Teamwork Is the Key to Success A well-functioning team not only recognizes different skills, characters and qualities of its members, but tries to also make them usable for the whole group. The result is a team dynamic that goes beyond the simple adding up skills. This concept is the core concept of team leadership and is transmitted from the diversity management to the entire organization. Cultural diversity is an asset of the company because the combination of different skills and worldviews makes it possible to respond more flexibly and creatively to changing requirements.

1. PREMIUM POWERPOINT SLIDES
management
Diversity

2. DIVERSITY MANAGEMENTPOWERPOINT TEMPLATE

3. A company’s economic success relies on its
encouragement of employee competences and diversity.
Diversity Management seeks to strategically use the
various talents of each employee, which are based on
diverse cultural and social backgrounds, to increase
entrepreneurial and economic success.
The GUIDING PRINCIPLE OF DIVERSITY MANAGEMENT

4. ManagingDiversity
Is a part of strategic
management that exceeds
regular business planning
and establishes a better
understanding for
company structures.
ADEQUACY
Procedures, guidelines
and rules which suit the
professional and personal
requirements of
employees are created
and adjusted.
VARIETY
Diversity means the
heterogeneity that
evolves from a variety of
skills, experiences and
employee qualifications
COMPANY
Affects all departments
and is of company-wide
concern, although most
measures originate in
human resource
management.
DEFINITION

5. WHY DIVERSITY MANAGEMENT?
SIGNIFICANCE OF Diversity Management
Responds to social and economic developments that
influence the business environment and cause changes.
Reasons of the growing heterogeneity on thejob market
Demographic changes, decreasing the number of the working
population, increasing the number of working women and
employees with a foreign background.
Newdemands
Caused by individualization, pluralization of values, varying
lifestyles and the wish to covenant work and family.
Neweconomic framework
Globalization and internationalization of economic relations,
joint ventures and take overs. As well as fighting for market shares
and for qualified staff.

6. REASONS FOR
DIVERSITY MANAGEMENT
Flexibility
 Homogenous companies tend to fixate rigid
business plans and become unable to adapt.
 Reason can be a high conformity pressure within
homogenous company boards.
 An inflexible company structure can hardly adjust
to changes.
 Diversity Management supports the consideration
of alternative options as well as tolerance and
flexibility.
 Multi-cultural companies are better in handling
insecure situations.

7. Demographic diversity:
gender, ethnicity, age
Psychological diversity:
religion, values, interests, knowledge
Organizational diversity:
starts and originates within the
organization; such as the working time
for the company, position in hierarchical
structures, etc.
DIVERSITY DIMENSIONS
According to Jackson and Rudermann

8. AGE
 Created by different attitudes and values that assemble
with different generations.
 Generation Y, which just enters the job market has different
values than Generation X, which is waiting to retire.
 Companies have to meet Generation Y’s expectations (with
open leadership, transparent communication through social
networks, a work/life balance, etc.).
 Different values require good teamwork and competent
managers who establish a motivating work environment.
Focus: Variety of Generations
Religion
and
Philosophy
Gender
Physical condition
Ethnicity
Sexual
orientation
INTERNALDIMENSION
AGE
Personality

9. GENDER
 Women are the growing resource on the job market.
 Studies show that most future success competences are
of feminine nature so that gender-mixed teams are most
promising.
 Gender equality is of high importance.
 It is important that the gender dimension does not only
include female support programs, but male also.
 The goal is to benefit from gender-specific values, attitudes
and preferences.
Religion
and
Philosophy
INTERNAL DIMENSION
Age
Physical condition
Ethnicity
Sexual
orientation
PERSONALITY
GENDER

10. SEXUAL ORIENTATION
 An employee’s sexual orientation does not concern
corporate management.
 However, many companies realize that it can increase
motivation and job performance when they treat this issue
openly.
 In regard to some target groups, the sexual orientation shall
be considered (keyword: Pink Marketing).
Religion
and
Philosophy
Internal DIMENSION
Age
Gender
Physical condition
Ethnicity
Personality
SEXUAL
ORIENTATION

11. PHYSICAL CONDITION
 Diversity Management encourages potentials and skills of
employees who are physically handicapped and seek to simplify
workflows (such as barrier-free facilities).
 Many companies have a worker who represents handicapped
persons to support the successful cooperation of employees
in the workplace.
 This is the only dimension that is regulated by law
(in Germany).
 Non-visible handicaps are often kept secret in order to
avoid prejudices and disadvantages.
 Diversity Management helps you to create a trusted
work environment where handicaps can be mentioned.
Religion
and
Philosophy
Internal DIMENSION
Age
Gender
Ethnicity Sexual
orientation
PERSONALITY
PHYSICAL CONDITION

