Differences And Diversity Among Their Staff Commerce Essay Example

with initiatives such as Affirmative Action (AA) and Equal Employment Opportunity (EEO). EEO ensures equal opportunities for individuals based on non-job-related factors like age, race, gender, or nationality. In contrast, AA requires companies to actively recruit, hire, and promote members of minority groups by targeting specific social groups rather than individuals. AA aims to address differences instead of assimilation while a broader definition of diversity seeks to reform organizational culture in order to value and respect diversity as a whole. Compared to EEO and AA which only cover certain aspects required by law within the working population, MD encompasses a wider range. However, achieving a truly diverse workforce requires management commitment that goes beyond mere compliance with EEO and AA requirements. These stages play a significant role in developing MD but represent narrow aspects compared to its current existence. IBM is committed to cultivating a workforce that reflects the diversity found within its global customer base.

Source: IBMIBM defines diversity as encompassing various aspects such as age, race, gender, physical disabilities, sexual orientation, cultural and lifestyle differences, religious beliefs, economic status, gender identity and expression, marital status, thought perspectives, and geographical backgrounds. The company values each individual's unique characteristics and strives to be inclusive in meeting the needs of all employees. IBM approaches diversity through three main areas: Equal Employment Opportunity (EEO), Affirmative Action (AA), and work/life initiatives. To address current diversity challenges effectively on a global scale while considering local contexts, IBM implements innovative strategies called "winning plays". Notably during Lou Gerstner's tenure as CEO in the 1980s/1990s era at IBM, there was a strong focus on child and dependent care initiatives. From 2000-2006 alone,

IBM established the $50 million Global Work/Life Fund Strategy aimed at addressing this concern worldwide. This fund supports research on family-friendly policies related to dependent care while also investing in improving its quality globally by prioritizing access to childcare centers for IBM employees.Gerstner initiated the diversity Task Force (figure 1) at IBM to address the inequality within the company. This initiative remains an essential part of IBM's HR strategy under current CEO Sam Palmisano. The Task Forces consisted of 15-20 senior managers representing various employee demographics, including Asian, Black, Hispanic, Native American, GLBT individuals, people with disabilities, White Men, and Women.

The primary objective of this initiative was to promote understanding and appreciation for the differences among these groups and find ways to attract a broader range of employees and clients. Each task force had patrons, co-chairs, members, HR employees for support, and a senior HR executive for administrative assistance. Legal counsel was provided by a lawyer while logistical and research support came from the Global Work/Life Fund.

These task forces focused on improving communication strategies, staffing processes, employee benefits packages, workplace flexibility policies as well as training and education opportunities. They also aimed to enhance advertising efforts in the marketplace and external relations. While addressing common issues such as development/promotion opportunities and recruiting diverse talent were priorities for all task forces individually specific concerns were given priority based on each group's focus area.

For instance,the GLBT Task Force prioritized domestic partner benefits while the Disabilities Task Force emphasized accessibility to buildings and technology.IBM responded to the recommendation by establishing employee network groups in 1997, which aimed at promoting participation throughout the company. These groups represent different constituencies

within IBM and provide diverse perspectives on local or unit-specific issues. The importance of the internet in promoting diversity and raising awareness within IBM is acknowledged, with members of these network groups being able to utilize an intranet forum for electronic engagement, discussion of relevant matters, and information exchange.

While there is still a prevalent metaphorical glass ceiling effect impacting individuals in the IT community, which hinders capable individuals from advancing up an organization's hierarchy due to discrimination rooted in sexism, the Women's Task Force expresses concern about their inability to progress beyond a certain level compared to men. Despite this concern, women at IBM continue to thrive and receive prestigious awards such as the recent Blackberry Award for Female Inventor and Innovator of the Year that are consistently bestowed upon female researchers at IBM.

For 10 consecutive years, IBM has been recognized by the National Association for Female Executives as one of the top 10 companies for executive women.IBM has experienced significant growth in its female executive population, with a 500% increase since 1995, bringing the total to 1,000 globally. The company is committed to creating an environment that supports women's careers and their roles as mothers. To assist working mothers who are executives at IBM, the company offers various benefits such as flexible work options, job sharing opportunities, worldwide childcare centers, and hotlines for senior and child care assistance.

IBM actively promotes the recruitment of technical women by providing financial support to MentorNet. This program pairs female university students studying technical subjects with e-mentors. In order to address the underrepresentation of women in engineering roles, IBM's Women's Task Force suggested tackling girls' avoidance of science and

math in school. As a response to this recommendation, a group of female engineers and scientists organized the EXITE camp in New York in 1999. Its goal was to encourage middle-school girls' participation in these subjects. From its initial enrollment of 30 participants, it expanded internationally over time.

