A Senior Project Report

On
"Workforce Diversity in Improving Organizations Capability"
for
“FMCG Sector"
By
Anju Ray
Monika Shindey
Neelima
Rituparna Goswami

MBA-II (Human Resource)

Batch (2019-21)
Under the guidance of
Dr. Shravasti Jain

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Chapter 1: Introduction
1.1 INTRODUCTION TO THE TOPIC:

Workforce diversity in FMCG sector is what binds all groups of employees at all levels in a
company. Workforce diversity calls for a type of organizational culture where all members can
pursue their aspirations without being inhibited by gender, race, nationality or other qualities that
are irrelevant to performance. The importance of the need to have the concept of managing
diversity embraced by top managers has also been emphasized. A statement concerning diversity
should always refer to certain facets such as age, gender, culture and disability. Scholars have not
concentrated more on workforce diversity in the workplace and how it affects organizational
performance, hence creating a gap. This study provides background knowledge on cultural
diversity among employees at the workplace and provides measures of organizational
performance. The study further brings out the study theories under theoretical review, which
comprises the resource-based theory, behavioral theories and competency theory. This study
reviewed various literatures on workforce diversity in the workplace and organizational
performance and found that cultural diversity in the workplace is a formidable competitive
weapon in an organization. The study recommends that organizations should have proper
cultural diversity management since it enables an organization to achieve a competitive
advantage, which in turn influences organizational performance. In addition, the paper
recommends that organizations should effectively manage their cultural diversity. This is
because it has been established that cultural diversity influences organizational performance.

1.2 DEFINITION AND PURPOSE OF THE PROJECT:

a. DEFINITION:

Workplace Diversity can be defined as how the various similarities and differences in a group of
people unite towards a common organizational goal on an individual and sub group level. These
differences and similarities can be present in varying degrees and manifest in aspects such as
age, gender, race, culture, ideas, perspectives and preferences. Each employee comes with a
unique set of working values and needs that must be carefully handled by managers if they want
to benefit from what each employee has to offer to their organization. Workplace and diversity

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when combine, bring together a number of special skills necessary for the improvement of an
organization bottom line which cannot be ignored. Having workplace diversity is considered to
be a key point in today’s business rather than just viewing it through philanthropically. With a
realization that diversity brings about competitive advantage, partnering occurs among diverse
groups across all functional areas and is anchored by common goals. This reduces single
mentality and allows for increased creativity and innovation. Past researches have shown that
business organizations are increasingly embracing the use of workgroups as a strategy in the
pursuit of organizational goal. The benefit of diversity at workplace often cited by researchers
and theorist alike like increasing positive relationship, variety of ideas, a wider knowledgebase,
varied perspectives and skills, heightened creativity, increased effectiveness in problem solving,
improved work performance and broader market intelligence within the organization.

 Four Layer Model of Diversity:

The characteristics representing diversity are illustrated in Garden Swartz and Rowe’s (1994) [7]
Four Layer Model of Diversity. According to Garden Swartz & Rowe the four layers of diversity
are organizational dimensions, external dimensions, internal dimensions and personality. This
model can help the manager to understand that diversity comprises of many characteristics of
people at work and not only few. The diversity mature organization will seek to understand these
factors and dimensions of diversity ensuring to bring out all aspects of an individual talents and
abilities in support of the organization’s mission and goals. The four layer models of diversity
are:

a) Organizational Dimension:

It represents the outermost layer and consists of characters such as management, status, union,
affiliation, work location, seniority, divisional department and work content. The characteristics
of diversity associated with this layer are items under the control of the organization in which
one works. Much attention of diversity effort is focused on issues of preferential treatment and
opportunities for development or promotion.

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 b) External Dimension:

This layer represents those characteristics that deal with the life choices of an individual. The
individual exercises a higher level of control over these characteristics over those that in the
organization dimension and might change over time. The characteristics in this layer are personal
habits, 4 recreational habits, religion, educational background, work experience, appearance,
status, marital status, geographic location and income.

c) Internal Dimension:

An individual has no control over these characteristics. Characteristics of this layer are assigned
at birth such as age, race, ethnicity, gender and physical ability. Often these characteristics are
the sources of prejudice and discrimination.

d) Personality:

It is described as traits and stable characteristics of an individual that are viewed as determining
particular consistencies in the manner in which the person behaves in any given situation and
over time (Winstanley,2006) [8]. The personality of an individual is influenced by the other three
levels of the model. A manager who wants to understand diversity and form an effective diverse
team need to pay attention to all. The above layers of diversity with the goal of using both
differences and similarities enrich the work environment and bring every employee closer to
their organizations mission.

1.3 PURPOSE:

The purpose of this study is to examine the relationship between employee perceptions of
diversity. It also attempts to examine whether the perception of diversity vary among employees
from different diversity background in FMCG industry. The FMCG industry is playing a key
role in putting India on global map. The merits of the workforce diversity has been debated
everywhere throughout the world. Workforce diversity is on the emerging trend in Indian
organization. Workforce diversity has already begun in the Indian FMCG industry and numerous
companies have multiple locations abroad and are realizing the need to develop a global
workforce. The need of the talent mix pressurizing the employers of the FMCG companies to
attract and to retain diverse workforce. FMCG industry is one of the major industries in India,

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which has embraced workforce diversity as a strategy to remain competitive, innovative and
productive in the face of changing demographics and rapid globalization of business. The
acceptance of the gender diversity will be affected by the diversity management practice and
program initiated at organization.

1.4 SCOPE OF THE PROJECT:

The scope of the study would like to analyze the positive outcome of diverse workforce in
FMCG sector of India. The entire study aims at getting an inside of the existing diverse
workforce of the organization in the FMCG sector and how well this diversity is managed so that
it creates a positive impact on the productivity of organization. The study intends to unveil the
major barriers that create discord in maintaining synergy amongst the diverse workforce. The
study will try to uncover the untempt area of diversity management and thus provides a potential
prospectus for future research. The study will also result into understanding and presenting of
key focus points related to the diversity management within the organization and is likely to
provide clarity on the relevance of existing theoretical guidelines on diversity management.

1.5 SALIENT CONTRIBUTIONS OF THE PROJECT:

i. As a social responsibility:

Because many of the beneficiaries of good diversity practice are from groups of people that are
disadvantaged in our communities, there is certainly good reason to consider workforce diversity
as an exercise in good corporate responsibility. By diversifying our workforces, we can give
individuals the break they need to earn a living and achieve their dreams.

ii. As an economic payback:

Many groups of people who have been excluded from workplaces are consequently reliant on
tax-supported social service programs. Diversifying the workforce, particularly through
initiatives like welfare-to-work, can effectively turn tax users into tax payers. So in this way it
proves to be an economic payback and support the organization.

iii. As a Resource Imperative:

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The changing demographics in the workforce, that were heralded a decade ago, are now upon us.
Today’s labor pool is dramatically different than in the past. No longer dominated by a
homogenous group of white males, available talent is now overwhelmingly represented by
people from a vast array of backgrounds and life experiences. Competitive companies cannot
allow discriminatory preferences and practices to impede them from attracting the best available
talent within that pool.

iv. As a Legal Requirement:

Many companies are under legislative mandates to be non-discriminatory in their employment

practices. Non-compliance with Equal Employment Opportunity or Affirmative Action
legislation can result in fines and/or loss of contracts with government agencies. In the context of
such legislation, it makes good business sense to utilize a diverse workforce.

v. As a Marketing Strategy:

Buying power, particularly in today’s global economy, is represented by people from all walks of
life (ethnicities, races, ages, abilities, genders, sexual orientations, etc.) To ensure that their
products and services are designed to appeal to this diverse customer base, “smart” companies,
are hiring people, from those walks of life - for their specialized insights and knowledge.
Similarly, companies who interact directly with the public are finding increasingly important to
have the makeup of their workforces reflect the makeup of their customer base.

vi. As a Business Communications Strategy:

All companies are seeing a growing diversity in the workforces around them - their vendors,
partners and customers. Companies that choose to retain homogenous workforces will likely find
themselves increasingly ineffective in their external interactions and communications. And an
effective communication system developed in the organization which helps the concern to
overcome the communication barriers.

vii. As a Capacity-building Strategy:

Tumultuous change is the norm in the business climate of the 21stcentury. Companies that
prosper have the capacity to effectively solve problems, rapidly adapt to new situations, readily

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identify new opportunities and quickly capitalize on them. This capacity can be measured by the
range of talent, experience, knowledge, insight, and imagination available in their workforces. In
recruiting employees, successful companies recognize conformity to the status quo as a distinct
disadvantage. In addition to their job-specific abilities, employees are increasingly valued for the
unique qualities and perspectives that they can also bring to the table. According to Dr. Santiago
Rodriguez, Director of Diversity for Microsoft, true diversity is exemplified by companies that
“hire people who are different – knowing and valuing that they will change the way you do
business.”

For whichever of these reasons that motivates them, it is clear that companies that diversify their
workforces will have a distinct competitive advantage over those that don’t. Further, it is clear
that the greatest benefits of workforce diversity will be experienced, not by the companies that
that have learned to employ people in spite of their differences, but by the companies that have
learned to employ people because of them.

