James Dillard, president of Systems Computers, knows both the workplace and the customer base are changing. He has read Workforce 2000. In fact, he does not know anyone who has not read it. He also knows that many of his senior managers could care less about affirmative action, and many openly resent hiring attempts with concerns for workforce diversity. James Dillard feels differently. He believes the future rests on having a workforce that represents the diverse composition of Systems Computers' customers, a group that is increasingly minority and female. He believes that to design low cost computer products for the future requires a knowledge of customers that cannot come from an all-white male group or any single group for that matter. Among his senior managers, only Charlie Nighthorse agrees with him. Charlie, a Native American, has long advocated pluralism as a corporate objective of Systems Computers.

 

At Dillard's request, the vice president of personnel, Michael Walker, drafted a diversity plan of action. This plan included restructuring the performance appraisal system to give significant credit to managers who hired or recruited from a diverse applicant base. Dillard also included a policy that stated the company would no longer tolerate any prejudice and any employee cited for appearing insensitive to a person's cultural identity would be immediately terminated. He also hired two new personnel supervisors, one of which was a woman and the other of Latin descent, as a "step in the right direction."

 

Dillard presented this new policy in a mandatory company-wide meeting and explained the employees were to support the plan, without fail. Only a month after the plan of action was in place, employees are in an uproar. Charlie Nighthorse is threatening to quit, as were several other members of the staff. Charlie Nighthorse feels the new policy forced supervisors to stereotype job candidates based on the candidates' cultural background. People are scared to ask anything personal for fear they'd violate the new policy. Hiring procedures are basically on hold, as no supervisor was willing to conduct an interview. Even worse, the other managers blame Charlie for pushing Dillard into this diversity drive.

 

In addition, the personnel department is creating a hostile environment for its new employees. One new supervisor, Amber Stephens, is warm and friendly and asks for input in decisions. She keeps all employees regularly informed and asks about their personal lives. The men in the personnel office believe Amber's friendliness and questions about their wives prove she is too feminine to do her job. They joke that they are afraid she might cry if they don't follow her order and make comments about her lack of assertiveness. One even asked her if she wouldn't rather be "home making cookies?"

 

Amber is not alone in her struggles. Three-week employee, Jose Richards is also facing hostile coworkers. Jose was born in America, as his grandfather moved his family from Venezuela. He grew up going to the local high school and has always spoken both English and Portuguese at home. Being a third generation America, no trace of an accent exists when Jose speaks. Nevertheless, some employees treat him like he has a disease. A couple of employees have complained they couldn't understand him, and they refuse to get his input for decisions because "they don't have time to find a translator". Others have assumed Jose was Mexican and one person actually asked if his family had crossed the border legally.

 

Systems Computers is in a complete state of chaos. Employees are complaining, the Board of Directors is screaming about the slipping profits, and Dillard fears a lawsuit. Dillard has asked your group to identify the problem and help come up with a solution. Your group's goal is to examine this case and present a solution to the HR committee.

Identify the specific problems in the case and tell me why 1 specific problem you think your group should focus on and why.

• State evidence to prove the problem exists and specifically discuss the consequences. End with a Problem Statement.
• State 3-5 criteria you believe are important to solve the problem. 
  • State 3 questions you would use to help get the group to discuss and establish criteria.
• State 3 possible solutions you have for your specific problem.
  • Be very specific here with your solutions.
  • State 3 questions you would use to help the group brainstorm solutions.
• State which solutions meet all of the criteria and the best choice as a solution. 
  • Discuss why you believe this to be the best choice.