the group to which we belong, yet are present in other individuals and groups.

– Is broader than ethnicity, race, gender – encompasses a wide variety of other differences – i.e., work experience, parental status, educational background, geographical location, & much more.

The Caribbean region clearly manifests

the concept of diversity

Some Basic Premises about Diversity (1)Some Basic Premises about Diversity (1)

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Managing Diversity:

l The process of planning for, directing, and supporting “the mix” in a way that adds a measurable difference to the organization

l Adopting policies and practices that take into consideration thepracticality of managing the various human qualities or cultures at the workplace

l Is more than simply observing legal and policy requirements – it is also:

• promoting community and taking comfort with differences

• Recognizing, valuing, and affirming the richness that individualand/or combined experience, knowledge, and dedication contributes to the quality of organizational life.

An organization simply cannot afford to waste a resource as precious as the combined experience, knowledge

and dedication of staff members

Some Basic Premises about Diversity (2)Some Basic Premises about Diversity (2)

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Diversity in the USADiversity in the USAConsider the following:1. Caucasians remained the largest single population group, numbering

over 68% of all U.S. residents.

2. Hispanics/Latinos now comprise nearly 13% of the U.S. population, up from 12.5 percent of the country's over 281.4 million residents in April 2000).

3. African-Americans and Blacks (of all diasporas) make up 12.7% of the nation's population, up from 12.6 percent in April 2000.

4. At 4% of the population, Asians are the next largest minority group after African Americans/Blacks and Hispanics/Latinos.

5. Mixed race (two or more races) make up 2% of the population

The U.S. population of color surpassed the 100-million mark in May 2007. Today, one in every three Americans is a person of color

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Diversity in Trinidad & TobagoDiversity in Trinidad & Tobago

l Of the country's approx. 1.4 million inhabitants, most (96%) reside in Trinidad with the remainder (4%) residing in Tobago.

l The ethnic composition reflects a history of conquest and immigration: According to the most recent census, the make up ofthe population include:– Indo-Trinidadians – 40.3%– Afro-Trinidadians – 39.5%, – Mixed-race people 18.4%, - Cocoa Payols, descendants of the

original Spanish settlers and later immigrants from Venezuela; The small Amerindian population is largely mixed-race; the Caribpopulation are descendants of the indigenous inhabitants

– Euro-Trinidadian 0.6% - Often referred to as French Creoles,even if they are descended from Spanish, British, or German settlers; the Trinidadian Portuguese population includes both whites and mixed people.

– Chinese, Syrians and others 1.2%.

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Diversity in JamaicaDiversity in JamaicaDemographicsl Jamaica's population consists mainly of people of West-

African descent, comprising about 90.9% of the demographics.

l Other populations:– Multi-racial 7.3%.– East Indian 1.3%, – White 0.2%,– Chinese 0.2%, – Lebanese 0.1%,

l Migration from many other areas of the Caribbean, andother countries such as China, Colombia, and South Asiahave contributed to the steady rise in population.

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Diversity in JamaicaDiversity in JamaicaLanguagel The official language of Jamaica

is English. l Informally, Jamaican Patois is

commonly spoken by a majority of the population which includes words and syntax from various African languages (including Akan, Ewe and Yoruba); other

l Other Languages: – European languages

(Spanish, Portuguese and French)

– Pre-Columbian Caribbean languages (Arawak)

– Asian languages (Hindi and Mandarin).

Religionl 65.3% of Jamaica's population

are Christians, the majority being Protestant, but with the five largest denominations in Jamaica as: Church of God, Seventh-day Adventist, Baptist, Pentecostal and Anglican.

l The largest non-Christian religion is the Rastafari, which was founded on the island and reveres the late Emperor HaileSelassie I of Ethiopia.

l Other non-Christian religions in Jamaica include: Bahai, Buddhism, Islam, Hinduism.

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46%54%Men – 49%Women – 51%

United States of America (USA)over 281m

39%61%Men – 49%Women – 51%

Trinidad & Tobagoover 1.4m

44%56%Men – 49%Women – 51%

Jamaicaover 2.5m

% of women in the labour force

% of men in the labour force

Gender Demographics

Country and Population

Diversity by Gender

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Some IR/HR Specialists suggest that:

«The success rate of IR/HR in the future will depend upon the level of humanitarian principles by which society is governed, with minimal emphasis on laws, or other legal process»

The Forces and Future of IR/HRM

Forces Acting on IR

•Political Forces•Economic Forces••SocioSocio--cultural Forcescultural Forces•Technological Forces

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WhatWhat is it that is it that workers workers wantwant from employers?from employers?

Equal opportunity and fair treatment that includes:

l Security and fair wages in employment

l Help and guidance to develop their full potential

l Employers to act in good faith; uphold principles of dignity and respect

l A safe working environmentl To be provided with work that uses

their abilities

DECENT WORKFOR ALL

What What is it that is it that employers employers wantwant from workers?from workers?