1.6 OUTLINE OF THE PROJECT REPORT:

1. Introduction
2. Sectorial Profile
3. Review of Literature/Theoretical Background
4. Objectives
5. Research Methodology
6. Data Analysis, Results and Interpretation
7. Conclusion
8. Limitation of the Project
9. Recommendation
10. Biblography

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Chapter 2: Sectoral Profile

1.7 COMPANY PROFILE

1. HINDUSTAN UNILEVER LTD.

Hindustan Unilever Limited (HUL) is the Indian subsidiary of Unilever. It is headquartered
in Mumbai, India. Its products include foods, beverages, cleaning agents, personal care
products, water purifiers and consumer goods.
HUL was established in 1933 as Lever Brothers and following merger of constituent groups
in 1956 was renamed as Hindustan Lever Limited. The company was renamed in June 2007
as "Hindustan Unilever Limited".
As of 2019 Hindustan Unilever portfolio had 35 product brands in 20 categories and employs
18,000 employees with sales of ₹34,619 crores in 2017–18.
In December 2018, HUL announced its acquisition of Glaxo Smithkline's India business for
$3.8billion in an all equity merger deal with 1:4.39 ratio. However the integration of 3800
employees of GSK remained uncertain as HUL stated there was no clause for retention of
employees in the deal. In January 2019, HUL said that it expects to complete the merger with
Glaxo Smith Kline Consumer Healthcare (GSKCH India) this year.

 NAME OF THE ORAGNIZATION WITH ADDRESS:

Hindustan Unilever Limited,
Unilever House,
B. D. Sawant Marg,
Chakala, Andheri (E),
Mumbai - 400 099.
Email :  [email protected]  

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 VISION OF THE ORGANIZATION:

Unilever’s corporate vision is “to make sustainable living commonplace. We believe this is
the best long-term way for our business to grow.” This vision statement puts emphasis on
sustainability, especially among consumers. The following components are notable in
Unilever’s vision statement:

1. Commonplace sustainable living

2. Best long-term way
3. Business growth
Commonplace sustainable living is a core component in Unilever’s corporate vision
statement. This component shows the company’s efforts in changing its products to suit
current market conditions. For example, through sustainable design for home care and
personal care products, Unilever helps consumers reach their goals to integrate sustainability
in their lives. The corporate vision also states that commonplace sustainability is the best
long-term way for the business. Unilever understands the importance of sustainability and
other market trends shaping the industry. Moreover, the vision statement reflects the
company’s view of sustainability as a way to maintain business growth. This vision statement
aligns with Unilever’s corporate social responsibility strategy to address business
stakeholders in the consumer goods industry.

 MISSION OF THE ORGANIZATION:

Unilever’s corporate mission is “to add vitality to life. We meet everyday needs for
nutrition, hygiene and personal care with brands that help people feel good, look good and
get more out of life.” This mission statement underscores how the company satisfies
customers in various aspects of their lives. The following are the significant components in
Unilever’s mission statement:

1. Adding vitality to life

2. Meeting everyday needs for nutrition, hygiene, and personal care
3. Helping people feel good, look good, and get more out of life

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 Adding vitality to life is a general indicator of business strategy in Unilever’s corporate
mission statement. Such vitality is the value that consumers can expect from the company’s
products. The corporate mission also specifies the aspects of life where such vitality is added.
For example, Unilever’s food products address consumers’ vitality needs in terms of nutrition.
Furthermore, through these products, the company attracts customers who want to feel good,
look good, and get more out of life. The mission statement’s specification of the types of
products provides a foundation for the product mix in Unilever’s marketing mix.

 PRODUCTS AND SERVICES OFFERED BY THE ORGANIZATION:

HUL is the market leader in Indian consumer products with presence in over 20 consumer
categories such as soaps, tea, detergents and shampoos amongst others with over 700 million
Indian consumers using its products. Sixteen of HUL's brands featured in
the ACNielsen Brand Equity list of 100 Most Trusted Brands Annual Survey (2014), carried
out by Brand Equity, a supplement of The Economic Times.[8]

Food:

 Annapurna salt and Atta (formerly known as Kissan Annapurna)

 Bru coffee
 Brooke Bond (3 Roses, Taj Mahal, Taaza, Red Label) tea
 Kissan squashes, ketchups, juices and jams
 Lipton ice tea
 Knorr soups & meal makers and soupy noodles
 Kwality Wall's frozen dessert
 Modern Bread, ready to eat chapattis and other bakery items (now sold to Everstone
Capital)
 Magnum (ice cream)

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 Homecare brands

 Active Wheel detergent
 Cif Cream Cleaner
 Comfort fabric softeners
 Domex disinfectant/toilet cleaner
 Rin detergents and bleach
 Sunlight detergent and colour care
 Surf Excel detergent and gentle wash
 Vim dishwash
 Magic – Water Saver
 Love & Care fabric gentle wash

Personal care brands:

 Aviance Beauty Solutions

 Axe deodorant and aftershaving lotion and soap
 LEVER Ayush Therapy ayurvedic health care and personal care products
 International breeze
 Brylcreem hair cream and hair gel
 Clear anti-dandruff hair products
 Clinic Plus shampoo and oil
 Close Up toothpaste
 Dove skin cleansing & hair care range: bar, lotions, creams and anti-perspirant
deodorants
 Denim shaving products
 Fair and Lovely, skin lightening cream
 Hamam
 Indulekha ayurvedic hair oil

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 Lakmé beauty products and salons
 Lifebuoy soaps and handwash range
 Liril 2000 soap
 Lux soap, body wash and deodorant
 Pears soap, body wash
 Pepsodent toothpaste
 Pond's talcs and creams
 Rexona
 Sunsilk shampoo
 Sure anti-perspirant
 Vaseline petroleum jelly, skin care lotions
 TRESemmé
 TIGI

Water purifier brand:

 The Pureit Water Purifier

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 ORGANIZATION CHART/STRUCTURE:

CEO N1
Chairman CIO

Vice-chairman Developement

Director Tax & Audit

Information &
CFO Analytics

COO E-commerce

Digital &
Strategy & MA
Marketing

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 KEY FEATURES AND STRATEGIES ADOPTED:

“A long heritage of quality products”

We have a long heritage in contributing positively to people’s diets. Our brands such as
Knorr and Lipton have offered wholesome and great-tasting products for over 100 years.

We have set ambitious nutrition targets that are embedded into our business and R&D
strategy.

In December 2018, the Board of Directors of Hindustan Unilever Limited (HUL) approved a
scheme of amalgamation between HUL and GlaxoSmithKline Consumer Healthcare Limited
(GSK CH India) subject to obtaining requisite approvals from statutory authorities and
shareholders. GSK CH India is the market leader in the HFD category, with iconic brands
such as Horlicks and Boost, and a product portfolio supported by strong nutritional claims.
The merger will strengthen our product portfolio in the key strategic area of health and
wellbeing.

1. Better products: We continually improve the nutritional quality of our products while not
compromising on taste. Our tea brands Brooke Bond Red Label and Lipton are tasty, healthy
beverages that are refreshing and hydrating. Our children’s Edible Ice/Frozen Dessert
products meet strict nutrition standards. We are also gradually reducing the sodium content
of Knorr Soups and Kissan ketchup/sauces portfolio to meet the sodium benchmarks in line
with Unilever’s Highest Nutrition standards.

2. Better diets: Through our marketing communication, we encourage more nutritious cooking.

We promote healthy recipes on the product pack and online. We have always supported and

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 continue to lend our support to mothers in making delicious yet wholesome meals for their
children.

3. Better lives: Our campaigns encourage people to adopt more healthy diets and lifestyles, for
instance, the Lipton Green Tea ‘Home to Home, The Facts of Fat’ campaign.

 COMPETITORS:
Unilever's main competitors include Kimberly-Clark, Newell Brands, Colgate Palmolive,
Johnson & Johnson, Procter & Gamble, Kerry, Mondelez International, Nestle, Edgewell
Personal Care and Estee Lauder.

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2. ITC-Ltd.

TC Limited is an Indian multinational conglomerate company headquartered in Kolkata,

West Bengal. Established in 1910 as the 'Imperial Tobacco Company of India Limited',
the company was renamed as the 'India Tobacco Company Limited' in 1970 and later
to 'I.T.C. Limited' in 1974.In recognition of the ITC's multi-business portfolio
encompassing a wide range of businesses, the full stops in the Company's name were
removed effective September 18, 2001. The Company now stands rechristened to 'ITC
Limited,' where 'ITC' is today no longer an acronym or an initialised form. The company
completed 100 years in 2010 and as of 2012–13, had an annual turnover of US$8.31 billion
and a market capitalisation of US$52 billion. It employs over 30,000 people at more than 60
locations across India and is part of Forbes 2000 list.

 NAME OF THE ORAGNIZATION WITH ADDRESS:

Email ID: [email protected]
Website: www.itcportal.com
Address:
VIRGINIA HOUSE, 37 JAWAHARLAL NEHRU ROAD KOLKATA WB 700071 IN

 VISION OF THE ORGANIZATION:

Sustain ITC’s position as one of the India’s most valuable corporations through world class
performance,creating growing value for the Indian Economy and the company’s
stakeholders.
 MISSION OF THE ORGANIZATION:
To enhance the wealth generating capability of the enterprise in a globalizing environment ,
delivering superior and sustainable stakeholder value.
 PRODUCTS AND SERVICES OFFERED BY THE ORGANIZATION:

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 Cigarettes

ITC Ltd sells 81% of the Cigarettes, Bidi in Asia, where 275 million people use tobacco
products and the total cigarette market is worth close to $11 billion (around
Rs. 757399.4[15] million).

ITC's major cigarette brands include Wills Navy Cut, Gold Flake Kings, Gold Flake
Premium lights, Gold Flake Super Star, Insignia, India Kings, Classic (Verve, Menthol,
Menthol Rush, Regular, Citric Twist, Ice Burst, Mild & Ultra Mild), 555, Silk Cut,
Scissors, Capstan, Berkeley, Bristol, Lucky Strike, Players, Flake and Duke & Royal.

