Marriott International - Understanding Equality and Diversity in the Workplace - Article Example

Marriott International: Understanding Equality and Diversity in the Workplace Introduction As multinational companies (MNCs) in the hospitality industry, like Marriott International, plan to expand globally, one of the major tasks they have to carry out is identifying a market entry strategy for a specific host country. Because of cultural, legal, social, economic, and political aspects, Marriott International has to pick out the strongest and most appropriate entry mode that can increase expected returns on investment (ROI) and lessen investment risk (Ferdman, 2013). Marriott International confronts decisions in both the way within which they formulate their general HR strategy and then how such will influence their international recruitment strategy and what HR processes and policies they attempt to transfer. Obviously, Marriott International seeks to sustain and create a level of stability in their practices of managing people globally. The company knows that in order to be successful in the UK, it may also have to adjust its HR policies and practices to the particular regulatory, social, and economic conditions of the host country. Increasing regulation and economic instability are determined as two of the most difficult challenges confronting Marriott International in the UK (Nickson, 2013). This paper evaluates the key features of the equality and diversity policy of Marriott International, and critically examines the challenges in operationalizing the policy and the approaches which could be taken to ensure effective implementation. Equality and Diversity Policies of Marriott International With roughly 133,000 employees across the globe, making up a broad array of cultural experiences, knowledge, and backgrounds, Marriott is thriving by willingly and committedly accepting and nurturing the diversity of its labour force (Clarke & Chen, 2009, p. 253). Consequently, Marriott has received numerous awards and recognitions for their initiatives to foster a diverse workforce, such as the Lifetime Achievement Award granted to the company in 2005 by the National Society of Minorities in Hospitality. Their attempts to nurture a diverse labour force undoubtedly established their general reputation as one of the most respected firms in America (Clarke & Chen, 2009). Not like numerous less profitable companies, an important part of Marriott’s strategy is that diversity concerns are not tackled merely by a separate, independent program that suggests detaching diversity concerns from the core features of the company. Hence, diversity is not only a matter of acquiring a culturally diverse workforce, but in looking for ways to incorporate and apply such diversity all over the organisation (Hinkin & Tracey, 2010). The positive aspects of diversity are incorporated all over the organisation as a strategic feature of accomplishing their corporate mission, nurturing the form of shared objective that should help individuals go beyond their culturally different backgrounds and team up to serve the customers. The company sees its success as not because only of any specific strategy or group of strategies. Instead, it is because of the fusion of leadership decisions and programs that the far-reaching idea reaches all corners of the company that diversity is key to the success of their business. Even though these strategies largely contributed to the success of Marriott, no strategy or group of strategies can ensure success everywhere and what is effective for Marriott may not be effective somewhere else. Every company has to modify or customise its diversity strategy to suit its own workforce, according to the organisation’s business approach, recruitment and selection practices, and history. Nevertheless, in any company, effectiveness in handling a diverse workforce stems as much from thorough implementation and leadership dedication as from specific strategies or programs. For that reason, the statement of J.W. Marriott Jr.-- the chairman and CEO of Marriott-- are informative: “Our commitment to diversity is absolute. It is the only way for us to attract and retain the very best talent available. It is the only way to forge the business relationships necessary to continue our dynamic growth. And it is the only way to meet our responsibilities to our associates, customers, partners and stakeholders” (Ferdman, 2013, p. 235). The company’s programs comprise an all-inclusive package that emphasises the value of diversity all over the company, from vigorous attempts to recruit people from different cultural backgrounds, to training personnel, and fostering leadership that values diversity and the advantages that this diversity can offer. Marriott programs even include reinforcing diversity in how they select their suppliers and how they draw the attention and loyalty of diverse customers (Madera, 2013). Marriott has three strategies under its recruitment programs (Conger & Riggio, 2012, p. 128): (1) recruitment and selection objectives openly mention management responsibilities; (2) marketing promotions, research, and programmes incorporate clear diversity goals