Managing the Mix Managing the Mix An ILO Perspective An ILO - - PowerPoint PPT Presentation
Managing the Mix Managing the Mix An ILO Perspective An ILO Perspective L. Howell L. Howell Senior Specialist for Employers Senior Specialist for Employers Activities Activities I nternational I nternational Labour Labour
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Senior Specialist for Employers Senior Specialist for Employers’ ’ Activities Activities I nternational I nternational Labour Labour Organization Organization I LO Sub regional Office for the Caribbean I LO Sub regional Office for the Caribbean
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l To acquaint participants with the changing regional
and international operating environments as contributors to diversity.
l To sensitize CEOs and HR Practitioners on the
concept of diversity and the difference from equal opportunity programmes
l To demonstrate the practicality of managing
diversity through the exchange of professional and personal experiences
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THE I LO I S THE I LO I S ----
Nations specializing in labour issues, structured in a tripartite fashion, and having as its main function to defend the rights of employers and workers and advise the different sectors involved in the issue” “the most influential and universally-recognized global organization setting standards on the conduct of labour and social relations”
Decent Work
Embodies the ILO Constitution based upon its fundamental principles and rights at work and promoted through its four strategic objectives Defined as productive work where rights are protected, adequate income is generated, and social protection is adequate Also means that employment, income, and social protection can be achieved without compromising workers’ rights and social standards.
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l A process of growing inter-dependencies between
people
l People linked together economically and socially by
trade, investments and governance
l Links spurred by market liberalization and
information, communication, and transportation technologies
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Trading blocs of the Western Hemisphere Trading blocs of the Western Hemisphere
6 387 1994
Canada, Mexico & USA
NAFTA
200 1995
Argentina, Brazil, Paraguay and Uruguay
Mercusor
31 1993
Guatemala, Honduras, Nicaragua, Costa Rica, and El Salvador, with Panama and Belize as observers
CACM
14 1973
Antigua and Barbuda, The Bahamas, Barbados, Belize, Dominica, Guyana, Grenada, Haiti, Jamaica, Montserrat,
& the Grenadines, Suriname and Trinidad & Tobago
CARICOM
103 1988
Bolivia, Columbia, Ecuador, Peru and Venezuela
Andean Pact
Population (million) Year Established Countries Trading Bloc
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The Competitive Environment The Competitive Environment
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blocs are changing the landscape related to how we do business regionally and internationally.
depend on how quickly how quickly we adapt to the changes and how well how well we manage the diversity it brings
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Enterprise Development Trends driven by Globalization/Integration
How we work needs to change in order to keep pace --
pace with the new economies
l Developing small enterprises – to respond to the new cadre of new employers (formerly workers); to stay in business as well as to start business l Improving productivity for competitiveness l Attracting a skilled/multi-skilled workforce l Satisfying the appropriate working conditions l Searching for best practices/new forms of management teams, performance-based pay systems, etc.
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Human Resources Management Trends driven by Globalization/Integration
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Enterprise competitiveness closely linked to human resources management (HRM) to create and profit from global connectivity
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New emphasis on hiring people not only for what they know but also for how they can apply what they know -- to create and profit from global connectivity *************************
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Skill training for employability
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Retraining/mentoring/ experience-sharing
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Management training/ development of leadership skills
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Adding value to human resources through proper development, utilization, and allocation
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Equality of opportunity and treatment
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Meeting individual as well as organizational goals
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Legislative & Policy Issues and Trends in the Caribbean
Compliance with fundamental rights at work, is a pre- condition for a successful national and workplace process yet……….
l Updated legislation is essential since it has been lagging
behind international norms & standards and should accommodate the increasing number of entrants in the working world ( i.e., women, youth, the disabled, etc.)
l Many persons still do not know their rights and
responsibilities and thus do not recognize, acknowledge,
environment calling for re- integration……………….
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l The Caribbean region is in the midst of economic, political,
and social restructuring
l Employment is a priority with many fundamental issues on
the national “Decent Work” agenda such as:
– enterprise development – youth empowerment – infrastructure development – social protection – security – general equality
l The Solutions?...
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The Challenges of Change in the Caribbean The Challenges of Change in the Caribbean
l .... Need more focus on the quality as well as on the
quantity of work that allows for:
– An even distribution of the economic & social benefits – An assessment of the level of preparedness to address the social
aspects in tandem with the economic aspects.
– Participatory negotiations to reform the legislative and regulatory
environment related to labour and social issues in addition to economic issues (i.e., employment policy, labour law reform, investment incentives, SME development, minimum wage, OSH, corporate social responsibility, etc.)
– Emphasis on education and training for employability
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Governance Issues
Skills and employability employment creation Social Protection
Enterprise development and competitiveness
Employment relations
Need for Unity Preparedness for change
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Culture, work attitude, ethics, accountability
Timely consultation, communication, and consistency in applying regulations and procedures Effective Leadership/ Management Skills accreditation, qualifications and procedures for marketability and employability for available jobs Updated legislation & workplace policies
(i.e., investment code, revenue code, labour law reform, employment policies, OSHA, etc.)