Other businesses

 Foods: ITC's major food brands include Kitchens of India; Aashirvaad, B natural,

Sunfeast, Candyman, Bingo! and Yippee!. ITC is India's largest seller of branded foods with
of over Rs. 4,600 crore in 2012–13. It is present across 6 categories in the food business
including snack foods, ready-to-eat meals, fruit juices, dairy products and confectionery.
 Personal care products include perfumes, haircare and skincare categories. Major brands
are Fiama Di Wills, Vivel, Savlon Soap & Handwash, Essenza Di Wills, Superia and
Engage.
 Stationery: Brands include Classmate, PaperKraft and Colour Crew. Launched in 2003,
Classmate went on to become India's largest notebook brand in 2007.
 Safety Matches and Agarbattis: Ship, i Kno and Aim brands of safety matches and
the Mangaldeep brand of agarbattis (Incense Sticks).
 Hotels: ITC's Hotels division (under brands including WelcomHotel) is India's second-
largest hotel chain with over 90 hotels throughout India. ITC is also the
exclusive franchisee in India of two brands owned by Sheraton International Inc. Brands in
the hospitality sector owned and operated by its subsidiaries include Fortune Park Hotels and
WelcomHeritage Hotels.
 Paperboard: Products such as speciality paper, graphic and other paper are sold under the
ITC brand by the ITC Paperboards and Specialty Papers Division like Classmate product of
ITC, well known for their quality.

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 Packaging and Printing: ITC's Packaging and Printing division operates manufacturing
facilities at Haridwar and Chennai and services domestic and export markets.
 Information Technology: ITC operates through its fully owned subsidiary ITC Infotech
India Limited.
 Dairy Products: ITC also has started Dairy Products.Currently, Dairy products are
marketed under Brand name Sunfeast Wonderz Milk which are flavored milk. However, they
are not yet in regular daily usage milk business.

 ORGANIZATION CHART/STRUCTURE:

 KEY FEATURES AND STRATEGIES ADOPTED:

ITC is a board-managed professional company, committed to creating enduring value for the
nation and the shareholder. It has a rich organisational culture rooted in its core values of

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respect for people and belief in empowerment. Its philosophy of all-round value creation is
backed by strong corporate governance policies and systems.

CORPORATE STRATEGIES INCLUDE-

 Benchmark the health of each business comprehensively across the criteria of

Market Standing, Profitability and Internal Vitality.
 Ensure that each of its businesses is world class and internationally
competitive.
 Enhance the competitive power of the portfolio through synergies derived by
blending the diverse skills and capabilities residing in ITC's various businesses.
 Create distributed leadership within the organisation by nurturing talented and
focused top management teams for each of the businesses.
 Continuously strengthen and refine Corporate Governance processes and
systems to catalyse the entrepreneurial energies of management by striking the
golden balance between executive freedom and the need for effective control
and accountability.

 COMPETITORS:

Few of the competitors of ITC Ltd. are:

a. Marico

LOreal

b. Nirma Ltd.
c. Colgate-Palmolive
d. Proctor and Gamble
e. Dabur

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3. NESTLE

Nestlé is a Swiss multinational food and drink processing conglomerate corporation

headquartered in Vevey, Vaud, Switzerland. It is the largest food company in the world,
measured by revenues and other metrics, since 2014. It ranked No. 64 on the Fortune Global
500 in 2017and No. 33 on the 2016 edition of the Forbes Global 2000 list of largest public
companies.

Nestlé's products include baby food, medical food, bottled water, breakfast cereals, coffee
and tea, confectionery, dairy products, ice cream, frozen food, pet foods, and snacks.
Twenty-nine of Nestlé's brands have annual sales of over CHF1 billion
(about US$1.1 billion), including Nespresso, Nescafé, Kit
Kat, Smarties, Nesquik, Stouffer's, Vittel, and Maggi. Nestlé has 447 factories, operates in
189 countries, and employs around 339,000 people. It is one of the main shareholders
of L'Oreal, the world's largest cosmetics company.

Nestlé was formed in 1905 by the merger of the Anglo-Swiss Milk Company, established in
1866 by brothers George and Charles Page, and Farine Lactée Henri Nestlé, founded in 1866
by Henri Nestlé. The company grew significantly during the First World War and again
following the Second World War, expanding its offerings beyond its early condensed
milk and infant formula products. The company has made a number of corporate
acquisitions, including Crosse & Blackwell in 1950, Findus in 1963, Libby's in
1971, Rowntree Mackintosh in 1988, Klim in 1998, and Gerber in 2007.

The company has seen various controversies, facing criticism and boycotts over its marketing
of baby formula as an alternative to breastfeeding in developing countries, its reliance
on child labour in cocoa production, and its production and promotion of bottled water.

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 NAME OF THE ORAGNIZATION WITH ADDRESS:

Nestle Corporate Office Address India: Nestlé House, Jacaranda Marg M Block, DLF City

Phase II, National Highway 8, Gurgaon 122 002, India

Phone Number: +91 124 238 93 00 | Fax: +91 124 238 93 99

Nestle Consumer Service Email: [email protected]

Nestle Official Website: http://www.nestle.in

 VISION OF THE ORGANIZATION:

Nestle vision statement is “to be a leading, competitive, Nutrition, Health and Wellness
Company delivering improved shareholder value by being a preferred corporate citizen,
preferred employer, preferred supplier selling preferred products.” Setting pace and steering
others in the right direction is what Nestle is good at based on this statement. The following
components relate to this statement.

1. Be a leading company

2. Delivering improved values

Based on its long experience that extends as far as the early 1900s, Nestle has learned the art
leadership. Today, the company has been credited in nudging many other corporations in the
right direction quality-wise. It does this through its extricated services to everyone it serves.

 MISSION OF THE ORGANIZATION:

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 Nestle mission statement is “the world’s leading nutrition, health, and wellness company.
Our mission of “Good Food, Good Life” is to provide consumers with the best tasting, most
nutritious choices in a wide range of food and beverage categories and eating occasions, from
morning to night.” This statement indicates that Nestle ranks the experiences of its customers
at the top of its priorities. It has these major points:

1. Boosting health

2. Improving lives

3. Improving communities

For years, Nestle has been recognized for its diligence in ensuring that all the food products
that it produces comply with the minimum health standards and requirements. The company
does this to ensure that it keeps all the people protected from contaminations while at the
same time offering them quality foods to meet their needs. Moreover, in the second point,
Nestle recognizes that the physical, social and economic stability of people comes first before
other profiteering objectives. By doing this, Nestle has constantly boosted the overall health
of communities.

 PRODUCTS AND SERVICES OFFERED BY THE ORGANIZATION:

Nestlé currently has over 2000 brands  with a wide range of products across a number of
markets, including coffee, bottled water, milkshakes and other beverages, breakfast
cereals, infant foods, performance and healthcare nutrition, seasonings, soups and sauces,
frozen and refrigerated foods, and pet food.[11] In 2019, the company entered the plant-based
food production business with its Incredible and Awesome Burgers (under the Garden
Gourmet and Sweet Earth brands). In 2020, Nestle announced additional plant-based
products including bratwurst that is soy-based and chorizo-like sausages.

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 ORGANIZATION CHART/STRUCTURE:

 KEY FEATURES AND STRATEGIES ADOPTED:

“Our strategy: The choices we make”

We aim to offer a portfolio of products that evolve with consumer needs, offer good nutrition
and delight the senses, contributing to healthier, balanced lives and a healthier planet. This

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 guides the choices we make today and shapes our portfolio for tomorrow – whether through
product evolution, innovation, acquisition or partnerships.
We believe that Good food, Good life is best delivered by:
 Applying our nutrition expertise to enhance the health and wellness of people and pets.
 Meeting the needs of the modern consumer with healthy, delicious, convenient
products for conscious, time-constrained lifestyles.
 Bringing premium food innovations to market fueled by consumer insights,
pioneering nutrition science, and culinary excellence.
 Offering a wide array of plant-based foods, to be consumers’ preferred choice as they
diversify their diets.
 Using our scale and expertise to increase access to nutrition for everyone, everywhere.
We play to win in all our categories while pursuing higher growth in coffee, pet care, infant
nutrition, water and nutritional health.

 COMPETITORS:
Few of the competitors of Nestle are as follows:

1) Mondelez
2) MARS
3) Kraft Foods
4) Danone
5) Hershey’s
6) Heinz
7) Unilever
8) General Mills
9) Kellogg
10) Lindt
11) Ghirardelli
12) Pepsico
13) Ferrero Rocher
14) Amul
15) Engro Foods

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4. COLGATE-PALMOLIVE

Colgate-Palmolive Company, American diversified company that manufactures and

distributes household and commercial cleaning products, dental and other personal-care
products, and pet foods in the United States and in more than 200 other countries and
territories worldwide. Headquarters are in New York City.

Colgate-Palmolive’s history traces back to the early 19th century when William Colgate,
a soap and candle maker, began selling his wares in New York City under the name
William Colgate & Company. After his death in 1857, the company was run by his son,
Samuel Colgate, under the new name Colgate & Company. In 1890 Madison University
in Hamilton, N.Y., was renamed Colgate University in recognition of the Colgate
family’s longtime financial support. The current corporate name was adopted in 1953.
Colgate & Company sold the first toothpaste in a tube, Colgate’s Ribbon Dental Cream,
in 1896. In 1928 the firm was bought by Palmolive-Peet Company, whose founder, B.J.
Johnson, had developed the formula for Palmolive soap in 1898. At the turn of the 20th
century, Palmolive—which contained both palm and olive oils—was the world’s best-
selling soap.

