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MGMT Diversity > Final > Flashcards

Final Flashcards

1
Q

Title VII: Intent, who’s protected, what states

A

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2
Q

What are employment decisions

A

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3
Q

Federal Vs. state laws and local laws impacting HR

A

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4
Q

ADA

A

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5
Q

ADEA

A

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6
Q

Equal pay act

A

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7
Q

Change model for Diversity mangement

A

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8
Q

Diversity

A

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9
Q

Business model of diversity

A

The theory/argument that diversity is going to lead to very positive outcomes including lower turnover, higher job satisfaction, better talent pool, lower costs in terms of complaints and lawsuits, attract and retain more customers

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10
Q

What is a Diversity Audit, Why are they done

A

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11
Q

How are women doing in leadership roles in US business

A

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12
Q

What is the glass ceiling

A

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13
Q

What is the pay gap

A

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14
Q

How can mentors help female employees

A

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15
Q

Best practices for pregnant employees

A

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16
Q

Best practices for managing women in the workplace

A

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17
Q

Religious discrimination

A

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18
Q

Definition of religion to the EEOC

A

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19
Q

Religious harassment

A

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20
Q

Proselytizing and how do you handle it at work?

A

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21
Q

Can you ask is to prove their religion?

A

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22
Q

What does reasonable accommodation mean in terms of religion

A

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23
Q

What is undue hardship?

A

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24
Q

Why might decorating the office for christmas be an issue

A

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25
Q

Race

A

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26
Q

Ethnic origin

A

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27
Q

Is ethnic origin the same as color?

A

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28
Q

Racial/ethnic discrimination vs harassment? examples.

A

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29
Q

What can employers do to decrease racial and ethnic harassment in the work place

A

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30
Q

What if a customer prefers employees of a certain race?

A

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31
Q

Laws that currently protect LGBT people

A

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32
Q

What is LGBT

A

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33
Q

Domestic partner benefits

A

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34
Q

Why is sexual orientation a hidden aspect of diversity?

A

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35
Q

Why are employees working longer/past retirement age?

A

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36
Q

ADEA: intent and coverage

A

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37
Q

Best practices for older workers

A

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38
Q

Why is sexual harassment an issue for managing diversity with our current workforce?

A

Gender mixed-workforce that is 50% women
Power issues-about abuse of power
Recruitment- could keep good candidates away
Retention- Can cause turnover

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39
Q

About how many complaints were filed in 2011 to EEOC?

A

Increase amounts (11,000). More and more men are reporting. Harassment is still an issue even with laws.

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40
Q

Define sexual harassment according to Title VII

A

Unwelcome sexual advances
requests for sexual favors
Verbal or physical conduct of a sexual nature

-Only when it effects is work performance or creates a hostile work environment

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41
Q

What is retaliation and is it legal?

A

Firing or giving worse assignments to people who complain/report sexual harassment. Not legal

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42
Q

Who can be a victim of sexual harassment

A

Any person who experiences the harassment even if they aren’t the one being harassed. Males or females. Do not need to be opposite sex

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43
Q

Who can be the harasser

A

Just about anyone male or female

Ex: boss, someone else’s boss, coworker, non ee, customer

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44
Q

Economic injury

A

Lost hours, pay, and/or job. Not needed when filing a sexual harassment suit with the EEOC

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45
Q

2 types of sexual harassment , which is the power situation?

A

Quid Pro Quo.

You do this and I will do that. Requires a power imbalance

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46
Q

Why don’t victims tell the harasser to stop/say it’s unwelcome?

A

Can be awkward or embarrassing and fear job loss. Sometimes they think they brought it on themselves

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47
Q

What does the EEOC suggest to prevent sexual harassment?

A

Policy , training, investigation and penalties.

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48
Q

Explain the negative impacts of sexual harassment for the employer

A

Liability: EEOC fines, lawsuits, legal costs

Morale:hurts morale and productivity/customer service

Turnover: increases/creates cost of replacing is

PR/recruiting: bad publicity-turns good candidates away

Ee performance: reduced-stress hurts performance

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49
Q

Why might the number of complaints go up after a sexual harassment training?

A

People have been educated on what is sexual harassment or may over react

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50
Q

OSU marching band case

A

Leadership issue that allowed sexual harassment to occur. Director had been a student and band member of OSU so he did not see the tradition of naming new members as a bad thing. Everyone needed training

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51
Q

What is the restaurant industry’s experience with sexual harassment?