and directions; and (3) collaboration with outside organisations intensify exposure of their diverse workforce or network to Marriott. In managing a diverse enterprise, the company follows four major principles: (1) minority shareholder and franchisee programmes strengthen the growth of women- and minority-held and run Marriott franchises; (2) diverse marketing techniques sustain a multicultural model of marketing and promoting to customers; (3) supplier diversity initiatives support clear objectives for building and sustaining positive transactions with diverse suppliers; and (4) Executive Education Program gives executives the chance to enhance leadership capability and business expertise and build and sustain positive and beneficial relationships with outside partners. In order to create leaders competent in managing diversity, Marriott applies seven principles (Conger & Riggio, 2012, pp. 128-9): (1) diversity website offers personal access to resources and tools for diversity training; (2) diversity awareness training is individualised for managers and new employees; (3) Women’s Leadership Development programme offers a diverse model that comprises support systems, networking, leadership development initiatives, and programmes to give women leaders the opportunity to do well both in their personal and professional lives; (4) Leadership Education Series: Leading and Growing in Today’s Environment helps managers determine and take advantage of their leadership development prospects and requirements; (5) Executive coaching initiatives offer a system of affordable and competent coaching initiatives to current or prospective managers; (6) Women and Minority Training and Development Day is made up of seminars and training focused on the professional development requirements of minorities and women; and (7) career acceleration initiatives sustain clear emphasis on involving women and minorities. Basically, Marriott’s approach is to integrate global diversity and inclusion into its organisational culture. The company’s board-level Committee for Excellence and Global Diversity and Inclusion headed by Anne Sorenson are established to guarantee the incorporation of its diversity and inclusion programmes into every aspect of its organisation—franchisees, owners, suppliers, customers, workforce, and communities (Nickson, 2013). As an international hospitality company doing business in roughly seventy countries across the globe, it acknowledge the value of having knowledge of the cultural diversity of its clientele. In addition, Marriott’s dedication to partner or collaborate with diverse-owned enterprises in the societies wherein it does business not merely generates a competitive advantage but also strengthens sustainable business progress and social and economic vigour. The company’s bond and relationship with a large number of businesses owned by lesbian, gay, bisexual, and/or transgender (LGBT), disabled, service veteran, woman, and minority all over the world keep on expanding and strengthening (Hinkin & Tracey, 2010). Marriott is dedicated to eradicating discrimination and supporting and advancing equality and diversity in its own approaches, practices, and policies in those aspects wherein it has an effect. This is also true as regards the company’s relationship with members of the organisation and third parties, customers, legal representatives, and solicitors (Madera, 2013). The company will deal with everybody in the same way and with equal respect and attention and not discriminate or violate them based on their national/ethnic origins, race, disability, age, gender, and religion. In putting into effect its equality and diversity policy, Marriott will abide by the Solicitors’ Code of Conduct 2007 and with effective and existing anti-discrimination law and related rules of practice and pertinent revisions or reforms of such law and any pertinent revision to such rules or additional rules of practice (Madera, 2013). Maintaining and following high ethical ideals is crucial to Marriott’s competitive advantage, hiring and retaining skilled and competent people, and building and sustaining strong relationships with its customers, owners, and shareholders. The company’s ethics and compliance code, expressing the full dedication of its senior leaders, is informed by the company’s vision (Wiley, 2009). Marriott’s dedication to integrity and ethics starts with openly stating and explaining expectations, so that the members of the organisation can determine what comprises ethical practice and what does not. The company released in 2011 an amended Business Conduct Guide that reinforces Marriott’s established rules regarding ethical behaviour (Ferdman, 2013). On a regular and continuous basis, the company provides personal and online training to every member proportionate to his/her work tasks, which may anti-corruption issues like the UK Bribery Act (Hinkin & Tracey, 2010). To ensure knowledge of, and conformity to, Marriott’s policies and major legislations, the company’s Internal Audit Department carries out a yearly Legal and Ethical Conduct Survey of an expansive layer of members, as well as all senior managers and officers (Nickson, 2013). As an