Finding and maintaining the best person for the job that includes:

Having the requisite skills and knowledge to perform

Compliance with rules, policies, procedures, norms and culture fit

Honest employees that foster trust and confidence

To do their productive best for the organization embracing: efficiency -- “doing the job right” (based upon inputs) and effectiveness -- “doing the right job” (based upon outputs)

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Affirmative Action/Equal OpportunityAffirmative Action/Equal Opportunityvs. Managing Diversityvs. Managing Diversity

Managing Diversity

1. Is a Process2. Focuses on the ability of all

employees to contribute towards reaching mutual goals by correlating higher skills/competencies of its human resources with increased productivity & competitiveness

3. Focuses on Employability4. Emphasizes organizational

necessity5. Takes into consideration the

difference between “fair” and “same” treatment

6. Stems from an economic issue7. Designed to promote inclusiveness

Affirmative Action//Equal Opportunity

1. Is a Programme2. Focuses on specific groups

because of historical discrimination (i.e., people of color and women)

3. Focuses on Employment 4. Emphasizes legal necessity and

social responsibility5. Promotes equality in opportunity

and treatment to correct a mistake or an imbalance in the workforce

6. Stems from a moral or social issue7. Designed to prevent

discrimination

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Need for Diversity Management (1)Need for Diversity Management (1)At the national level :

• Diversity is not going to disappear -- it is on the rise due to the various movements caused by globalization and regional integration

• Need for increased attention to the fact that diversity plays a critical role in economic and social development

•Developing Human Resources should be a central strategy to achieve a nation’s goals of economic competitiveness, economic growth and social development.

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Need for Diversity Management (2)Need for Diversity Management (2)At the workplace level:At the workplace level:lNeed for modern human resources management :

– leverage the capabilities, competencies, attitudes, value systems and socio-cultural orientations of people (i.e., language & cross-cultural training, certification and accreditation)

lFocus on core competencies of staff at all levels(includes managers and decision-makers)– maximize the value-added contribution of human

resources to achieve productivity for competitiveness

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Good Workplace Strategies for Managing DiversityAn understanding and acceptanceAn understanding and acceptance of the need to value people’s differences & sensitivities as well as their similarities.

PRecognizingRecognizing that diversity has many dimensions and is threaded through every aspect of management and staff

SSSelfSelf--awareness and educationawareness and education in terms of understanding your own culture, identity, biases, prejudices, and stereotypes.

SSWillingnessWillingness to challenge and changeto challenge and changeinstitutional practices that present barriers to different groups.

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Good Workplace Strategies for Managing Diversity(continued)

•Review and negotiateReview and negotiate the mutual values and common grounds should be uncovered to meet individual needs as well as the organization’s needs.

CHarnessCHarness the capacity for changethe capacity for changeadequate resources and skills are necessary to implement change adequately; need to properly plan, in terms of time, and human & financial resources to do what change requires.

MMonitorMMonitor and make adjustmentsand make adjustments to continue progress achieved.

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Getting Our National Houses in OrderGetting Our National Houses in Order

Address the gaps Address the gaps through updated & through updated & effectively enforced effectively enforced legislation; report on legislation; report on progressprogress

Social topic should be Social topic should be discussed with the trade discussed with the trade topic to guard against topic to guard against overshadowing the overshadowing the social concernssocial concerns

Efforts increased to Efforts increased to update policies & update policies & legislation in line with legislation in line with ILO ConventionsILO Conventions

Required Focus on Required Focus on Decent Work Decent Work ----quality as well as quality as well as quantity of workquantity of work

Need to work harder to Need to work harder to cope with changing forces cope with changing forces caused by globalizationcaused by globalization

GrowthGrowth withwithemploymentemployment; ; physicalphysical & & social structures social structures fosteringfostering productivityproductivity

Need to discuss diversity Need to discuss diversity in light of all social, in light of all social, political, and economic political, and economic groupingsgroupings

Improved Improved institutional institutional capacity to correctly capacity to correctly and consistently and consistently implement policies implement policies

Enabling an Enabling an operational operational environment environment allowing for allowing for competitiveness competitiveness and productivityand productivity

National National Challenges & Challenges &

Needs Identified Needs Identified

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Getting Our Workplaces in OrderGetting Our Workplaces in Order

Negotiating with Negotiating with counterpart workerscounterpart workers’’organizationsorganizations

Promoting the efficient Promoting the efficient functioning of functioning of labourlabourmarkets through policy and markets through policy and institutional reformsinstitutional reforms

Addressing the gaps Addressing the gaps by proactively adopting by proactively adopting good workplace good workplace policies in line with ILO policies in line with ILO ConventionsConventions

Required focus on Required focus on Decent Work Decent Work ----quality as well as quality as well as quantity of workquantity of work

KnowledgeKnowledge of of employersemployers’’ as as wellwell as as workersworkers’’ rightsrights and and responsibilitiesresponsibilities

Influencing the policy and Influencing the policy and legal environment legal environment conducive to enterprise conducive to enterprise development and growthdevelopment and growth

Creating Creating employment employment opportunities for opportunities for the educated and the educated and skilled skilled

Positioning to Positioning to be better be better equipped, equipped, competitive, & competitive, & productive productive

Organizational Organizational Challenges and Challenges and

Needs Identified Needs Identified

Training and reTraining and re--training at training at all levels all levels –– management management and leadership as well as and leadership as well as workforce workforce

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Developing a Set of Developing a Set of HWWWT PrinciplesHWWWT Principles

l Focus: We listen and respond to the voices of our clients/employees/peers

l Good Judgment: We do not jump to conclusions on who’s right or who’s wrong in their opinions – rather, we try to understand how one arrivesat their opinions. Note: All opinions are based on the quantity and quality of information shared or obtained)

l Belief and trust: We believe in each other and trust in positive intentions

l Recognition: We acknowledge and find reasons to celebrate the achievements of others as well as our own achievements.

l Teamwork: We accept that we are teams together and sub-teams apart; we also accept that standing alone is not an option.

((““HHow ow WWe e WWish to ish to WWork ork TTogetherogether””))

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DiscussionDiscussion

Questions

Suggestions

Comments

Thank y o u Thank y o u

for your attention !for your attention !