Infrastructure development and security measures in place to attract and maintain businesses
Business and Employment Agenda Business and Employment Agenda
Employment creation; updated labour market data Training and development Productivity & competitiveness
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Managing the collective responses to make change work for them Creating a positive culture within the
Cultivating the knowledge & talents of both management & workers
Creating an Organization’s Comparative Advantage Which Comes From:
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l Rate of employee turnover l Management stability l Number of conflict reports l Number of preventions as wells as resolutions l Level of Productivity l Rate of Sickness/Absence l Image from the customer/client perspective
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l The hidden values, attitudes, beliefs, and practices that
drive behavior
l The collective human qualities that make up an individual
l Is also an attribute of a society, community, or
l Influences the operating environment in which we live or
work
l Must first be acknowledged and understood if positive
changes are to be made and sustained.
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l Defining Diversity:
– Mixtures characterized by differences and similarities that
are applied in pursuit of the organization’s objectives
– Captures the concept of “otherness” – human qualities that
are different from our own & outside the group to which we belong, yet are present in other individuals and groups.
– Is broader than ethnicity, race, gender – encompasses a wide
variety of other differences – i.e., work experience, parental status, educational background, geographical location, & much more.
The Caribbean region clearly manifests the concept of diversity
Some Basic Premises about Diversity (1) Some Basic Premises about Diversity (1)
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Managing Diversity:
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The process of planning for, directing, and supporting “the mix” in a way that adds a measurable difference to the organization
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Adopting policies and practices that take into consideration the practicality of managing the various human qualities or cultures at the workplace
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Is more than simply observing legal and policy requirements – it is also:
and/or combined experience, knowledge, and dedication contributes to the quality of organizational life. An organization simply cannot afford to waste a resource as precious as the combined experience, knowledge and dedication of staff members
Some Basic Premises about Diversity (2) Some Basic Premises about Diversity (2)
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Consider the following:
up from 12.5 percent of the country's over 281.4 million residents in April 2000).
after African Americans/Blacks and Hispanics/Latinos.
The U.S. population of color surpassed the 100-million mark in May
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Diversity in Trinidad & Tobago Diversity in Trinidad & Tobago
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Of the country's approx. 1.4 million inhabitants, most (96%) reside in Trinidad with the remainder (4%) residing in Tobago.
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The ethnic composition reflects a history of conquest and immigration: According to the most recent census, the make up of the population include:
– Indo-Trinidadians – 40.3% – Afro-Trinidadians – 39.5%, – Mixed-race people 18.4%, - Cocoa Payols, descendants of the
The small Amerindian population is largely mixed-race; the Carib population are descendants of the indigenous inhabitants
– Euro-Trinidadian 0.6% - Often referred to as French Creoles,
even if they are descended from Spanish, British, or German settlers; the Trinidadian Portuguese population includes both whites and mixed people.
– Chinese, Syrians and others 1.2%.
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Demographics
l Jamaica's population consists mainly of people of West-
African descent, comprising about 90.9% of the demographics.
l Other populations:
– Multi-racial 7.3%. – East Indian 1.3%, – White 0.2%, – Chinese 0.2%, – Lebanese 0.1%,
l Migration from many other areas of the Caribbean, and
have contributed to the steady rise in population.
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Language
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The official language of Jamaica is English.
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Informally, Jamaican Patois is commonly spoken by a majority
words and syntax from various African languages (including Akan, Ewe and Yoruba); other
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Other Languages:
– European languages
(Spanish, Portuguese and French)
– Pre-Columbian Caribbean
languages (Arawak)
– Asian languages (Hindi and
Mandarin). Religion
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65.3% of Jamaica's population are Christians, the majority being Protestant, but with the five largest denominations in Jamaica as: Church of God, Seventh-day Adventist, Baptist, Pentecostal and Anglican.
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The largest non-Christian religion is the Rastafari, which was founded on the island and reveres the late Emperor Haile Selassie I of Ethiopia.
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Other non-Christian religions in Jamaica include: Bahai, Buddhism, Islam, Hinduism.
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46% 54%
Men – 49% Women – 51%
United States of America (USA)
39% 61%
Men – 49% Women – 51%
Trinidad & Tobago
44% 56%
Men – 49% Women – 51%
Jamaica
% of women in the labour force % of men in the labour force Gender Demographics Country and Population
Diversity by Gender
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Some IR/HR Specialists suggest that: «The success rate of IR/HR in the future will depend upon the level
humanitarian principles by which society is governed, with minimal emphasis on laws, or other legal process»
The Forces and Future of IR/HRM Forces Acting on IR
Socio-
cultural Forces
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What What is it that is it that workers workers want want from employers? from employers?
Equal opportunity and fair treatment that includes:
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Security and fair wages in employment
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Help and guidance to develop their full potential
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Employers to act in good faith; uphold principles of dignity and respect
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A safe working environment
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To be provided with work that uses their abilities DECENT WORK FOR ALL
What What is it that is it that employers employers want want from workers? from workers?
