VALUING DIVERSITY IN THE PUBLIC SERVICE WORKPLACE

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1 VALUING DIVERSITY IN THE PUBLIC SERVICE WORKPLACE

2 INTRODUCTION At the end of this presentation, we need to Explore how we can have a greater awareness of the issues relating to diversity in the Public Service Explore and examine the different mental models of diversity Identify the Public Service People Management tools to use in managing diversity 2

3 PURPOSE To provide a holistic approach for Diversity Management within the Public Service. To spearhead the creation of an integrated and enabling environment To facilitate the development of strategies, mechanisms and interventions To promote and protect non-discrimination, human dignity and human rights of all people, particularly women, persons with disabilities and Black people within the Public Service. To enhance the role of departments in promoting nonsexism, non-racism and inclusivity, particularly issues pertaining to organizational transformation. 3

4 South Africa 4

5 BUT. WHAT IS DIVERSITY? Narrow definition: Differences based on gender and/or race Broad definition: All possible ways that people differ, including: Race, Culture, Age Gender, Personalities Abilities/Disabilities Country of residence, etc It s about multiple sources of IDENTITY 5

6 DIVERSITY MANAGEMENT DEFINED Diversity Management is the ability to value and optimize the contributions from people based on different ideas, worldviews, race, cultures, gender, beliefs, experience and exposure. Diversity Management therefore: - addresses current disparities in respect of race, gender and disability as part of our social transformation - enables other core capabilities through enhanced creativity, problem solving and innovation. - is a pre-requisite to effectively serve diverse communities 6

7 DIVERSITY MANAGEMENT Managing diversity means enabling the diverse workforce to perform its full potential in an equitable work environment where no one group has an advantage and disadvantage (Torres and Bruxelles, 1992) To manage effectively, we need to recognize the differences and learn to use them to our advantage, rather than either attempt to ignore differences or simply allow differences to cause problem 7

8 INCLUSION inclusion is defined as the extent to which individuals feel a sense of belonging, respected, valued and seen for who they are - feeling a level of energy and commitment from others so that they can do their best work. This culture of inclusion enables organisations to leverage diversity. 8

9 LEVERAGING DIVERSITY Leveraging Diversity is defined as the extent to which people s talents, abilities and skills are utilized in the organization and how various social identity group s abilities and perspectives are included. 9

10 FORMS OF DIVERSITY We are diverse in terms of: Education Values Language Race/Ethnicity Culture Religions 10

11 THE ICEBERG OF HUMAN BEHAVIOUR Environmental Influences Sensory or Mental input Behaviour what we: Observe Hear Informs Processed through thinking: Cognition (rational) Emotions Draws on Precursors of Behaviour: Attitudes Perceptions Values Beliefs 11

12 WHY DO DIVERSITY? value diversity among our staff and citizens have a diverse workplace obey the laws of the land we can better serve people from diverse backgrounds with a diverse corps of employees empower people to act optimally use management tools to ensure fair treatment of all attract, manage and retain a diverse corps of talented employees 12

13 HOW DOES DIVERSITY AFFECT GROUPS? Knowledge, skills, abilities Personal demographics Personality, cognitive & behavioural style Values, beliefs, attitudes Organisational demographics In / Out group dynamics Stereotyping Intergroup competition Distrust Prejudices Inhibit effective group functioning Multiple sources of identity Group based dysfunctionalities 13

14 A MANAGER WHO MANAGES DIVERSITY Peace with own diversity Interpersonal relationship building Emotional intelligence Situational leading / flexibility Conductor/leader vs. manager: Integrates skills of diverse people 14

15 EMPOWERING A DIVERSE TEAM Empowerment is about pushing problem solving and decision making to the lowest appropriate level Stage 5: Empowerment Stage 4: Delegating Stage 3: Sharing Stage 2: Consulting The essential stages to empowerment Stage 1: Informing 15

16 ULTIMATE GOAL National Unity Eradic ate poverty and create an inclusive society so as to correct social and economic imbalances POLITICAL SOCIAL EDUCATION RELIGION ECONOMICS 16

17 TOOLS FOR MANAGING DIVERSITY Implementation of Employment Equity Act Structured recruitment & selection Learning and Development (incl. mentoring) Performance & consequence management Diversity/EE forums & retention of key talent Succession planning Grievance and disciplinary codes and procedures 17

18 SKILLS TO MANAGE A DIVERSE WORKFORCE Communication skills Management focus High performance expectations Balance performance expectations with employee growth & development Feedback 18

19 SKILLS TO MANAGE A DIVERSE WORKFORCE Empower others Develop others Value diversity Manage change Communicate responsibly 19

20 DIVERSITY MANAGEMENT PROCESS MODEL 4. Leverage a diverse workforce through interventions 3. Ensure enabling policies & practices 5. Develop community & social responsibility Create a culture of inclusion to Leverage Diversity 2. Establish new competencies 6. Enhanced value to Service delivery 1. Create a platform for transformation 20

21 CREATE A PLATFORM FOR TRANSFORMATION Communicate the organizational/ Departmental imperatives for the culture change. How will the new culture benefit the organisation? What is the current reality in the organisation? 21

22 ESTABLISH NEW COMPETENCIES TO LEAD AND MANAGE A DIVERSE WORKFORCE Dialoguing skills, facilitation skills. Inter-personal and inter-group conflict resolution skills. Cross-cultural mentoring and coaching skills. Lead and manage cross-cultural collaboration. Leadership and management practices that model inclusive behaviour practices. Leveraging the Diversity of all people. 22

23 ENSURE ENABLING POLICIES AND PRACTICES Do the policies in the department support the strategy? Are buildings accessible to people with disabilities? Are support networks in place for new employees to reduce/ minimize isolation? 23

24 APPROPRIATE INTERVENTIONS TO LEVERAGE A DIVERSE WORKFORCE Gender awareness and sensitivity training Disability awareness and sensitivity training Valuing Diversity interventions (workshops) Managing Diversity interventions 24

25 COMMUNITY & SOCIAL RESPONSIBILITY Develop beneficial partnerships with people, other departments, different organisations and communities. 25

26 ENHANCED VALUE TO SERVICE DELIVERY Ensuring that service delivered to the communities is of high standard based on Batho Pele Principles. 26

27 VALUE CREATION Vision and Mission Strategies for Action Drivers Enablers Output Diversity Service delivery system Leadership Organizational Employee Capacity Vision Satisfaction Shared Aspiration System Customer Resources Values and Satisfaction Guiding Processes Principle Human Capital Environmental Analysis Impact on Society Quality output Value Creation 27

28 CONCLUSION In achieving the correct balance in terms of equity status; the Public Service wants to ensure that this is not a number game, but that this is complimented with the right organisational climate. As a result, the focus is shifting from only getting the numbers right to the question of how to lead diverse work groups, with their multiplicity of cultural and personal backgrounds. Diversity efforts promise to facilitate the exchange of new perspectives, ideas and create a respectful, accepting work environment, all of which attribute to effective leadership of a diverse workforce. 28

29 NDZA KHENSA THANK YOU

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