Diversity Issues for Top Management

Part of the new myths of business is that every executive understands and implements good diversity practices and achieves full engagement from his/her staff. Belying these myths are recent surveys that show 55% of managers and staff intend to leave their current employers at the first viable opportunity.

These webinars challenge management to reexamine both their thinking and their organization and maximize revenues and profits by using their full resources to their fullest capabilities.

Done properly, this will entice top recruits, increase retention and the focused energy and commitment of staff and result in significantly better corporate performance at lower cost.

  • Morals, Ethics and Cost of Diversity vs. The Bottom Line
    • Who and what is in the workplace mix?
    • How will that mix change in the future?
    • Intergenerational and cultural challenges within the organization
    • Natural conflicts between diverse groups
    • When workplace standards and cultures collide, everybody loses
    • Resolving conflicts that inhibit productivity
    • Complying with affirmative action, but using diversity
    • Leveraging intergenerational and cultural strengths in the    marketplace

 

  • When Diversity Fails, Costs Go Up.
    • Organizational goals and generational challenges
    • Groups of mixed ages outperform homogeneous groups
    •  Identifying the demographics of your market
    •  Who markets your products and services?
    •  Revenue and profit growth in new and emerging markets
    •  Committing to intergenerational and cultural hiring
    •  Using diversity to gain a competitive edge
    •  Identifying what cultures are willing to buy at optimal prices
    •  Establishing a culture that values generational and cultural differences
    •  Recruiting then RETAINING a diverse staff
    •  When the economy improves, will your best people be happier somewhere else?   
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  • Diversity and Contribution to Profit 
  • Establishing top-down plans for optimizing engagement of diverse staff
  • Tying executive compensation to the success of top-down engagement and retention
  • Identify company and employee priorities
  • Promote common strengths and goals among diverse staff
  • Utilize individual and cultural strengths and differences to improve products, services and customer relations
  • Focus all management and staff on bottom line results
  • Challenge every unit manager to perform as a CEO
  • The Business Case for Diversity
  • Encourage diverse opinions and methodologies
  • Promote flexible communication, including proactive feedback
  • Fit individuals into roles that optimize their contributions
  • Think of skills, not age, ethnicity or race
  • Use diverse staffs to enhance current specialized markets or build new ones
  • Consult diverse staff on product strategies for your target markets
  • Establish ongoing visibility of executives to staff
  • Honor the work-life needs of your staff
  • Provide continuous opportunities for growth and development of both managers and staff
  • Replace disengaged managers and staff periodically with high potential recruits