A

The worst industry for sexual harassment

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52
Q

How many accommodations for disabilities cost nothing

A

Most

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53
Q

How much do they cost?

A

Very little if anything

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54
Q

What are the chances that a worker will be disabled at some point in their careers?

A

The majority of us will be disabled at some point in our lives

80%

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55
Q

Are older workers more or less likely to have a disability?

A

More likely

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56
Q

Stereotypes about hiring people with disabilities?

A

Traits: Unreliable, less productive and miss a lot of work

Cost: accommodations are expensive, will sue the employer, make health insurance more costly

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57
Q

What is a disability

A

Physical or mental impairment that substantially effects a major life activity with
-A record of such an impairment or previous impairment

Regarded as having a disability.

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58
Q

Intent of ADA

A

Prevent job applicants and ees from facing discrimination in employment decisions

regarded as having a dis ability

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59
Q

Can you ask about disability in an interview or on an application?

A

No

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60
Q

What are major life activities?

A

getting dressed, brushing your teeth

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61
Q

How can you do employment medical exams?

A

Must have a conditional job offer

most be job related/ required for all job applicants in similar job

62
Q

Conditions not covered by the ADA

A

Illegal drug addiction
Gambling addiction
being over weigh
Fluw

63
Q

Reasonable accommodation, provide example

A

stool or a chalk board

64
Q

What do essential job functions mean to the ADA

A

have to be able to do the main functions of the job

65
Q

What is an undue hardship?

A

Anything that could lose the business money. If it is not financially or physically possible to put in a rap

66
Q

Why are mental disabilities often hidden at work?

A

Often, they can’t be physically seen.

Take good RX, manage it well, not severe, tend not to talk about it

67
Q

Best practices for helping ees with mental disability/illness

A

Have an EAP and suggest thy visit that instead of playing doctor for them

68
Q

Why shouldn’t you suggest that a person has a mental illness? EX: “you seem depressed”

A

You have suggested that that person is disabled and now they are protected by ADA

69
Q

How is weight an issue for job applicants and ees?

A

Stereotyped as slow and lacking self-esteem

70
Q

Explain: “beauty creates a halo effect” for ees and applicants

A

.

71
Q

What federal loos protect people on the basis of appearance/weight

A

none

72
Q

How does Best Buy successfully use ees with disabilities

A

Have quiet hours were they don’t play any music

73
Q

Ergonomics

A

Science of fitting jobs to people
reduce injury and discomfort
increase job satisfaction, productivity, and safety
Design work area, tools and tasks

74
Q

What work risk factor should we seek to reduce

A 
Repetitive stress/ motion
Eye strain
back/neck strain
awkward posture
excessive force/vibration
75
Q

What are some tips for working for working with disabled ees?

A

Treat them like you would treat anyone else,
Talk to them ee if them
Always ask before helping
Have patients and humor

76
Q

Why is it of national interest to transition military veterans into the US workforce

A

Have valuable skills

Thousands are discharged every year and in need of jobs

77
Q

USERRA: Intent, requirements for employers, what are soldiers asked to do about notifying employers?

A

To prevent discrimination of veterans in employment decisions

Must rehire veteran who have served on active duty for no more than 5 year and received either honorable or dishonorable discharge as long as the vet returns to the job within a specific period of time

78
Q

What other laws may cover veterans

A

Vietnam Era Veterans Readjustment Act

79
Q

Why are some employers hesitant to hire veterans

A

Many suffer from PTSD or TBI and may require assistance transitioning back to civilian life and their civilian jobs

Employers had difficulty understanding how military skills can fulfill civilian qualification

80
Q

What are common transferable skills of veterans

A
  • Dealing with cultural and racial diversity and decision making
  • leadership training,
  • teamwork
  • discipline and integrity
  • crisis mgmt and technical skills
81
Q

Why are licenses/degrees sometimes hurdles for veterans looking for jobs?

A

May have the experience and qualifications for the job, but do not have the degree or licenses required by the HR department to have the job

82
Q

How can employers adapt their new employee orientation for veterans?

A

Ensure policies are vet friendly, use language they understand, help identify transferable skills

83
Q

What are some good practices for recruiting veterans?

A

Go to military job fairs

Advertise on online job sites as looking to hire vets

provide employment programs for vets

Team up with vet programs/organizations

Provide programs for families of vets, especially for when they are away

84
Q

What are some good practices WMU has to serve veteran students?