In addition to toothpaste, Colgate-Palmolive manufactured a number of successful

personal-care and household products in the United States and other countries, including
Palmolive dishwashing liquid and Irish Spring bar soap. The firm’s acquisition of a
variety of companies from the 1960s onward enabled it to expand both its market share
and its product lines in the United States, Latin America, Europe, and East Asia. In 1976

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 Colgate-Palmolive acquired Hill’s Pet Nutrition, a worldwide leader in veterinary and
pet-nutrition products, and in 1987 it purchased Softsoap liquid soap. From the 1990s
Colgate-Palmolive was a major producer of all-purpose cleaners, wipes, and sprays.
After years of criticism and boycotts by animal-rights groups, Colgate-Palmolive
established a moratorium on animal testing for its adult personal-care products in 1999.
Major product categories remain toothpastes and mouthwashes, toothbrushes, deodorants,
bar soaps and liquid soaps, dish soaps and dishwasher detergents, floor- and surface-
cleaning products, and pet food.
 NAME OF THE ORAGNIZATION WITH ADDRESS:

Consumer Affairs
1-800-225599
Head Office:
91-22-67095050

Colgate-Palmolive (India) Limited

Colgate Research Centre,
Main Street, Hiranandani Gardens,
Powai, Mumbai - 400 076.

 VISION OF THE ORGANIZATION:

Colgate-Palmolive is committed to act with compassion, integrity, honesty and high ethics in
all situations, to listen with respect to others and to value differences. The Company is also
committed to protect the global environment, to enhance the communities where Colgate-
Palmolive people live and work, and to be compliant with government laws and regulations.

 MISSION OF THE ORGANIZATION:

To protect the global environment, to enhance the communities where Colgate-Palmolive
people live and work, and to be compliant with government laws and regulation.

 PRODUCTS AND SERVICES OFFERED BY THE ORGANIZATION:

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 Colgate now markets a broadly diversified mix of products in the United States and other
countries. Major product areas include household and personal care products, food products,
health care and industrial supplies, and sports and leisure time equipment.

 Afta Lotion
 Anthony longlife soap
 Anbesol
 Ajax
 Axion
 Bambeanos
 Caprice (shampoo) (Mexico)
 Cibaca (India)
 Cold Power
 Colgate
 Colodent (Poland)
 Crystal White Octagon
 Cuddly (Australia)
 Darlie (toothpaste) (Southeast Asia)
 Dermassage
 Dentagard (toothpaste; Germany)
 Dynamo (detergent)
 Elmex (toothpaste)
 EltaMD (skincare)
 Fab (detergent)
 Fabuloso
 Filorga (cosmetics; France)
 Fluffy (Australia)
 Fresh Start

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 Freska-Ra (Mexico)
 Gard (shampoo)
 Hacı Şakir (Turkey)
 Hill's Pet Nutrition (pet food)
 Hurricane (detergent) (Australia)
 Irish Spring
 Kolynos
 La Croix (bleach) France
 Mennen
 Meridol (toothpaste)
 Murphy Oil Soap
 Palmolive
 PCA Skin
 Profiden (Toothpaste, Spain)
 Protex
 Sanex
 Science Diet
 Skin Bracer
 Softsoap
 Soft As Soap (soap) (Australia)
 Softlan (softener) (Southeast Asia)
 Soupline (France, Belgium)
 Speed Stick
 Spree (detergent) (Australia)
 Suavitel
 Tahiti (soap) (France, Belgium, Switzerland).
 Teen Spirit (deodorant)
 Tender Care

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 Tom's of Maine
 Ultra Brite
 Vernel (Philippines)

 ORGANIZATION CHART/STRUCTURE:

 KEY FEATURES AND STRATEGIES ADOPTED:

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 Colgate segments its offerings across Oral, personal & Home care product categories based
on demographics, psychographics & behavioural factors. Such as different Deo’s for men &
women, Oral care products for different age & income groups meant to satisfy
different needs.

Although Colgate products are targeted to mass population but Middle class is where most of
its sales comes from. Also Colgate-Palmolive usage & benefit based positioning helped them
to make the Colgate & its sub brands across the product categories a household name.

Their broad product portfolio & apt differentiation based on the benefits provided by Colgate

is the driving force for them to be competitive. Different segmentation of their products set
an edge for them; moreover, their healthy communication with competitors had contributed
positively to the competition.

The other competitive advantage that Colgate has is its extensive distribution network in

rural & urban markets. It is making the product available as product availability is the major
concern in the highly competitive market. Due to having such large product line it is helping
the company to occupy large shelf space resulting into high visibility & organic promotions.

 COMPETITORS:

Few of the competitors of the Colgate-Palmolive are-

1) Crest
2) Sensodyne
3) Pepsodent
4) Close up
5) Oral-B
6) Aim
7) Aquafresh
8) Dabur
9) Patanjali

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 5. BRITANNIA INDUSTRIES:
Britannia Industries Limited is an Indian food-products corporation. Founded in 1892
and headquartered in Kolkata, it is one of India's oldest existing companies. It is now part
of the Wadia Group headed by Nusli Wadia. The company sells
its Britannia and Tiger brands of biscuits, breads and dairy products throughout India and
in more than 60 countries across the world. [2] Beginning with the circumstances of its
takeover by the Wadia group in the early 1990s, the company has been mired in several
controversies connected to its management. However, it enjoys a large market share and
is exceedingly profitable.

 NAME OF THE ORAGNIZATION WITH ADDRESS:

Britannia Industries

REGISTERED OFFICE
5/1A Hungerford Street,
Kolkata -700 017
West Bengal
Ph: 033 - 2287 2439 / 2287 2057
Fax: 033 - 2287 2501
EXECUTIVE OFFICE
Britannia Industries Limited
Prestige Shantiniketan, Tower C,
The Business Precinct, 16th & 17th Floor,
Whitefield Main Road, Mahadevapura Post,
Bangalore - 560 048
Ph: 080-37687100
Fax: 080-37687486

 VISION OF THE ORGANIZATION:

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 Expanding our global client base via enhancement of our reputation in selected
business segments.
Developing a stable client base with significant repeat business.
A flexible and innovative approach towards the needs of our clients; aware of
emerging trends and technological breakthroughs.
A lucid yet commanding approach to project management that promotes clarity and
timeliness.
Being able to communicate effectively and knowledgeably in the diverse range of
countries/cultures in which we operate.

 MISSION OF THE ORGANIZATION:

To meet or, where possible, exceed the expectations of our diverse client base with
flexible, innovative solutions of the highest quality that adhere to safe, ethically sound
and environmentally friendly codes of practice.
 PRODUCTS AND SERVICES OFFERED BY THE ORGANIZATION:

The company's principal activity is the manufacture and sale of biscuits, bread, rusk, cakes
and dairy products.

 Biscuits

Biscuits account for 90% of Britannia's annual revenue. The company's factories have an
annual capacity of 433,000 tonnes.[3] The brand names of Britannia's biscuits
include VitaMarieGold, Tiger, Nutrichoice, Good day, 50 50, Treat, Pure Magic, Milk
Bikis, Bourbon, Nice Time and Little Hearts among others.

In 2006, Tiger, the mass market brand, realised $150.75 million in sales, including exports to
the U.S. and Australia. This amounts to 20% of Britannia revenues for that year.

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 Also Britannia Industries has roped in Bollywood actor Salman Khan to endorse it range of
'Tiger' brand of biscuits. According to Britannia, Khan will play a role in further enhancing
Tiger’s core values through his association in presenting the brand, its products and
promotional activities.

 Dairy products

Dairy products contribute close to 10% to Britannia's revenue. The company not only
markets dairy products to the public but also trades dairy commodities business-to-business.
Its dairy portfolio grew to 47% in 2000-01 and by 30% in 2001-02. Its main competitors
are Nestlé India, the National Dairy Development Board (NDDB), and Amul (GCMMF).[5]

Britannia holds an equity stake in Dynamix Dairy and outsources the bulk of its dairy
products from its associate.

On 27 October 2001, Britannia announced a joint venture with Fonterra Co-operative

Group of New Zealand, an integrated dairy company which handles all aspects of the value
chain from procurement of milk to making value-added products such as cheese and
buttermilk. Britannia intends to source most of the products from New Zealand, which they
would market in India.[4] The joint venture will allow technology transfer to Britannia.
[5]
 Britannia and New Zealand Dairy each hold 49% of the JV, and the remaining 2 percent
will be held by a strategic investor. Britannia has also tentatively announced that its dairy
business (probably including Dynamix) would be transferred to the joint venture. However,
the authorities' approval to the joint venture obliged the company to start manufacturing
facilities of its own. It would not be allowed to trade, except at the wholesale level, thus
pitching it in competition with Danone, which had recently established its own dairy
business.

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 ORGANIZATION CHART/STRUCTURE:

Page | 34
 MD

Chairman Director

Consumer
CFO HR Insight R&D

Contract Sales and

Procurement
Mnufacturing Dairy

International
Quality
Business

Bread and
Cake

 KEY FEATURES AND STRATEGIES ADOPTED:

In view of the fact that Britannia Industries Limited is a food based organization which
produces a large variety of Biscuits, Diary products, Rusk, Bread and Cakes, it is evident that
they have now excelled in their business. Within this document the evidence of company’s
current position and success is at hand with a concentration on the marketing mix and the
SWOT analysis of Britannia. In brief, we see that Britannia Industries Limited, continues to
improve the quality of their products to meet the consumers demands and prevail over the
competitive edge.
Britannia Biscuits was set up in 1892, in a very plain and ordinary house in Kolkata with the
initial investments of Rs. 295. By 1978, Britannia biscuits had crossed 60% of the shares of
the firm, followed by renaming the company to Britannia Industries Limited(BIL) and in
1983 it crossed Rs 100 crores revenue margin. Then as we know, in 1992 it celebrated its

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 Platinum Jubilee. “Eat Healthy, Think Better” was revealed in 1997. It was gaining the status
of ‘quality and value’ and in 1999, the “Britannia Khao, World Cup Jao” promotion made the
consumers even more aware then before which helped them even more prominent in the
market. In the 21st century it came out as India’s largest and most famous brand of biscuit.
Now Britannia is no more just another ordinary biscuit but it is one of the most renowned and
well known biscuit in the world. From a small fairy tale it reached new standards and from a
small investment it has got a high margin of profit which has been very positive for the
company investors. They have a variety of biscuits even considering the health and economy
to the life-style oriented types.