employer, Marriott will deal with or handle all members of the organisation and job candidates justly and equally and not discriminate dishonestly or improperly against them. For instance, this will consist of procedures for job assignments, dress code, demotions, disciplinary and grievance methods, access to promotion and training opportunities, terms and conditions of employment, recruitment and selection, and any other job-related procedures (Conger & Riggio, 2012). Marriott acknowledges the advantages of managing a diverse staff and will carry out measures to make sure that (Ozbilgin, 2009, p. 256): (i) it endeavours to recruit from the widest pool of qualified candidates possible; (ii) employment opportunities are open and accessible to all on the basis of their individual qualities and personal merits; (iii) selection criteria and processes do not discriminate on any of the prohibited grounds referred to above other than in those instances where the firm is exercising permitted positive action Marriott employs its most effective efforts to conform to Law Society objectives and rules for the recruitment of ethnic minorities, like those generated every now and then based on the requirements of the anti-discrimination law (Noon, 2007). The company builds a working environment which is safe from harassment and discrimination and which gives importance to a diverse workforce. Employment terms and conditions will conform to antidiscrimination law. The delivery of benefits like bonus systems, dress code, performance appraisal procedures, leave arrangements, working hours, and any other employment terms will not show prejudice or discriminate against any member of the organisation (Ferdman, 2013). Where needed and suitable, the company will try to offer suitable employment terms and services which consider the particular needs of the staff and other members of the organisation. The recruitment, selection, and promotion practices will be regularly evaluated to make sure that there is no unreasonably prejudiced effect on any specific group. Although affirmative steps could be implemented according to the important anti-discrimination policy to inspire underrepresented or minority groups to ask for chances for promotion, recruitment, selection, or promotion will be according only to merit or performance (Madera, 2013). Every employee will be given equal access to career development services suitable to their skills and experience. Yet, Marriott will carry out suitable affirmative steps, as allowed by the anti-discrimination law, to offer specific training and services for underrepresented groups in the organisation and motivate them to engage in career development services like training. In addition, the company tries to satisfy the various needs and demands of certain customers stemming from its responsibilities under the anti-discrimination law (Hinkin & Tracey, 2010). Furthermore, where needed and where it is allowed by the pertinent anti-discrimination law, the company tries to offer services which fulfil the particular demands and requirements coming from customers’ cultural or ethnic affiliation; age; sexual orientation; religion; gender or other important aspects. Marriott is dedicated to the promotion of equality and diversity within the organisation as well as in places or sectors wherein it has influence. The company’s people will be notified of such policy and will be given equality and diversity services suitable to their duties and requirements. All other stakeholders or involved individuals and/or groups will be notified of such policy and will be obliged comply with it when carrying out business on the behalf of the company (Conger & Riggio, 2012). The company will aim to endorse and fulfil the provisions of this policy in all its transactions. The company will carry out all steps that will show its dedication to equality and diversity in all its business activities, especially in recruitment and selection and marketing and communication operations. Reconciling Equality and Diversity Policy: How Marriott Responds to the Challenge of Implementing Equality and Diversity Precise planning, direction, and dedication to equality and diversity from the leadership could positively push a company to an equality campaign but if there is unjust or unreliable implementation of policies by middle or line managers the entire endeavour suddenly stops. A diverse company, like Marriott International, will certainly involve a similarly varied array of biases, stereotypes, and perceptions (Morand & Merriman, 2012). These factors will pose actual hindrances to actualising or practising equality policies. A specific challenge for the company’s line managers is to express and live up to these ethical practices. They also have to possess the abilities needed to manage the attitudes and behaviours of employees in case they fail to embrace equality norms while valuing their right to embrace personal values or ideals (Hepple, 2011). This is especially important when planning promotion and management of organisational equality rights which could seem to be contradicting, for instance, sexual orientation and religious beliefs (Pandey et al., 2005). The