A

Boots to suits, full time staff person, career fairs, training, the VA visits, veterans lounge and accommodations for school work if they have to go back on deployment.

85
Q

How can ONET be used to help veterans looking for jobs?

A

Has online job data base, can translate job skills and job title to transferable skills and jobs that they look for in the private sector.

86
Q

Describe the issues with sexual assault at the USAF including the academy’s response to the problem

A

Women were reporting being raped as cadets and rape hotlines and programs were put in place
10 years later women were still being raped and when they reported it they were punished, ignored or ostracized by their commander.

Response: Now, victims could have confidential counseling, medical care and commanders would be notified of a request for Help, but would not know who it was from
DOD: SAPR

87
Q

Describe the two issues with the USAF and religious discrimination.

How did the USAF respond? describe at least two attempts

A

Religious discrimination:
Proselytized for evangelical christianity and would frequently refer to christian beliefs during functions of the day.

Only able to obtain special leave passes if they observed the Sabbath on Sundays

Privileges were denied to non-religious students that were frequently provided to religious cadets

Response: Developed their own reports with finding about the situation. From there they recommended nine remedies to the religious intolerance

88
Q

What is the culture at the USAF like?

A 
High power distance
Value masculine traits like assertiveness and competition
Avoid uncertainty
Respect tradition
Guard one's image
89
Q

How has the leadership at Pitney Bowes influenced their workforce diversity?

A

Leadership has been committed to always hiring the best candidates for the position which increases their diversity

90
Q

What about PB’s image is positive in diversity recruiting efforts?

A

Have partnerships with diverse groups for better talent pools

Advertise in publications that reach diverse audiences

Winning several diversity awards like: 100 Best Corporate Citizen List, Fortune Magazine’s Best Corporation for Minorities

91
Q

How are PB’s managers evaluated on diversity management?

A

Managers are held accountable to the following goals: communication, training, work/life balance and diversity

Goals are tied to compensation. If not met they lose out on bonuses/money

92
Q

2 ways to evaluate your current recruitment and selection process

A

Get data from applicant pool and see if it was diverse. Do the same for selection.
Track that for several years to see if the new hires stick around.

93
Q

How can you improve your sources of recruitment?

A

Choose more diverse partners for fairs and talent, advertisements and recruiters

94
Q

How can you improve your recruiters to do a better job attracting diverse applicants?

A

Be open to new sources/colleges

Be considerate and professional with questions

Ask legal questions only

95
Q

Why can employee referrals for new hires be both good and bad?

A

People like people who are like them and are less likely to be diverse.

Can be good if the organization is already diverse

96
Q

Who can be excluded when you view gaps in employment history as a negative?

A

Mothers, veterans, people who had an illness

97
Q

How can you improve the interview process to allow for more diversity

A

Have diverse interviewers

Train them on good practices for interviews

Train them on classic bias errors like the Like me effect

98
Q

why are phone interviews helpful?

A

Remove biases because you can’t see what the person looks like. Allows you to have a more diverse workforce by choosing the best candidates

99
Q

how do you measure if recruiting efforts for more diversity are effective? How long should it take for your efforts to show results?

A

Look at the diversity of the company and pay attention to retention rates

Give it 3 years to see results

100
Q

How can you measure retention? Why is it important

A

See who you hired and who stayed.

Important to see if you can keep the diverse employees once the recruiters and interviewers get them there

101
Q

What are the pros and cons of exit interviews for discovering problems with diversity issues?

A

Could provide good insight to what is happening.

Could lie or exaggerate due to fear or anger

102
Q

In the metro hospital case with Jorge and Saryn, what where the legal issues?

A

Wanted to look at hiring a less qualified male candidate or her to promote diversity.

Otherwise, they were making judgements based on her weight and youth. Neither of which are protected.

103
Q

In the “choosing the board” case, what are the ways to ease the transition for the new board members

A

Strong orientations
Mentors
Social outings
creating a level playing field for communication

104
Q

Why do ees fear diversity training

A

Worried that they will have to hug it out or come out. That it is meant to be an emotional experience. That it will be unpleasant

105
Q

What are the arguments against doing diversity training/research finding from UC Berkley? What type of training do they deem the worst?

A

Diversity training promote discrimination

Communication training would be better

The worst type of diversity training are the ones that separate people into categories because it reinforces the idea that people can be put in/belong to categories

106
Q

What are the 6 models of training?

A 
Intercultural
Legal compliance
Managing diversity and inclusion
prejudice reduction
valuing differences
Anti racism
107
Q

Does selection of the trainer matter? Why?