 COMPETITORS:

Competitors of Britannia Industries are-

1. GlaxoSmithCon

2. Jubilant Food

3. Hatsun Agro

4. Godrej Agrovet

5. Zydus Wellness

6. Tasty Bite

7. Future Consumer

8. Heritage Foods

9. Prataap Snacks

10. Hindustan Foods

11. DFM Foods

12. Parag Milk Food

13. Prabhat Dairy

14. ADF Foods

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 15. Vadilal Ind

16. IFB Agro

17. KSE

18. Euro India Fres

19. Gulshan Poly

20. Umang Dairies

21. Kwality

22. Baba Agro Food

23. Anik Industries

24. Soni Soya Produ

Chapter 3: Review of Literature

3.1 THEORETICAL FRAMEKWORK:

 INTRODUCTION
Workforce diversity is the bringing together of a variety of people to one workplace. This
workplace would be comprised of people with a wide range of experiences, backgrounds and
characteristics. Those key characteristics that make workforce diversity include: race,
ethnicity, gender, religion, age, ability and sexual orientation. Why is this important to your
business? Companies that embrace workforce diversity are growing and can become more

Page | 37
competitive, but with that workforce diversity also brings its own issues and challenges. It
may be time for your business to get on board.
To be successful at creating workforce diversity program involves attracting and retaining the
highest quality individuals in the talent pool. For HR professionals it means looking beyond
obvious recruitment methods and venues for good people, then learning how to manage
human potential sensitively. It requires an ever-increasing awareness of how people from
different background deal with authority, communication, overall business etiquette, and
relate to their communities of affiliation.
Promoting workforce diversity is a process that takes place in many stages and on many
levels. It requires HR professionals first to recruit a competent and qualified staff, then to
accommodate individuals need within the context of the work team and the organization.

1) WHAT IS DIVERSITY?

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 Diversity to us means all aspects in which people differ from one another. This includes
both the visible and relatively easily demonstrable personal characteristics such as
gender, age and ethnicity, as well as the less visible personal characteristics, such as
competencies, needs and wants, work style sand character traits. Each employee has his
or her own, unique combination of such characteristics. Another definition describes
diversity as creating high performing organizations through valuing and using all the
talents of employees of different groups. Regardless of how diversity is defined, it is an
issue that is sweeping the nation. If the corporate society does not address the issue by
learning how to manage diversity, they will fail.

“It is very helpful to suggest that diversity is not so much an end in itself as it is a
condition of our society and the condition of the World in which we live.”

Frank Wong ,Vice President for Academic Affairs

University of Redlan

2) DIVERSITY MANAGEMENT:
Managing diversity is one of the most important challenges faced by managers and their
organizations. In today’s work environment, co-workers are likely to be of different
gender, age, religion, cultural background, race and ethnicity. They also differ in terms of
lifestyle, choices available, perspectives, attitudes, value system, beliefs, behaviors,
expectations, skills and experiences. These issues are not just about discriminatory
practices but they modify the nature and demands placed on leadership and management
and bring into prominence the concept of diversity. How well or how prepared managers
are able to invest in the concept of diversity will impact not just on work issues but also
on sensitivity to customer’s needs, legal compliance, business’ ethical issues, profitability
and even social cohesion. Diversity management is a strategic process to manage a
diverse workforce-including the fight against stereotypes, prejudice and all kind of
discrimination due to the individual perceptions and assumptions- in the manner to

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 maximize the benefit and minimize barriers of different opinions, behavior and attitudes
of human beings within a company.

3) A BRIEF HISTORY OF DIVERSITY IN THE WORKPLACE:

Groan if you want, but it’s kind of true. The history of diversity in the workplace is by
definition the story of how the concept of inclusion finally worked its way into our
national narrative. When you have equality in the workforce, it creates a domino effect of
change across the socioeconomic system.

Long story short: the face of the American workforce has changed dramatically over the
past century (and there’s still a way to go). Major milestones include:

 In 1948, President Truman officially desegregated the armed forces with Executive Order
9981, which made discrimination based on “race, color, religion or natural origin” illegal
for all members of the armed services.

 The Civil Rights Act of 1964 dealt a crucial blow to discrimination in the workforce by
making it illegal for any business, private or public, to practice discriminatory hiring (and
firing) practices.

 More than forty years later, with the tech boom in full swing, journalists at the San Jose
Mercury News and CNN Money began investigations into the workforce diversity at the
Silicon Valley tech giants. Half the companies under investigation were able to block the
release of the data from the U.S. Department of Labor, claiming that the data fell under
the realm of “trade secret” and that releasing it would cause “competitive harm.”

That last incident, as you may know, caused a torrential downpour of bad publicity, and
most of the companies involved have changed their tune in recent years, not just releasing
their diversity stats but also actively trying to improve them.

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 Today, we look at diversity as not just a moral issue, but a business issue. It’s a proven
fact that diverse companies perform at least 35% better than their homogeneous
counterparts. That kind of proof is pretty hard to ignore, and companies that do are
starting to feel the backlash.

4) WORKFORCE AS A CHALLENGE AND OPPORTUNITY:

Increasing workforce diversity has a number of benefits including: creativity, innovation,
positive reputation and more. Having different perspectives at your business can increase
your creativity and allow people to positively collaborate with one another. This
collaboration could bring additional innovation and the ability for your business to stay
ahead in these changing times! And of course, celebrating diversity within a business can
encourage a positive public reputation and create more devote brand fans. So why not
consider workforce diversity?

With the many positives come some disadvantages including: communication barriers,
resistance to change and negative attitudes. It may be difficult to bring together
employees of different cultures and communication styles. Meetings and discussions
could be sidelined while dealing with what should be a simple issue- communication.
Your business may come across employees that are resistant to change or harbor negative
feelings towards diversity.

To overcome these disadvantages to make workforce diversity a well-received practice.

Here are a few ideas:

 Communication plan/training

Since one of the biggest concerns with workforce diversity is communication, why not
create an internal communication plan or training for your employees? Getting everyone
on the same page early-on could relive unneeded stress on-the-job.

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 Mentorship program

Although it may not be the easiest program to implement, mentorship opportunities can
provide a great return on investment for your business. Taking the time to set up this on-
going program could be a great training resource for years to come.

 Open door policy

Have you ever thought of instating an open-door policy at your business? Employees are
welcome and encouraged to bring concerns to higher management for discussion. This
could help employees feel “heard” at your company and make them feel like part of the
team.

 Update policies to accommodate different cultural perspectives

Ideally, your business should update all its policies to welcome a variety of cultures and
perspectives. It may be difficult to update lengthy policies at first, but making this
investment in your overall business could put you at the forefront of the workforce
diversity discussion.

Embracing or ignoring workforce diversity isn’t an easy choice. Whether or not you
decide to utilize the ideas above- encourage everyone at your company to keep an open
mind. Whatever your business decides to do- workforce diversity is a topic that cannot be
ignored in today’s ever-changing world.

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5) DIMENSIONS OF WORKFORCE DIVERSITY:

Age Psychology

Dimensions of workforce
Education Diversity

Gender
Culture

Fig.1 Dimensions of workforce diversity

Dimensions of workforce diversity are described below:

 Age:
People belonging to different age groups cause diversity in workforce. Young people
may be enriched with health, merit, capacity for hard-work etc.; while elderly people may
possess more maturity than their junior counterparts and are full of experiences of life.

 Gender:
Male workers are usually aggressive, bold and materialistic; while female workers
possess sympathy for others and are more concerned with quality of life. What is

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 important to observe is that people of both sex have material differences in outlook,
nature, habits etc.; as differences between males and females are the design of God who
created mankind.

 Education:
In an organisation people may range from less educated to highly educated. Educated
people have a broad outlook and are open-minded. They are endowed with logic and
rationality and usually dislike discrimination among individuals on petty grounds of
caste, colour, religion etc.

 Culture:
Culture is a complex of race, religion, language, social traditions and values etc. People
from different cultural backgrounds may have ethnic orientations i.e. a sense of
favouritism towards their nation, race or tribe, which they belong to.

 Psychology:
Psychology is the kind of mind that one has that makes one think or behaves in a
particular way). In a organisation, there are people with different psychology. Some may
be optimistic or pessimistic; some may be bold or timid or so on. Psychology may be a
gift of Nature or a manifestation of family background or social affiliations.

6) SIGNIFICANCE OF WORKFORCE DIVERSITY MANAGEMENT:

A. Significance to the organization:

 Ability to Deal with Diverse Market:
Culturally diverse workforce can better appreciate the needs, feedings, and attitudes of
culturally diverse consumers. Thus, workforce diversity increases the competence of a
corporation to deal with a market; that consists of diverse consumer groups in respect of
age, sex, culture etc.

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 Better Decision-Making:
People from heterogeneous backgrounds may aid management in better decision-making,
by offering suggestions from a wide range of perspectives and orientations. In fact,
heterogeneous groups of people may be more creative and innovative; when they pool
their knowledge and experiences and agree on a common solution to a tricky problem;
which might aid management in making excellent decisions for the organisation.

 Better Human Relations:

Workforce diversity management aims at developing and nurturing a common
organisational culture and climate; which enable people from diverse culture and
backgrounds to co-exist peacefully. Such a common organisational culture and climate
leads to better human relations in the enterprise and produces all-round organisational
and managerial efficiency.

 Preventing Unnecessary Labor Turnover:

When in an organisation there is good workforce diversity management; women and
other dis-satisfied people are prevented from leaving the organisation. In case otherwise,
when there is large labour turnover because of poor workforce diversity management;
investment made in manpower may go waste, with other bad consequences for the
organisation. In fact, employees leave the organisation when they do not feel comfortable
and duly cared for by management.