Furthermore, IBM's Women's Task Force collaborated with the company's engineering group to form a committee dedicated specifically to retaining women in engineering positions. IBM has also implemented several initiatives aimed at promoting diversity and inclusivity within the organization, including a strong focus on supporting the LGBTQ+ community.IBM has received several awards for its efforts in promoting diversity and inclusion. This includes a 100% rating on the Human Rights Campaign's gay-friendliness index since 2003 and being ranked first in the Stonewall UK workplace equality index in 2007. The company has implemented various initiatives to achieve this, such as establishing a GLBT Diversity Network Group and an employee group called EAGLEA that empowers gay and lesbian individuals. These groups have attracted over 1000 registered members globally, resulting in an increase in GLBT executives at IBM.

In addition to focusing on GLBT inclusion, IBM also actively hires individuals with disabilities since 1914. The company provides support for their success through different means. For instance, IBM offers sensitivity training for managers to address questions about assistive technology. The expenses of assistive technology are covered by departmental budgets, alleviating additional costs for managers. Managers collaborate with the Accommodation Assessment Team to provide job-related accommodations such as telecommunications devices, short breaks for back pain relief, and access to ergonomically designed chairs if necessary.

Furthermore, organizations have implemented programs to address the underrepresentation of African Americans in

technical fields by promoting math and science among young African Americans.IBM is dedicated to promoting diversity and inclusion within its workforce, particularly for African American employees. The company demonstrates this commitment through various initiatives. Firstly, IBM supports around 30 African American affinity groups and has a unique program called the Electronic Welcome Wagon. This program pairs high-level executives with newly hired African American employees during their first two months of employment.

Furthermore, IBM's campus executive plan focuses on recruiting from historically black colleges and universities (HBCUs) that are known for their technology and computer programs. This recruitment strategy aims to enhance diversity by allowing African American executives to collaborate with top-level HBCU staff.

As businesses face new challenges in an increasingly globalized world, workforce diversity becomes even more crucial. In 2009, the U.S. Equal Employment Opportunity Commission (EEOC) reported a decrease in workplace religious-discrimination complaints compared to previous years; however, it still remained one of the highest levels recorded.

After the events of 9/11, discrimination complaints based on religion and national origin increased significantly, especially towards individuals perceived as Muslim, Arab, South Asian or Sikh. To address these issues concerning cultural and religious minorities, IBM is developing a comprehensive global workforce strategy.

One specific area of support provided by IBM is aimed at Muslim female employees. They offer these employees two identification cards - one displaying their hijab and another without - which can be used as needed for identification purposes.In Canada, Muslim employees are provided with separate washing facilities to cleanse their feet and nasal passages before daily prayers. IBM effectively manages and develops a diverse workforce while addressing the challenges of globalization. They promote diversity and inclusion

through initiatives like the five-minute drill, which encourages executives to discuss high-performing minority and female directors alongside white males in talent discussions. This increases accountability for identifying talented minority leaders. IBM conducts internal employee surveys such as a work/life survey every three years across multiple countries and languages to validate the effectiveness of their initiatives. These surveys are anonymous and voluntary. The results show a significant increase in the belief that flexibility is encouraged among IBM employees. Additionally, IBM is committed to providing development opportunities for all employees through individualized plans that involve setting goals with collaboration from the management team. Strong leadership support, engaged employees, aligned management practices, and a clear business case are vital for successful corporate changes at IBM.IBM is dedicated to promoting diversity within the organization and has proposed new policies as part of these efforts. The establishment of the diversity Task Force has led to a 500 percent increase in female executives worldwide, along with significant growth in GLBT executives who self-identify and tripled representation of executives with disabilities. IBM's commitment to diversity is evident in its board composition, which includes members from various racial backgrounds and genders. The company recognizes that integrating diversity initiatives into corporate operations is crucial for future success in the information technology industry, as it defines leadership and enables effective customer outreach. By maintaining leadership in diversity, IBM can meet talent needs, create new revenue streams, retain talent, win and retain customers, and maintain market position. Additionally, IBM acknowledges the importance of managing generational diversity within organizations. This requires considering employees across four generations - Veterans, Baby Boomers, Generation X, and Generation Y - each

with their own values and preferences. In particular, Generation Y places value on flexible work arrangements, travel opportunities, and work-life balance. Furthermore,"Generation Z" is now emerging as a new generation entering sectors like retail and hospitality.
During economic downturns, this generation faces unique challenges that differ from previous experiences of long periods of economic growth throughout our careers. In September 2009, IBM and other companies announced plans to cut costs by discontinuing their final salary pension plan. The UK's largest labor union, Union Unite, predicts that many IBM employees will choose early retirement instead of accepting reduced pensions. It is estimated that between 700 and 1,000 individuals will opt for early retirement before the new terms take effect in April 2011. Unfortunately, this could result in a decrease in diversity as older generations such as Matures and Baby Boomers leave the company.

