Diversity and Inclusion in Organizations - Essay Example

Junginger ascertains that his company adopts majority of the best D&I practices in the industry, as identified by the U.S Department of Commerce benchmarking study. More than internal practices, however, the challenge to the firm’s D&I efforts are posed by external elements, principally the discriminatory attitudes of customers who stay at the company’s hotels. The firm’s hotels located in other countries are also constrained by the social prejudice (by Western standards) that may have been built into the culture of the place.

The company must train its personnel not only to observe D&I practices within the company, but also how to deal with people and situations that are discriminatory against them. An Interview with Phillip Junginger*, D&I strategic officer, Human Resources Department Phillip Junginger* is the strategic officer for a four-star international hotel chain based in the U.S. . This insight provides him with a greater motivation and sensitivity not only towards those of different cultures, but also of different races, ethnicities, religions, and other personal circumstances.

Question 1: How does your firm integrate D&I in your corporate planning? PJ: In our hotel, we deal with people of different backgrounds, both as customers and as internal stakeholders. The hotel industry is all about people, and all about dealing with them in the most intimate way because we provide a home for the customers, so moreso for the employees. Therefore, our D&I is part of our core organizational values. It is not just one separate plan in itself, but it is integrated in all managerial planning, from strategizing at the executive level, to the tactical and the operational levels (especially in dining, housekeeping, and hotel amenities), where we try to meet customers’ preferences and employees circumstances.

--------------- * Names have been modified upon the request of the interviewee. Question 2: In your personal role, how do you perceive your goals and responsibilities? PJ: When I look at my role as the main officer in charge of D&I strategy, I am overwhelmed by the tremendous responsibility of that position. Diversity and inclusion is a double-sided blade; the strategies we design should make people of all backgrounds feel accepted the way they are, and usually these pertain to the minority groups, but then it must be done in a way that does not alienate members of the majority group.

Doing so would continue to drive a wedge among the groups, which is exactly what we try to eliminate. The difficulty here is that