 Building of Goodwill of the Enterprise:

Companies with excellent workforce diversity management build goodwill in the society.
As such, talented people of society with diverse backgrounds and culture get attracted
towards it for seeking suitable employment. Such companies never have a problem of the
scarcity of skilled, educated and talented human capital.

B. Significance to Employees:
 Real-time Feedback:

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 Workforce management (WFM) software with employee performance dashboards are
popping up in many industries. For the most part, employers are discovering that
employees love them.
Real-time feedback is powerful. It can make tedious jobs more interesting. It can make
interesting jobs downright exciting. It can motivate employees to perform better. It can
help employees stay on task.
We all get distracted by processes and forget the big picture. What we’re trying to
achieve. Real-time analytics provide a constant reminder of the ultimate goal. When these
objectives are measurable, they have an incredible impact.
Workforce management software performance dashboards are objective. They remove
the subjectivity inherent in manager evaluations. A level playing field prevents
resentment.
Analytics help employees understand how they are doing. Tracking performance is the
first step to improving productivity. Just as a fitness app makes a routine workout more
enjoyable, performance feedback is a key motivator.
Infrequent performance reviews are not very effective for many businesses. Real-time
feedback allows employers to reward top performers more frequently. In some
companies, it can be done on an hourly or daily basis. Even just the recognition of being
on top of the board boosts confidence. Frequent recognition of top performers transforms
the workplace environment.
Employers can also use workforce management analytics to design better training
programs. This magnifies the benefits. When employees are better trained, they are more
effective. Competency increases engagement in any job.

 Put Employees in the Driver’s Seat:

Workforce management software enables employee self-service. This transfers HR tasks
to the employee. They can easily handle the routine workforce management tasks. Who
doesn’t want to manage tasks that are necessary to receive a pay check?
Employees are able to check their schedule, time cards, and accruals without having to go
call Human Resources. Updating tax forms is quick and painless. No more relying on
managers to circulate shift-change requests. Employees simply post requested changes on

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 the online shift exchange. Empowerment gives employees a psychological boost that
translates to better job performance.

 Prevent Understaffing:
Understaffing causes a lot of problems. It’s tiring for employees. Impatient customers
crank up the stress level. Employees can’t excel with unrealistic workloads. This leads to
discouragement and low job satisfaction. Workforce management scheduling software
helps managers prevent understaffing. Managers can customize shift rules with necessary
certifications, job codes, and employee conflict alerts.

 Remove the Overtime Burden:

Overtime takes a toll on employees. It’s unhealthy both physically and mentally. When
employees are tired, they don’t perform well. This leads to discouragement. Workforce
management software optimizes staff allocation to keep everyone on straight time.

 Mobility is a Must:
Most everyone uses mobile tech tools to make life easier. GPS helps us find our way.
Coupon apps help us snag bargains. Our smartphones provide constant web access as we
move around. We get frustrated when we have to use old-school tools at work.
Mobile WFM apps give workers 24/7 anywhere access and convenience. Employees can
clock in, view their schedule, and access HR information. Employers who provide easy
mobile tools are more likely to retain tech-dependent employees.
Mobile workers can become much more efficient with mobile workforce management
software. Algorithms help them plan routes in light of current traffic conditions. Machine
learning optimizes processes so they improve over time.

 Central Management Clears Up Confusion:

How did Human Resources information end up tucked away in file cabinets? It has never
made sense. Technology makes central document management easy.
Employees can access time cards, schedules, PTO, and shift changes. Some workforce
management software handles onboarding and benefits enrolment. Cloud-based WFM is

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 not limited by device, time, or location. Employees can access information anywhere,
anytime, on any device. Automatic messages inform employees about important issues.
They also promote a sense of team unity.

 Shift Flexibility is the New Pay Raise:

Workforce management software is an employee’s best friend. It improves work/life
balance by accommodating schedule preferences. It also takes the hassle out of shift
trading. When a shift opens up, employees who want extra hours can request it. This
eliminates the need for a manager to beg unwilling employees.
Part-time employees can better juggle two jobs when their employers use WFM to avoid
conflicts. Employees are loyal to employers that support their work/life balance. Loyal
employees gain experience. Experience increases confidence.

 WFM Measures Good Behavior:

Conscientious employees are punctual. They don’t wander in ten minutes late every day.
They make sure they clock out for unpaid breaks. They don’t dishonestly pad their time
card. They never stretch a 30-minute lunch to 45 minutes.
In large departments, managers don’t always notice the star performers. Workforce
management software validates which employees are reliable. Then managers can reward
accordingly. Workforce management allows employers to give credit where credit is due.
Employees who are recognized for good behavior are happier about their jobs.

 Employer Payroll Accountability:

Workforce management software tracks employee time to the minute. This has important
implications. Employers value the way it makes employees accountable for their time and
attendance. But we can flip the script. Employees value the payroll accountability it
imposes on their employers.
They know they will be paid extra when they come in early or stay late. They know that
overtime pay will be correctly calculated. They have confidence that their accruals are
tracked accurately. If benefits depend on full-time status, workforce management

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 software can validate hours requirements. Payroll accountability brings peace of mind to
employees.

7) TECHNIQUES OF WORKFORCE DIVERSITY MANAGEMENT:

Some techniques for successful workforce diversity management are suggested below:

 Creating Awareness of Diversity:

Management must create awareness in the organization that differences among people as
to age, sex, education, culture etc. exist in workforce; so that people may try to
understand one another in a more rational and friendly manner.

 Creating Conditions for Common Organizational Culture:

Organization must develop cross-cultural training programmes creating conditions for
development of a common organizational culture and climate. Such common culture will
create an environment in which a diversified work force can co-exist comfortably,
peacefully and happily.

 Programmes of Special Care for Diversified Workforce:

Management must design programmes of special care, like the following:
1.Care for elderly people.

2.Special work schedules to provide convenience to female workers etc.

 Career Development Programmes:

There must be programmes for identifying each individual’s strengths, weaknesses and
potential for career development; so that the organization can capitalize on the peculiar

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 features of a diversified workforce. In fact, people should be valued for their difference
and variety.

 Avoiding Discriminations:
A very significant technique for excellent workforce diversity management is to avoid
any sort of discrimination among people on the basis of age, culture and specially sex. In
the most developed country the U.SA, the Glass Ceiling Commission states that between
95 and 97 percent of senior managers in the country’s biggest corporations are men.

(The term ‘glass ceiling’ describes the process by which women are barred from
promotion by means of an invisible barrier).

 Prevention of Sexual Harassment:

With the entry of a large number of women in organizations, the phenomenon of sexual
harassment is usually witnessed; which management must prevent by all means and at all
costs. Sexual harassment includes a range of actions, like – unwelcome touching, joking,
teasing, innuendoes (indirectly bad and rude remarks), slurs, and the display of sexually
explicit materials.

 Committees of Diverse Members:

Committees of diverse members must be formed for evaluating and addressing
complaints of people, regarding their sad experience of working in the organization.

8) BENEFITS OF WORKFORCE DIVERSITY:

A diverse workforce is a more productive workforce, and your business can benefit from
different perspectives, improved community relations and more creative ideas.

 Increase in Productivity:
Workforce diversity can bring about an increase in productivity and competitive
advantages. Employers can offer more solutions to customers because of new ideas and
processes brought into the organization. Workplace diversity also increases employee
morale and causes employees to desire to work more effectively and efficiently. Diversity

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 in leadership within a firm allows managers to bring in new skills and methods for
achieving unity within their teams.

 Increase in Creativity:
Workforce diversity increases creativity within a company because heterogeneous
groups are cross-fertilizing one another within the organization. Employees from
different backgrounds bring in a variety of solutions on how to achieve a common goal.
As more diverse ideas are suggested, the chances of finding a workable answer are
improved.

In atmospheres when brainstorming is necessary, more ideas are formed because team
members are culturally diverse. For example, employees from China working in
American companies may approach a problem totally differently than do American-born
workers. Some companies have successfully created innovative processes by taking ideas
from several employees.

 Language Skills and Community Relations:

Companies that plan to expand into global markets benefit from language diversity in the
workplace. For example, a company with employees fluent in Japanese and who
understand Japanese culture experiences an easier time communicating with
representatives from Japan. Many bilingual workers experience an advantage when
applying for jobs because employees understand the benefits of language diversity.

Another example can include a company that hires employees fluent in Mandarin to
increase the company’s reputation in Chinese communities. An increased presence
usually results in an increase in sales.

 Improves the Company's Reputation:

Job seekers are drawn to companies with diverse workforces because it is evident that the
companies do not practice employment discrimination. Potential employees want to
know that employers treat their staff fairly regardless of race, ethnicity or gender. Not
only are such firms able to attract new talent but they can also retain existing talent
because of high employee morale resulting from workforce diversity.

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 For example, such companies are often known for their attitude of openness and
inclusion, and for being flexible and adaptable to change. Top talent is no longer
represented by a homogeneous group, but one representing people from many different
backgrounds and life experiences.

9) NEED FOR WORKPLACE DIVERSITY: CHALLENGES IN INDIAN

ORGANISATIONS

With a lot of human movement taking place around the world, issues of
migration, assimilation, adaptation and the politics associated with them is
being discussed vociferously in world forums. Diversity and how to manage it
has become a tricky subject today.

In several countries of Europe where increased migration in recent years has shifted the
long-held monochrome cultures, there is serious debate about assimilating diversity. In
the US, which has long been more open to multi-cultural traditions, race relations have
been at the centre of the diversity debate.