Research conducted in 2009 shows that declining birth rates and longer job tenure are impacting both the labor market and pension systems. By 2030, the European Union alone is expected to see an increase of 24 million older workers aged between 55 and 64. Organizations now face the challenge of either keeping these older workers employed for longer or helping them find new jobs after being laid off.

IBM has an opportunity to prevent diversity from declining by offering flexible retirement options that allow employees to request reduced hours or apply for lower positions while accessing their pensions early. They have the option to continue contributing to their pensions and receive additional benefits based on their reduced hours or new position.IBM should consider implementing Computer Clubs for Girls as a strategy to increase the number of

young women entering the industry. These clubs are widely recognized as an important tool for achieving this goal.
In the short term, IBM can partner with universities, offer scholarships, sponsor events, and host dinners specifically for female Computer Science students. This ensures that IBM's brand is positively perceived by them.
Advertising on websites and job boards targeting women like www.womenintechnology.co.uk and www.wherewomenwanttowork.com would enhance IBM's appeal to women and demonstrate its commitment to hiring them. Google also uses its AdWords platform to target female software engineers, allowing for easy monitoring of effectiveness.
It is crucial that IBM reconsiders its policies to support returning women professionals who may worry about losing skills during maternity leave or career breaks. They are often not given the same support as new graduates. Education plays a vital role in policy change by allowing the development of transition courses for individuals with non-computer science degrees who wish to pursue IT roles.
These women should be supported and considered whether they are rejoining IBM or entering the broader IT field. It is especially important to provide flexible working arrangements that accommodate their caring duties when returning to the workforce.Job advertisements should clearly state that flexibility in terms of working hours and location is possible, to show the value placed on the skills and experience of women returning to work. When Native Americans join hi-tech companies like IBM, there may be cultural issues that arise. In 2009, only 0.6% of IBM's workforce were Native American, highlighting this challenge. Within the organization, many Native American employees face obstacles due to differences in values. Traditional Native American values prioritize patience, nonverbal communication, indirect criticism, modesty, and group focus.

On the other hand, traditional European industrial values prioritize aggressiveness, verbal communication direct criticism, self-centeredness,and individualism. To address these cultural challenges and promote diversity at IBM specifically tailored workshops and mentoring programs are offered for Native Americans to help them adjust as professionals, role models,and leaders in corporate life. These efforts can also include providing diversity training for all employees to better understand Native American culture.IBM offers Cultural Communication Skills workshops for new hires as well as mentoring programs designed specifically to support native american employees during their adjustment period into corporate life.IBM acknowledges the shortage of qualified technology graduates in the U.S., which is expected to continue until 2010IBM can enhance revenue from international markets by promoting initiatives through workshops and mentorship programs. By adopting competency-based recruitment and career development, IBM can attract a wider range of potential employees with diverse educational and experiential backgrounds. Some organizations have already revised their essential qualifications and experience to embrace diversity, bridging the gap between the marketplace and workforce. Strengthening the connection between IBM's diversity strategy, people, and market objectives will lead to engaged employees who are better equipped to shape IBM's future. Various means such as consciousness preparation, workshops, conferences, newsletters, and emails should be utilized to promote strategic diversity within IBM. Providing funding and support for staff networks that promote diversity and inclusion would help IBM become an "Employer of Choice" while addressing the need for diversity in corporate America specifically among Hispanics. The text suggests increasing the percentage of Hispanics within IBM by fostering their skills through mentoring opportunities and providing career development options. IBM recognizes the significance of attracting and nurturing diverse talent

to drive marketplace change.IBM should prioritize closing the educational achievement gap for Latino students in engineering, science, and technology programs. Ron Glover, IBM's Vice President of Diversity and Workforce Programs, emphasizes the importance of recognizing a talent economy for global success. He envisions diversity initiatives going beyond compliance and quotas to include inclusive workplace efforts and global communities as integral parts of IBM's strategic approach. CEO Sam Palmisano highlights the significance of staying committed to the company's core principles to achieve diversity-driven success. By effectively promoting and upholding diversity, IBM will not only be good but also excel in their endeavors.