A

Yes, a poor training or a trainer that is not engaging will not keep the group on the right track

108
Q

What key skills/behaviors should they have

A

Must have participated in the training at least once themselves

Must be able to lead discussion:

  • Diplomat
  • Ask good questions
  • Deal with conflict

Should be good communicators, know the topic, practice what they preach, be up beat and give relevant information

109
Q

When choosing content for diversity training, what should you keep in mind?

A

Should be:
Active
Intellectually challenging
Have short exercises
Be positive
Involve problem/puzzle solving. Not lecturing
Recognize that attendees may have negative emotions such as: fear, resistance and boredom

110
Q

Why do we “need analysis” prior to training?

A

Identify the root cause of the problem.

Training is not always the answer

111
Q

What should you consider when using videos?

A

That they fit your audience
Are specific to your industry
Price point-videos are expensive

112
Q

What should you consider when selecting exercises such as the ones reviewed in class?

A

Fit the audience
Reading level
Adult learning theory-What’s in it for me?
Employee experiences and real problems they face
confidentiality-what happens in the room stays in the room

113
Q

What roles do leaders play in diversity mgmt

A

Build diversity into mission statement
Face of the company and set the tone
Create diversity by hiring exec staff
Embrace diversity when setting company policies

114
Q

What are the pros and cons of having a diversity VP?

A

Pros: Shows that you value diversity

Cons: Says that it is important but not absorbed into the culture
Takes weight off of the other VP’s to keep up with diversity because the Diversity VP is viewed as the Diversity police

115
Q

Transformative leaders and how they relate to diversity

A

Proactive leadership
Work to change the organizational culture by implementing new ideas
Motivate and empower ees to achieve company’s goals by appealing to higher ideals and moral values
Encourages ees to transcend their own interests for those of the group

116
Q

Transactional leaders and how they relate to diversity

A

Responsive leadership
Works within the organizational culture
Employees achieve goods through rewards and punishments from the leader
Motivates followers by appealing to their own self-interest

117
Q

What can leaders in HR do to manage diversity?

A 
Look at sources of recruitment and how it happens
Set policies
Trainings/promotions
Retention practices
Pay and benefits policies
118
Q

Explain the change mgmt model as it relates to the Coke case

A

Unfreeze: Lawsuits required Coke to change

Change: Consistent job posting, uniform employee reviews, mandatory diversity trainings, HR audits and adverse impact analysis, Manager’s performance mgmt tied to compensation, mentor program

Refreeze: Building diversity in middle mgmt, Diversity is a core value. paid out money to those who were owed

119
Q

How would you describe Coke’s old culture?

A

Good Ole Boys style and latent racism

120
Q

How did the CEO, Ivestor, deal with diversity management?

A

He didn’t. Did not value diversity and was focused only on money

121
Q

What was Coke suited over in their 1999 lawsuit?

A

Discrimination against black eyes in promotions, pay and terminations

122
Q

What HR changes resulted from the lawsuit. Be able to name 3

A

Uniform ees reviews
mandatory diversity trainings for managers and ees
HR audits and adverse impact analysis

123
Q

What leadership changes resulted?

A

Investor left
Rehired Wares and VP of Global Public Affairs
Execs debriefed on diversity strategies
Hired Douglas Daft ad CEO Australian w/ 30 years at Coke

124
Q

Coke notes that it is doing HR audits and adverse impact analysis, why is this important?

A

HR wasn’t doing their job to have good practices. Too many job titles, no consistent form of job posting or promotions.

Need to ensure that they are implementing best practices and see what the impact will be from poor HR decisions

125
Q

Describe the basic model of communication: What is the sender’s role, what is the receivers role?

A

Sender encodes the message

Receiver decodes the message and gives feedback

126
Q

How can you reduce NOISE when you communicate?

A

Be more mindful
Learn about different communication styles
Learn to see your style is not best, just different

127
Q

What are examples of noise?

A

Anything that distracts from the conversation: physical noise, appearance, weight, race, skin color, reduce distractions

128
Q

Language differences can produce what kind of implications for employers?

A

Have to think about their websites, application forms, interviewers, translators, signs of safety.

129
Q

What are the main differences in gender styles and communication? Implications at work?