 Workplaces are a microcosm of a nation:

Workplaces are in many ways a microcosm of a nation, representing multiple kinds of
people based on race, gender, ethnicity, culture, religion, sexual orientation -- all under
one banner, working towards the same goal. However, do our workplaces actually reflect
the essential composition of our nations or societies appropriately?

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 When it comes to India, the issue of diversity takes different connotations. We are touted
as one of the most diverse nations in the world. Yet, our behaviour as a society often
reflects problems with assimilation and shows a lack of acceptance of differences. The
problems faced by people from the north eastern states in Delhi or the racial slurs
occasionally thrown at African students, is a case in point.
Bias may be a part of social settings, but as an ethical institution, an organisation has to
ensure that individual employees do not carry such biased attitudes to the workplace
when interacting with their colleagues.

I. WHY IS DIVERSITY IMPORTANT?

a) Maximises collective strength:
In today's globalised world of free flow of people and brain, no work community can be a
monolith. The diversity that people of multiple origins bring to an organisation is
immensely enriching. Much like a nation can maximise its collective strength by
leveraging its diversity, a workplace benefits immensely from embracing diversity and
making it a part of its culture.

b) Liberates individuals:
When organisations work diligently towards implementing diversity plans and ensuring
that each individual feel liberated and accepted in the office environs, they experience a
series of benefits, both tangible and intangible.
A greater feeling of belongingness among the employees, greater inclusiveness, free flow
of ideas, variety of enriching perspectives , enhanced productivity, better retention and a
collective burst of positive energy are some aspects associated with greater diversity
at workplace.

c) Brings together various cultures:

Diversity doesn't just bring together apples and oranges, but also brings together their
respective cultures, practices, beliefs and work ethics. The amalgamation provides a
wonderful cauldron from where new ideas and systems will originate. Working and

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 living in a culturally diverse place is always enriching for individual employees, and it
stimulates thinking and ideation process.   

II. WORKPLACE DIVERSITY IN THE INDIAN SETTING: BABY STEPS IN

PROCESS:

The definition of what diversity comprises for a place often varies from context to
context. Organisations in different nations have different diversity challenges to moot. In
the US, for example, the question may be cantered more on race; in the Philippines
capital of Manila, where Sun Life Financial has one of its Asia Service Centres, the
presence of a strong and open LGBT community mandates diversity handlers to make the
workplace open and discrimination free.
In India, currently very few organisations make a deliberate and concerted policy effort to
imbibe these values into their blood. The human resource managements mostly focus on
short term issues, target matters of immediate importance like hiring, retaining and
placating. Not many show the foresight of looking ahead to cultivate an organisational
fabric that cherishes diversity as the hallmark of its culture.

a) Low female representation in workplaces:

In a way, when it comes to India, we are still taking baby steps towards this concept.
Forget sexual minorities or physically different people, we still have very less
representation of women in our workforce, particularly at senior levels of organisations.
If you look at the ratio of men and women at the entry stages of organisations, you will
find a fair balance between the two sexes. However, as they graduate to senior levels, you
see more and more women dropping out of the workforce due to a number of factors
including personal situations, responsibility of raising children etc.

b) Not ready to deal with working mothers:

This doesn't just reflect on our social conditioning but also on the lack of flexibility or
consideration in organisations to allow working mothers a more amenable environment.
Organisations in our economy in a way are not yet conditioned or conducive enough to

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 embrace working mothers, and lack the system required to retain experienced and
talented women employees.

c) Bias during hiring:

When it comes to the industry, the ratio is still an abysmal 15-20 per cent (on
representation of women). Other diversity challenges in India may include a resistance
towards hiring from socially backward sections or freshers not too adept at English
language communication.

Workplaces may also do well to devise policies that allow incorporation of experienced
senior citizens and home makers in part time work arrangements that are mutually
beneficial.

III. CHALLENGES OF COMPLETE DIVERSITY ACCEPTANCE AND DEALING

WITH THEM:
While it has immense benefits, ushering in an absolutely diversity friendly workplace
presents its own challenges:

a) Resistance to change:

Resistance to change is a common challenge. As with any new idea, ushering in

diversity-friendly policies also faces resistance from the current participants. A
workplace is an amalgamation of different people working together and not all may be
interested or keen in becoming a part of this endeavour.
A change in policy or approach always brings in some amount of discomfort among the
employees, some of whom may feel that the new policy unnecessarily favours a small
segment (minority) of people.
Cultural predispositions often make the workforce feel that new ideas inhibit progress.
Many may fail to understand the long-term implications of such policy changes, requiring
discussion and convincing.  

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b) The cultural challenge:

Ensuring a truly diversity friendly workplace is not just a policy issue, but also a cultural
challenge. You cannot display a memo on a public notice board and expect the
organisation to become diversity friendly from the next day. The culture of the
organisation has to be changed and moulded along with policy changes, in order to make
it acceptable to diverse groups of people.
Diversity and inclusiveness have to be built into the very culture of various organisations
for them to become truly equal opportunity employers. Apart from ensuring that no
policy discriminates or presents a challenge to hiring or efficient working of different
people, the majority of people in the workforce have to be trained to see diversity as an
asset, and embrace it wholeheartedly.
Orientation programs and diversity training for new join have to include a special
component on diversity and gender sensitisation. Women would certainly feel more
comfortable in organisations where the workforce is sensitised against sexist jokes
or collared remarks.
An organisation's work culture should be cultivated to ensure a complete assimilation and
acceptance. The majority group should not be side-lining those in minority, men should
not have an upper hand over women employees, or a gay employee shouldn't become the
subject of ridicule.
Not just race, colour, gender, caste or sexual preferences, even individual personality
traits add to the diversity of an organisation. Some employees will be more adventurous,
and advocate risk taking, while others may be more cautious and may suggest safer
routes. Some may be brilliant in ideation yet lax in implementation; others may be better
executors.

c) Need for a top down approach:

The culture of an organisation is reflected in the approach of all employees, and this more
effectively flows from the top to the bottom. New employees learn from the examples set
by their seniors. Having people in leadership positions who have a vision and can lead by
example can make much difference.

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 Therefore, the top management and the leadership of an organisation has to be
completely aligned to the idea of diversity. As much as the new joinees, they need to be
sensitised as well to shed their long-held cultural baggage and predispositions.

d) Communication issues:

Diversity also presents communication barriers at times, including language, cultural, and
behavioural patterns. What is construed as a joke among north Indians may be something
offensive for somebody from the south or vice versa. Diversity programmes therefore
also need to overcome such barriers.
Sometimes, this may take more serious overtones and may involve ineffective
communication on matters of importance, disrupt teamwork and create confusion. The
answer lies in training employees to dispel barriers and pre-held perceptions through
greater interactions and opening up to each other.

e) Ensuring diversity has to be an inclusive process:

As discussed above, new ideas spawn resistance. And the solution to quell resistance is to
include the people themselves in the process of ushering in any change. For a new policy
to be sustainable, every employee has to be responsible for it.
Therefore, while formulating diversity programmes, it is a good idea to provide a
platform to people to be able to talk, express themselves, open up about their perspectives
on the issue, put forth objections if any and make their own suggestions. This will allow
them to feel a part of the change and help ward off resistance.

10) BEST WORKPLACE DIVERSITY TRENDS FOR 2019:

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a) Adopting a more diverse definition of diversity:

Although gender and ethnicity are still the major focal points, organizations are starting
to invest in multiples areas of diversity.

The most recent HR survey by Harvey Nash asked, “Which areas are your organization
actively pursuing to be more diverse?”

 60% Gender

 41% Ethnicity/culture

 38% Age

 14% LGBT

With aging populations and more people delaying retirement, age discrimination is
gaining attention and will be a big topic in 2019.

b) Using technology like AI to avoid unconscious bias:

Biases related to demographics such as race, gender, and age can be triggered by
information on a resume such as the candidate’s name and the dates they’ve held
previous positions.

In 2019, AI adoption for diversity will increase as AI can be programmed to avoid

unconscious biases by ignoring demographic information when sourcing candidates and
screening resumes.

Furthermore, technology like AI can be tested for bias by checking the demographic
breakdown of the applicants it sources and screens. If the AI is disproportionately
excluding a group of people, this oversight can be corrected through human intervention.

c) Sourcing candidates with non-traditional credentials:

With unemployment at a 16-year low, there’s a general talent shortage, but one industry
that’s really feeling the hurt is tech.

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 In 2018, there will be less of a focus on traditional majors (e.g., computer science) to
open up the candidate pool to those with non-traditional credentials who are still able to
show evidence of the desired skill set.

Whether this means candidates with non-STEM degrees who taught themselves how to
code or learned from a coding boot camp, tools that better assess candidates’ skills and
knowledge are going to be more widely adopted in the new year.

d) Testing diversity initiatives with data:

One of the big bottlenecks for increasing workplace diversity has been relying on
practices that sound good on the surface but haven’t proven to be very effective.
Companies are recognizing that they need to start testing their diversity initiatives by
collecting the data.

For example, Airbnb’s interviewers had been previously trained to find commonalities
with candidates (e.g., hobbies, educational background, experiences) to help build
connections.

While it seems like a good idea, this type of behaviour leads to similarity bias: liking
people who are similar to us more in lieu of focusing on their work-related skill set.

Airbnb changed their recruiting process to explicitly avoid looking for commonalities and
using objective scorecards to make sure all candidates are evaluated equally and fairly.

In 2019, companies are going to stop accepting things on face value and start using data
to see how effective their initiatives actually are.

e) Standardizing the interview process to reduce bias:

As Airbnb learned, standardizing your hiring by asking the same set of questions to

candidates and then rating their answers on a scale is one of the best ways to reduce bias
and objectively assess which candidates are the most qualified.

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 Companies can still create a personal connection with candidates through small talk and
rapport building at the beginning of the interview.

