Managing a Diverse Workforce

Abstract

Diversity‐based intervention strategies require congruence with the culture of the client system. Achieving congruence demands the questioning of topic definition, method of implementation, programme content and the stated bottom‐line intent of the programme. Practitioners are advised to introduce the subject of managing differences in the workforce in a manner that initiates change in the client system without bringing about rejection. The preparation of the system for such an intervention and the strategic design of diversity‐based programmes can lead to a corporate environment that fosters benefits to both people and profit. Discusses the content of training for workshop facilitators and the role of process consultation skills when conducting managerial workshops on diversity. Practical guidelines address the importance of organizational readiness, co‐facilitation, client‐ownership, confrontation and management of small‐group dynamics. Suggests that consulting psychologists enhance organizational understanding of diversity by incorporating research on person perception, small‐group dynamics, managerial styles (and other individual differences), and work design – human differences interaction with issues of stereotyping in applied organizational settings.