Welcome to the first issue of Diversity Insight. The topic of workplace diversity has never been more important than it is right now. Employers across the country are struggling to manage a new workforce that is becoming increasingly diverse and complex. As a result, HR is required to settle differences between ethnic groups, bring peace between generational workers, satisfy the unique needs of disabled employees, and avoid offending an employee’s religious commitment. Helping today’s HR practitioner understand how to manage this new set of challenges is why we’re launching this e-zine and what it’s all about.

Each month, Diversity Insight will provide business-focused strategies for understanding the cultural, communication, and the workplace needs of today’s diverse employee. You’ll receive the hard-hitting solutions that will help you address and manage the differences between generations, genders, ethnic groups, and other diverse employee populations.

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Raised by Boomer parents on a diet of praise and self-esteem, Millennials are the next big thing, and they know it. They show up to work with lots of answers.

Hierarchy? Only if it helps us get the work done.

Need it yesterday? No problem.

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You’re headed for the cafeteria when George (a young, energetic manager with promise) stops you and says, “I hope you don’t expect me to show up for that class about gays tomorrow.” This is news. You didn’t know George had objections to the planned diversity seminar. George registers your surprise and ups the ante. “I believe in God and scripture,” he says, his voice growing louder. “I won’t go.” You notice that people have stopped to listen in. “Let’s talk about this in my office,” you say. George crosses his arms over his chest. “I’d rather talk here.”

What to do? Your lunch is a write-off. Adrenaline pours into your bloodstream. Fight or flight is your natural response, but it won’t help you now. What can you say to avoid a shouting match?

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A team is missing its production deadlines, and a different cultural interpretation of the word “deadline” is the cause. Two experts offer solutions for fixing the problem.

The Problem:
Don is production manager in a printing company that produces books for major publishers. Five years ago, the company added binding to its services, and Don began staffing that department with workers from Mexico. Everything went smoothly until four months ago when Mauricio became supervisor of the binding team. One of the first Hispanic workers Don hired, Mauricio is bight and capable. But since his promotion, the binding group has missed three deadlines. Books had to be shipped at special rates and high costs! Each time Mauricio apologized and vowed to set more reasonable completion dates; but Don has noticed that during production meetings, Mauricio continues to promise tight deadlines. Mauricio is experienced. He knows the equipment and his men. Why does he promise deadlines he cannot deliver, and what should Don do to ensure he does?

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A team is missing its production deadlines, and a different cultural interpretation of the word “deadline” is the cause. Two experts offer solutions for fixing the problem.

The Problem:
Don is production manager in a printing company that produces books for major publishers. Five years ago, the company added binding to its services, and Don began staffing that department with workers from Mexico. Everything went smoothly until four months ago when Mauricio became supervisor of the binding team. One of the first Hispanic workers Don hired, Mauricio is bight and capable. But since his promotion, the binding group has missed three deadlines. Books had to be shipped at special rates and high costs! Each time Mauricio apologized and vowed to set more reasonable completion dates; but Don has noticed that during production meetings, Mauricio continues to promise tight deadlines. Mauricio is experienced. He knows the equipment and his men. Why does he promise deadlines he cannot deliver, and what should Don do to ensure he does?

read more…

The Bureau of Labor Statistics estimates that by 2014, 21% of America’s workforce will be at least 55 years old. According to AARP estimates, that number could be even higher. As a result, you need to prepare for an aging workforce. With a wave of baby boomers set to retire and a consequent looming worker shortage, many employers are now considering the role of the older employee in their organizations. On one hand, these employees have the benefit of experience. On the other hand, there is some trepidation that they might not adjust to new technologies and processes as well as their younger counterparts.

The AARP Public Policy Institute Issue paper, “Workplace Issues: Older Worker Training: What We Know and Don’t Know,” summarizes what’s currently known about the ability of older adults to learn new skills and adapt new environments and highlights the issues and questions that need to be addressed to promote healthy and productive employment for older adults. The report includes analyses of today’s older workers, relevant research on older adults and learning, the “healthy worker phenomenon,” and factors influencing learning and skills acquisition.

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Lockheed Martin, the world’s largest military contractor, will have to pay former employee Charles Daniels $2.5 million. The African-American electrician was subjected to a racially hostile work environment at several job sites nationwide. This is the largest amount ever obtained by the Equal Employment Opportunity Commission (EEOC) for a single person in a discrimination case. In addition to paying Daniels, the company has agreed to terminate the harassers and make significant policy changes to address any future discrimination.Daniels was the target of persistent verbal abuse by coworkers and a supervisor whose racial slurs and offensive language included calling him the “N-word” and saying “we should do to blacks what Hitler did to the Jews” and “if the South had won then this would be a better country.” After Daniels reported the verbal harassment, his coworkers also made physical threats, including lynching and other death threats. Lockheed didn’t discipline the harassers and allowed the discrimination to continue.

The litigation and consent decree were filed by the EEOC under Title VII of the Civil Rights Act of 1964 in the U.S. Court for the District of Hawaii (U.S. Equal Employment Opportunity Commission v. Lockheed Martin, CV-05-00479).

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Lockheed Martin, the world’s largest military contractor, will have to pay former employee Charles Daniels $2.5 million. The African-American electrician was subjected to a racially hostile work environment at several job sites nationwide. This is the largest amount ever obtained by the Equal Employment Opportunity Commission (EEOC) for a single person in a discrimination case. In addition to paying Daniels, the company has agreed to terminate the harassers and make significant policy changes to address any future discrimination.Daniels was the target of persistent verbal abuse by coworkers and a supervisor whose racial slurs and offensive language included calling him the “N-word” and saying “we should do to blacks what Hitler did to the Jews” and “if the South had won then this would be a better country.” After Daniels reported the verbal harassment, his coworkers also made physical threats, including lynching and other death threats. Lockheed didn’t discipline the harassers and allowed the discrimination to continue.

The litigation and consent decree were filed by the EEOC under Title VII of the Civil Rights Act of 1964 in the U.S. Court for the District of Hawaii (U.S. Equal Employment Opportunity Commission v. Lockheed Martin, CV-05-00479).

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• 4,901: number of pregnancy discrimination complaints filed with the EEOC in 2006, making it one of the fastest growing types of workplace complaints
• 99.1 million: amount of sex-based discrimination claims paid to plaintiffs
• 16: Percentage of female corporate officers at FORTUNE 500 companies
• 9: Number of female CEOs at FORTUNE 500 companies

• 4,901: number of pregnancy discrimination complaints filed with the EEOC in 2006, making it one of the fastest growing types of workplace complaints
• 99.1 million: amount of sex-based discrimination claims paid to plaintiffs
• 16: Percentage of female corporate officers at FORTUNE 500 companies
• 9: Number of female CEOs at FORTUNE 500 companies