12. ETHNICITY
 Many companies have discovered the advantage of multi-
cultural teams with people from diverse backgrounds.
 In times of globalization, a professional supervision of
diverse teams contribute to a company’s success.
 Language and culture skills disclose new markets and
customer groups.
 Multiple ethnic backgrounds can also enhance a company’s
popularity or its stock market performance.
 To encourage a business environment which provides a
general understanding of diversity, companies can train
their employee’s awareness in intercultural workshops.
Religion
and
Philosophy
INTERNAL DIMENSION
Age
Gender
Physical condition
Sexual
orientation
PERSONALITY
ETHNICITY

13. RELIGION AND PHILOSOPHY
 Due to a growing diversity of religious practices and
beliefs, this sector gains more and more significance.
 New responsibilities for companies and management:
awareness and consideration of religious holidays, the
providence of meditation rooms and lunch menus according to
religious customs.
INTERNAL DIMENSION
Age
Gender
Physical condition
Ethnicity Sexual
orientation
Personality
RELIGION
AND
PHILOSOPHY

14. ADVANTAGES AND OBJECTIVES OF DIVERSITY MANAGEMENT
leadership
and employees are educated in
diversity workshops to recognize
discrimination and to adapt to
changing circumstances.
Personnel processes
and politics
have to mirror the demographic
diversity of the business
environment so that all employees
feel appreciated and motivated to
use their potentials.
Recruiting and maintaining
qualified employees, the
exploitation of new markets, and
the adjustment of legal
frameworks.
Talents
on the job market are becoming
scarcer as highly-qualified alumnus
are already sought after during
their studies; the diversity concept
shows your company’s open-
mindedness and increases its
popularity.
Company culture
has to be established to create
enough room for all employees to
unfold their potential and to meet
their personal ambitions.

15. integratein
integratein
DIVERSITY MANAGEMENT
 vision
 leadership & teamwork
 HR strategies
 personnel politics
 personnel development
 management
 qualification
 information/communication
 workflows
ADVANTAGES AND OBJECTIVES OF DIVERSITY MANAGEMENT
Business Objective: Motivate Employees, Recognize Potential and Use It

16. MEASURE
SUCCESSDEFINE GOALS REALIZE
IMPLEMENTATION
EXAMINE
CURRENT STATE
PLAN
IMPLEMENTATION
IMPLEMENTATION OF DIVERSITY MANAGEMENT

17. COMMUNICATETOALLEMPLOYEES
REVIEW
DIVERSITY
AWARENESS
TRAINING
IF NECESARY
RESPONSABILITY
FOR ALL
COMMUNITY
FOR ALL
OPORTUNITY
FOR ALL
Assign relevant responsibilities to different
levels, teams and/or individuals in the
organization
Create action plans that
tie into the organization
strategy
Deliver (some skill
training might be
involved)
SYSTEMS,
PROCESSES,
PROCEDURES
AND PRACTICES
POLICIES
COMPETENCY
ASSESSEMENT
ORGANIZA-
TIONAL CLIMATE /
BOTH OVERT
AND COVERT
HIGHLIGHT
ISSUES
Involve staff
representatives
so as to ensure
credibility of the
process
IMPLEMENTATION OF DIVERSITY MANAGEMENT

18. EXAMPLES
PepsiCo
“We have a core belief that making the most of
diverse strengths and talents helps make our
company successful. We take great care to weave
diversity and inclusion into the very fabric of our
culture to improve as a global, multicultural and
multigenerational company capable of serving the
world‘s communities effectively.”
Caleb Bradham, inventor of Pepsi Cola said: “Diversity
isn‘t just the right thing to do. It‘s the right thing to
do for our business.”
Ex-CEO Steve Reinemund had enforced aggressive
hiring and promoting rules. Today the policy says that
half of all new hires at Pepsi have to be either women
or ethnic minorities. HALF! And managers now earn
their bonuses in part by how well they recruit and
retain them.
Today 33% of Pepsi‘s board members and 31%
of Pepsi‘s executives are women.

19. BELIEFS
ETHNICITY
MINORITY
PERSONAL STYLE
GENERAL WORK
EXPERIENCE
SOCIOECONOMIC
LEVEL
GENDER
PERSONALITY
SEXUAL
ORIENTATION
EDUCATIONAL
ATTAINMENT

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