1.Balthazar, Carol. Career Futures. Winter 1991. Disillusioned with the Decade of Diversity.
2.Barnard, Clay and Lentz, Glenda. Journal of Career Planning and Placement. Spring 1992. Making Diversity a Reality Within our Profession.
3.Blanchette, Donald. Industrial Management, Jul/Aug 2004, v36n4. Technology transfer in a culturally diverse workforce (part 1.)
4.Bunzel, John H. Public Interest, SPring 2007. Diversity or Discrimination? Asian Americans in College.
5.Carnevale, Anthony P. & Stone, Susan C. Training & Development, October 1994. College of Business Administration, Univ. of Iowa. Diversity. Beyond the Golden Rule.
6.Davis, George. The Black Collegian. March/April 2004. Cultural Diversity and Corporate America. Commitment or Smokescreen.
Показать всеhn A. The magazine of the Graduate Management Admission Council, Autumn 2004. Enhancing Diversity in Business Doctoral Education.
8.Foster, Jackson, Cross, Jackson and Hardiman. Training and Development Journal, April 2008. Workforce Diversity and Business.
9.Lawlor, Julia. USA Today, April 24, 2002. Diversity Provides Rewards.
10.Meyer, Gary. HR Magazine, April 2007 v36n4. Review: Assessing Diversity and Culture on the PC. (Cultural Audits via Computer)
11.Noonan, John. The Sunday Star Ledger. March 15, 2002. Diversity is the Byword in Shaping a College.
12.Powell, Gary. Thousand Oaks, CA: Sage Publications 2004. Gender and Diversity in the Workplace.
13.Rubin, Barry Louis. HR Magazine, January 2007 v36n1. Europeans Value Diversity.
14.Special Supplement to the New York Times, October 23, 2003. The Diversity Challenge.
Managers and executives
Salaried employees covered by a collective bargaining agreement
Salaried employees not covered by a collective bargaining agreement
Trainees (all levels)
Space for family life
Commerzbank’s diversity management also contains a large number of provisions to support employees’ work-life balance. Around 20% of staff take advantage of one of the many flexible working models which offer such provisions as part-time work, working from home and annual working time contracts. The “Comeback Plus” programme supports parents in a gradual return to work following parental leave and acts in conjunction with the pme
Показать все Family Service to offer emergency short-term childcare at 17 locations across the country. The “Kids & Co.” day-care centre, conveniently located at Head Office in Frankfurt, currently offers 200 full-time childcare places which are shared by a total of 320 families. Experience shows that provision of a day-care centre is particularly helpful in enabling parents to return to work after the birth of a child. For this reason, we plan to expand our regular childcare provision to further locations. A study conducted in 2009 showed that the day-care centre delivered a return on investment of 23%. This included such benefits as an early return to work by the parents and lower levels of absenteeism. Commerzbank also exceeds statutory requirements in the amount of support it provides for the care of close family members. Examples of this include comprehensive advisory and placement provision offered by Family services and training courses on the subject of care.
And for example, Ford Motor Company is an American multinational corporation and the world's second largest automaker, selling vehicles in 200 markets and with approximately 345,000 employees on six continents. Ford also is a family with a heritage of strong and clear values. One of the most essential of Ford values is their commitment to diversity and inclusion. For Ford, diversity is a means to an end. It is one of the ways the company is seeking to drive a transformation to a team-based workplace. To have meaningful relationships with customers (and other stakeholders) it is essential to have an understanding of their needs. Having a diverse workforce is one of the ways of building this capacity into the company. From the start, Henry Ford and the family of Ford employees have valued diversity. Henry Ford launched our diversity journey when he offered a $5-a-day wage in 1914. Thousands of immigrants and African-Americans flocked to Ford Company, lured by the prospect of pay that was more than double the prevailing industry standard. This revolutionary event in American business created a new middle class and established Ford as one of the first American companies to truly reflect the growing diversity of the United States.
Defining Diversity and Its Values
Diversity literally means variety, and embracing workplace, diversity means welcoming the full variety of society: different races, ethnicities, cultures, genders, sexual orientations, religions, ages, abilities, education, beliefs—any characteristic that distinguishes groups of people. Offer equal opportunities to all people, regardless of these factors, is simply the right thing to do, and part of being a responsible corporate citizen. Accordingly, ford motor company has long maintained non-discrimination policies and actively measures its progress in creating and promoting a diverse workplace.