A

Males: more direct, see as an opportunity to gain or establish power, interrupt more, don’t apologize

Female: Less direct, apologize too often, ask questions when confused, give away power, focus on relating to others

Implications: Learning to work around communication styles to determine what they are really saying. Have the pay attention to wording of job descriptions and who that will attract

130
Q

What issues involving communication happen in the interview? How can you put diverse candidates at ease?

A

May have too much noise, language barrier, poor nonverbals, applicant might be nervous

Use a round table and chose a quiet, private room, use easy warm-up questions

131
Q

What part does nonverbal communication play at work?

A

Determine how you might communicate- face to face, over the phone, email

Conveys messages you might not be aware of

Can be misread

132
Q

Physical space and it’s impact on communication

A

Physical space differs for each culture

Can make communication awkward

133
Q

Time is elastic..

A

Determines time of the meeting. if it is elastic the meeting will not start on time. If not, the meeting will always start on time

134
Q

High context…

A

Determines when the communication for work can begin.

High context: Get to know each other first
Low context: Get right to business, know getting to know each other

135
Q

how do baby boomers differ from Gen Y in communication style?

A 
Baby Boomers: 
Talk face-to-face/ on the phone
Professionalism is important
Diplomatic
Reads body language
Work all the time
Gen Y: 
Text, email
Informal word usage
Direct/blunt
Humor
Give feedback
Don’t communicate after work hours
136
Q

What are employee resource groups? Why may they be needed? What can they not be used for?

A

Can not be used for religion or politics. Can be used as a focus group for things such a product development.

137
Q

What are some best practices for setting up an ERG?

A

Make sure that groups are broad and inclusive of anyone who could have an interest

138
Q

How do ERG’s benefit employees and the organization?

A

Ees: Provides them with mentors, safe places to talk, networking, inclusion, satisfaction and engagement

Organization: Understand diverse consumer/market/products. Helps to recruit and retain diverse ees

139
Q

What policies should be in place to avoid legal liabilities with an ERG

A

Say no to religious or political ERGs

Establish when and where they can meet, if it is paid or unpaid, if they can use business supplies/email

Must be open to all

Cannot negotiate terms of employment during those meetings

140
Q

Explain the role of a mentor.

A

Help menses with networking, informal coaching, career advice and job shadowing

141
Q

What is the difference between an informal and formal mentoring program?

A

Informal: mentor ees most like us

Formal: assigned by org, geared to include all new ees, especially those underrepresented in mgmt

142
Q

What are “Work-Life” policies?

A

Policies that help ees balance responsibilities at home

143
Q

Why might some employees be afraid to use their work-life benefits

A

Think it could hurt their career

144
Q

Explain how flexible scheduling can help parents/caregivers/mature workers.

A

Parents/caregivers:
Work from home if job allows (Example: call center employees)
Work longer days and have every other Friday off
Offer part-time schedules/options
Results-only work environment (no set hours)
10 until 2 part-time jobs – for college educated moms

Mature Workers:
Phased retirement
Vita Needle – give keys to building – work when you want
Hospitals offer weekend only shifts to RN’s
Snowbird program from Northern to Southern location in winter
Seasonal workers (LL Bean)
Special projects

145
Q

How has the leadership at Pitney Bowes impacted their diversity?

A

hired women and black ees during WWII when all the soldiers left. Instead of firing those ees when the soldiers came back they kept them and took the soldiers back.
Was all before Title VII
Hired people based on their ability to do their job, not their gender or race

146
Q

Intercultural

A

Develop an understanding and communication
Focuses on identity
Helps prepare employees/students going on global assignments or studying abroad

147
Q

Legal Compliance

A

Address what is and isn’t legal-used to avoid lawsuits
teach details of the law
Doesn’t look at culture or institutional bias
If it isn’t covered by the law, who cares?

148
Q

Managing Diversity and inclusion

A

US demographics are changing
To thrive, business must leverage diversity
Be competitive/ attract talent
A business issue (not a legal or moral issue)

149
Q

Prejudice reduction

A

We are born with great potential, but we can be blocked by distress (fear, hurt, anger etc.)
Emotional healing needed
Share personal stories of hurt, okay to cry
Personal focus, not business/ law related

150
Q

Valuing differences

A 
Salad bowl, not melting pot
Celebrate differences
Different views make better decisions
Dominant group is neutral- not the problem
Different from whom?
151
Q

Anti-racism

A

Activist- based on history of civil rights struggles in US
Terms: power, oppression and privilege are real
Blends other models
Examines dominant culture
Suggest change for personal, political, and professional areas

MGMT Diversity (3 decks)

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