In 2018, recruiters can prevent their first impressions of a candidate from

disproportionately weighting their decision making by “throwing out” or ignoring
candidates’ answers to the first few questions.

f) Putting your money where your mouth is:

Industry experts like Bersin argue the most effective way to move the needle on diversity
is to create personal accountability.

Bersin suggests that one way to do this is to tie compensation to diversity and inclusion
outcomes, a practice only 6% of companies they surveyed do.

A Forbes Insights survey found that senior executives are held accountable for their
diversity and inclusion programs performance through a variety of metrics including:

 66% performance reviews

 51% bonuses
 48% business/department reviews
 42% salary increases

11) DIVERSITY STATISTICS THAT WILL MAKE RETHINK THE HIRING

DECISIONS:

Companies need diversity. It is beneficial to an organization to think with a wider breadth

of perspectives, it portrays a positive image to the public eye, and gives them access to
the potential revenue gains from employing people who can contribute different things to
the companies they work for. Unfortunately, hiring diversity is an issue that has only
recently begun to improve.

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 Here are ten reasons why your team needs to change their mind about
diversity hiring and five ways to help you begin to do so:

1. The Biggest Reason Companies Avoid Hiring Diversity? 41% Say

They’re “Too Busy"

This stat shows us one of the biggest barriers to creating a more diverse workforce. A
SHRM report recently noted that 41% of managers are “too busy” to implement diversity
initiatives. It may be true that managers have too much on their plates to handle on a
given day, but the stat reveals just how small of a priority diversity hiring is. If managers
want anything to get done about the lack of diversity on their teams, they’ll need to start
fitting it into their schedule. That means making it a bigger priority.

 What can you do to move diversity to the top of your list?

i. Make it a team effort: Not everything needs to fall on your hands. Get insight,
feedback, and support from other members of senior management. Getting commitment
from them creates a way for everyone to encourage diversity throughout the organization.
ii. Create a committee: This could be a small group of managers or even team members
that collaborate on and establish ways to create more diversity within the workplace.
Remember, this group should be diverse in employee rank, race, gender, age, etc. A team
that lacks diversity will not bring about the best approach to welcoming diversity.
iii. Use other companies: Today, diversity is a group effort in that organizations of all types
and in every industry are trying to be more inclusive. While it might unveil some of your
own shortcomings, looking to others who are succeeding can inspire new ideas for your
own company and help you start on your own path to a more diverse workforce.
iv. Be honest: No one is perfect and even seasoned leaders can struggle with understanding
how to implement diversity. Approaching the issue with honesty will show self-reflection
and encourage others to join in on improving the problem.

2. There Are Fewer CEOs Who Are Women Than Men in Leadership Roles:

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 When a single name outnumbers an entire gender in leadership, it reveals a staggering
problem. These stat reveals just how few opportunities women get in the business world,
and it’s not because women can’t handle leadership. Women are capable of handling all
the demands of a business — the people in charge simply aren’t giving women the
opportunity to prove themselves.

Tips for women to thrive in the workplace and prove their worth:

 Voice the projects and opportunities you really want to work on; push back at other
times.
 Play to your strengths - even if they’re stereotypes.
 Build relationships with your boss and others high up in leadership from the start - they
will be your best supporter.

3. Racially Diverse Teams Outperform Non-Diverse Teams by 35%:

One of the biggest things stopping managers from implementing diversity is that they’re
afraid that introducing people who may not agree with each other will hamper
productivity. For those companies, we offer the above-mentioned stat. Because diverse
teams outperform non-diverse ones, companies should actively try to engage with
diversity initiatives as soon as possible to make sure they’re implemented, instead of
trying to hamper them out of fear.

In fact, the awkwardness that comes with not understanding those around you is what
makes diverse teams work so well. In a cognitive intelligence study done by MIT
engineers, researchers observed that successful teams had three things in common:

 They gave one another roughly equal time to talk

 They were sensitive towards each other (even in awkward situations)
 They included more women - making them the most diverse.

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 In other words, having different types of people on the same team can help others look at
problems more carefully while also being more innovative, creative and inclusive about
their solutions.

4. 57% of Employees Think Their Companies Should  Be More Diverse:

The employees want to be more productive. They want racial diversity in the workplace
as much as anyone else. Working with the same people, who’ve shared their background
and experiences, can be nice, but it’s becoming boring rather quickly. Without a flood of
new experiences to keep them motivated and excited about the people they work with,
there’s a chance they could get burnt out. So, when it comes to diversity, you can be sure
your employees have your back.

5. 40% of People Think There’s a Double-Standard Against Hiring Women:

A recent Pew study asked respondents this question, and the stat reveals just how much
bias against women in the workplace there is. Both women and men are more likely to
hire men over women, and its likely what leads to a lack of gender diversity in the
workplace, as well as problems with women in leadership positions (which we discussed
in an earlier stat). Companies need to recognize this bias and implement programs which
favor women in order to counteract this inherent bias in hiring.

Ways to help create a level playing field and eliminate gender bias in the workplace
include:

 Establish clear criteria and qualifications for decisions.

 Make yourself accountable to others when it comes to hiring and promoting.
 Study the existing criteria you use to make management decisions.
 Be able to explain the decisions you make.
 Educate and make your employees aware of how stereotypes work.

6. Blind Applications Lead to Five Times More Women:

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 It sounds like a bit of an exaggeration to say that, but in reality, this stat demonstrates just
how few women are considered in male-dominated fields. In Orchestras, when
companies switched from auditions where they could see the candidate to blind auditions,
the percentage of female members in the orchestra jumped from 5% to 25%. Similarly,
institutions using a double-blind method to review scientific studies have similarly
increased the number of women who get published in journals. This is good in adding
diversity to your team while also helping your team perform overall. In a large study of
more than 4,600 people, teams that welcomed more women performed better than those
with fewer or no women.

7. Google’s Tech Staff is Only 4.8% African American:

Diversity is everyone’s problem. Being a big company doesn’t mean you’re excluded
from needing diversity. Along with that stat, only 1.1% of Google’s tech staff is
Hispanic, and only 33.1% are women. When the number of college IT graduates is
several times that number, it shows how little even larger companies take diversity into
account.

8. Caucasians Received 50% More Callbacks Than Those from African

American Descent:

This stat makes the case for affirmative action. Arguments against Affirmative Action
say that it gives minorities an unfair advantage without the skills to properly perform the
tasks required of them. But in reality, initiatives like Affirmative Action are created to
battle the inherent bias against African Americans in the workplace. Categorically,
people of minority backgrounds are invited less often to the interviews, and when the
numbers are this consistent, it makes the case for targeted diversity initiatives.

This is where a true understanding of interview bias comes into play. Individuals should
be hired based on skill, experience, and performance - not by their name or ethnic
background. Sadly, snap judgments are still very much a part of the interview and hiring
decisions. As a manager or employer, there are things you can do to prevent bias from
interfering:

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 Make it a process: Create a list of questions and tasks that every candidate must answer
and in the same manner and point of the assessment. Keeping consistency ensures
everyone has an equal opportunity to perform well.
 Make a justified decision: Don’t decide right away on which candidate is the best
choice. Look over your notes and justify why they are (or aren’t) the best fit. Write down
your reasoning and make sure that it is based on more than just superficial facts.
Welcoming more than one colleague into this decision will help deter bias.

9. Bilingual Employees Earn 10% More Revenue :

Hiring bilingual employees, no matter what other languages they may speak is one great
way to increase diversity in your company and see a few immediate benefits. If many of
your employees interact with customers and clients on a regular basis, being able to speak
multiple languages is a huge boon for your business. When a customer who does not
speak English is interested in your product, having someone who speaks their language
makes the transaction happen that much more smoothly.
10. Teams Where Men and Women are Equal Earn 41% More Revenue:

Another stat that supports moving toward greater gender diversity. When companies
employ more women, they’re able to take advantage of a greater wealth of perspectives.
This, in turn, causes companies to have more angles from which to tackle big business
issues. The results are faster solutions, more creative thinking, and higher overall
revenue.

There are more than ten reasons to diversify your workforce, but we think these are the
most important ones. There’s no reason to avoid creative diversity hiring initiatives any
longer. Your employees want them, they’re more profitable, and they help rectify other
unfair practices in hiring. Diversity benefits everyone, so it’s time for your company to
start taking advantage of diversity now. Wondering where you should start? Take a step
closer to promoting diversity by eliminating your hiring bias:

a. Become educated and aware - Understanding how the natural bias of one person toward
another can affect the hiring decision.

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b. Provide training - Provide your hiring team with training on diversity and how to
eliminate bias from the recruiting process.
c. Make your interview process consistent - This will ensure candidates are compared
based on the same questions and no one has an advantage or disadvantage over another.
d. Identify the language used in job descriptions - Remove any words that can be specific
to one gender and replace them with titles that are easy to understand.

Removing hiring bias and developing diversity in the workplace has three simple
benefits:

 It’s beneficial to your bottom line, 19% more to be exact.

 It attracts a wide array (67%) of diverse candidates.
 It sparks creative talent and promotes better decision making, 87% of the time, within
the company and its leaders, as opposed to leaders that are in need of diversity.

Eliminating biases is just one place to start. Clear Company’s applicant tracking system
and employee onboarding software will help make sure your hiring is more diverse, and
make new hires feel more at home at their new company. To see how we can help make
your next round of hiring a success, click the button below to set up a demo with us

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Chapter 4: Objectives
4.1 OBJECTIVES OF THE STUDY:
1. To study the impact of workforce diversity on employee performance.
2. To study the diversity issue within each factors.
3. To investigate the impact of each diversity factor on employee performance.
4. To study the perception of employees towards impact of workforce diversity on their
performance.
5. To carry out an inner industry comparison and thereby study the impact of each factor on
employee performance in FMCG industry.

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