But diversity also supports and strengthens business. Welcoming a wide range of people into the company opens up a bigger pool from which to find the best- qualified candidates. And diverse working teams bring together different ideas and perspectives, challenging one another for the best results. Moreover, in this global economy, having many different groups represented within the company helps make its products and services more appealing to costumers who are members of those same groups.
Diversity embodies all the differences that make us unique individuals. Not limited to physical aspects of race, ethnicity, gender, age, disability, and sexual orientation, it includes culture, religion, education, experience, opinions, beliefs, language, nationality and more. Diversity enhances confidence and improves the contributions made by people in such environments. Valuing and respecting each individual simply makes good sense. Success and productivity are natural extensions of a corporate culture that truly values all people.
Bill Ford said valuing different employee backgrounds and skills makes the company more responsive to the marketplace.
“In the end ford company is more successful. And ford employees, our customers, our shareholders and our business associates, they all benefit," Ford said. "In other words, diversity is not a favor to the world. It’s a richness that strengthens us as a company and gives us a competitive advantage.”
Ford Motor Company continues to receive recognition for its diversity programs. Most recently, the company received a 100 percent score on the Human Rights Campaign Corporate Equality Index (CEI). The CEI is a review on how America’s top companies treat their lesbian, gay, bisexual, and transgender employees, consumers and investors. Ford previously scored 85 percent, but by prohibiting discrimination based on sexual orientation and gender identity and expression, the score took a considerable jump. The number of companies receiving the top grade rose to 56 in 2004, from 28 in 2003, and just 13 in 2002.
Diversity and Globalization
Workforce diversity - from customer service clerks through to the board of directors - is a critical dimension for those companies seeking to establish themselves as global enterprises.
• The Conference Board of Canada released a study last year which concluded that having an ethnically-diverse workforce can make a company more profitable. Gaining the global advantage was the theme of the report, which predicted that if Canadian businesses continue to rely heavily on traditional markets, our export growth and standard of living will "be relegated to the slow lane of international commerce." The key to entering international markets, it is implied, is gathering an "international" employee base to serve as a natural bridge and help Canadian firms penetrate those emerging markets.
• Ford has manufacturing, assembly and sales facilities in 34 countries and distributes its vehicles through a network of more than 10,500 dealers in more than 200 countries. Alex Trotman, chairman and CEO of Ford Motor Company argues "it's very important for our product people to understand the different consumer tastes around the world. People in China don't like exactly the same products as people in India. Our performance is global and our workforce has to be global. We have to be very understanding of the issues of the world."
• Helmut Eppich, founder and Chairman of Ebco Industries, makes the following statement: "The world is forcing us to think more globally, more internationally, and this requires an international focus. You need to understand what makes people tick….This is why I think the focus on multiculturalism that Ebco has taken is critically important."
Overcoming language barriers, grasping various cultural nuances, attracting the best employees in a changing demographic and establishing good faith with foreign investors are important for a diverse workforce in the cultural microcosms of Canada or the United States, but are survival tactics for firms seeking a global presence. Sandra Wilking, the special advisor to the Asia Pacific Foundation of Canada is cited in a recent Conference Board of Canada study saying that many mainstream Canadian business people aren't pursuing opportunities in the Asia Pacific region because of their concerns about differences in language, culture and business practices. With the sheer number of highly qualified Canadians and landed immigrants from all parts of Asia, this is a tremendous wasted opportunity.
Employee Resource Groups
For more than a decade, ford employee resource groups have provided support, outreach and development to employees who share ethnicity, race, religion, life experiences, disabilities or backgrounds. ERGs hold educational and cultural events and support many diversity-related efforts such as college campus recruiting. Membership is open to all Ford employees.
Ford-Employees African-Ancestry Network (FAAN)
FAAN champions diversity at Ford by making a positive impact on the African-American community. FAAN promotes leadership development through seminars, mentoring, counselling and Dialogues on Diversity with senior management. Members support summer internship programs and recruiting at minority-focused career events. In the Detroit area, they provide Scholastic Aptitude Test coaching, an area Pre-College Engineering Program, Paint the Town events and Black History Month Celebrations. They also support the United Negro College Fund. Скрыть
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