Finding and maintaining the best person for the job that includes: Having the requisite skills and knowledge to perform Compliance with rules, policies, procedures, norms and culture fit Honest employees that foster trust and confidence To do their productive best for the
inputs) and effectiveness -- “doing the right job” (based upon outputs)
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Affirmative Action/Equal Opportunity Affirmative Action/Equal Opportunity
Managing Diversity 1. Is a Process 2. Focuses on the ability of all employees to contribute towards reaching mutual goals by correlating higher skills/competencies of its human resources with increased productivity & competitiveness 3. Focuses on Employability 4. Emphasizes organizational necessity 5. Takes into consideration the difference between “fair” and “same” treatment 6. Stems from an economic issue 7. Designed to promote inclusiveness Affirmative Action/ /Equal Opportunity 1. Is a Programme 2. Focuses on specific groups because of historical discrimination (i.e., people of color and women) 3. Focuses on Employment 4. Emphasizes legal necessity and social responsibility 5. Promotes equality in opportunity and treatment to correct a mistake
6. Stems from a moral or social issue 7. Designed to prevent discrimination
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At the national level :
to the various movements caused by globalization and regional integration
a critical role in economic and social development
strategy to achieve a nation’s goals of economic competitiveness, economic growth and social development.
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At the workplace level: At the workplace level:
l Need for modern human resources management :
– leverage the capabilities, competencies, attitudes, value systems and socio-cultural orientations of people (i.e., language & cross-cultural training, certification and accreditation)
l Focus on core competencies of staff at all levels
(includes managers and decision-makers) – maximize the value-added contribution of human resources to achieve productivity for competitiveness
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Good Workplace Strategies for Managing Diversity
An understanding and acceptance An understanding and acceptance of
the need to value people’s differences & sensitivities as well as their similarities. PRecognizing
Recognizing that diversity has many
dimensions and is threaded through every aspect of management and staff
S SSelf Self-
awareness and education in terms
biases, prejudices, and stereotypes.
S SWillingness Willingness to challenge and change to challenge and change
institutional practices that present barriers to different groups.
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Good Workplace Strategies for Managing Diversity (continued)
Review and negotiate the mutual
values and common grounds should be uncovered to meet individual needs as well as the organization’s needs.
CHarness CHarness the capacity for change the capacity for change
adequate resources and skills are necessary to implement change adequately; need to properly plan, in terms of time, and human & financial resources to do what change requires.
MMonitor MMonitor and make adjustments and make adjustments to
continue progress achieved.
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Getting Our National Houses in Order Getting Our National Houses in Order
Address the gaps Address the gaps through updated & through updated & effectively enforced effectively enforced legislation; report on legislation; report on progress progress
Social topic should be Social topic should be discussed with the trade discussed with the trade topic to guard against topic to guard against
social concerns social concerns
Efforts increased to Efforts increased to update policies & update policies & legislation in line with legislation in line with ILO Conventions ILO Conventions Required Focus on Required Focus on Decent Work Decent Work --
quality as well as quantity of work quantity of work Need to work harder to Need to work harder to cope with changing forces cope with changing forces caused by globalization caused by globalization
Growth Growth with with employment employment; ; physical physical & & social structures social structures fostering fostering productivity productivity
Need to discuss diversity Need to discuss diversity in light of all social, in light of all social, political, and economic political, and economic groupings groupings
Improved Improved institutional institutional capacity to correctly capacity to correctly and consistently and consistently implement policies implement policies
Enabling an Enabling an
environment environment allowing for allowing for competitiveness competitiveness and productivity and productivity
National National Challenges & Challenges & Needs I dentified Needs I dentified
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Negotiating with Negotiating with counterpart workers counterpart workers’ ’
Promoting the efficient Promoting the efficient functioning of functioning of labour labour markets through policy and markets through policy and institutional reforms institutional reforms
Addressing the gaps Addressing the gaps by proactively adopting by proactively adopting good workplace good workplace policies in line with ILO policies in line with ILO Conventions Conventions
Required focus on Required focus on Decent Work Decent Work --
quality as well as quantity of work quantity of work Knowledge Knowledge of
employers employers’ ’ as as well well as as workers workers’ ’ rights rights and and responsibilities responsibilities
Influencing the policy and Influencing the policy and legal environment legal environment conducive to enterprise conducive to enterprise development and growth development and growth
Creating Creating employment employment
the educated and the educated and skilled skilled Positioning to Positioning to be better be better equipped, equipped, competitive, & competitive, & productive productive
Organizational Organizational Challenges and Challenges and Needs I dentified Needs I dentified
Training and re Training and re-
training at all levels all levels – – management management and leadership as well as and leadership as well as workforce workforce
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l Focus: We listen and
respond to the voices of our clients/employees/peers
l Good Judgment: We do
not jump to conclusions on who’s right or who’s wrong in their opinions – rather, we try to understand how one arrives at their opinions. Note: All
quantity and quality of information shared or
l Belief and trust: We believe
in each other and trust in positive intentions
l Recognition: We
acknowledge and find reasons to celebrate the achievements of
achievements.
l Teamwork: We accept that
we are teams together and sub- teams apart; we also accept that standing alone is not an option.
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