hindrance to promoting rights in diverse organisations, like Marriott International, seems to be related to trust, confidence, and competence (Equality and Diversity Forum, 2010, p. 21): “In most circumstances, approaches to managing and resolving conflict can and should be considered simply as a part of good management. Emphasising that this is also true in the case of competing equality claims may help employers overcome their fears that such cases are ‘special’ and falls somehow outside traditional management expertise.” A usual challenge for Marriott is the hesitance of employees to report or express openly any complaints or grievances they could have regarding equality. On certain instances this could be because they are uncertain about the grievance or complaint process. It could also be because of the idea that the company would not address the issue competently (Benschop, 2001). Through experience, employees immediately realise that either nothing is done to resolve the issue or the problem immediately worsens, the relationship between the employee and employer becomes antagonistic. So as to attain a truly diverse workforce, the company has to control the tendency to recruit or select applicants who will conveniently conform (Lorbiecki & Jack, 2000). In order to resolve this apparent conflict between equality and diversity, Marriott will therefore handle seriously and will respond to every complaint of harassment, victimisation, or discrimination by members of the organisation, customers, solicitors, or other third parties. Every grievance will be examined according to the company’s grievance process and the petitioner or complainant will be notified of the result (Ferdman, 2013). This programme will be monitored and evaluated to assess its development and determine its success. Specifically, the company will, as needed, survey and document the ethnic and gender composition within the organisation; the disability, gender, and ethnicity of all candidates; the disability, gender, and ethnicity of all candidates for training services and promotion and information stating whether they were effective; the religious belief or sexual orientation of all members of the organisation will be surveyed in order to make sure that they are experiencing any discrimination; the disciplinary measure taken against personnel by disability, gender, or racial affiliation will be monitored and dealt with (Conger & Riggio, 2012). Recommendations and Conclusions Although Marriott International has created a remarkable brand name for itself, their strategic move as the world starts to pull through from the economic volatility of the current period will be critical in deciding whether they arise as the forerunner in the hospitality industry in the future. The objective is to encourage people to acknowledge the diversity in Marriott and the effort of the company to promote equality despite its diversity in terms of race, sexual orientation, religion, and so on. Once the customer is inside, the company can show their strong points in customer service in order to retain customer satisfaction and loyalty. Although it is crucial for Marriott to place emphasis on cost cutting and expansion so as to compete effectively with their competitors, they cannot give up the prospects or chances to make the most of their internal strengths, which, among them, is its diverse workforce. Marriott is committed to recruiting, involving, and sustaining a diverse workforce across the globe that reflects the communities in the UK wherein it operates. The company values the backgrounds, beliefs, and capabilities of its members and provides a diverse, inclusive workplace. The company promote and advocate the eradication of employee discrimination by means of fair and equal employment procedures. The company keeps on building and sustaining partnership with external organisations promoting equality and diversity. The core of Marriott’s culture is the profound ideal created by its founders, which states that it is vital for any company to prioritise their people and partners. A work-life programme is developed and implemented in the UK, as well as in other parts of the world, which involves career development opportunities, flexible staffing, flexible work arrangements, and so on. These career development opportunities are reinforced by strategic alliances with different diverse institutions that contribute to the expansion, diversity, and equality within Marriott. Furthermore, building an alliance with these companies to attract and retain leaders, Marriott vigorously takes part in their leadership development initiatives. The success of the company is because of, partly, to its persistent attempts to allow different organisations that aim to become part or partner with Marriott how to attract and retain good leadership. Marriott is thriving by willingly and committedly accepting and nurturing the diversity of its labour force. Consequently, Marriott has received numerous awards and recognitions for their initiatives to foster a diverse workforce. Basically, Marriott’s approach is to integrate global diversity and inclusion into its organisational culture. Marriott is dedicated to eradicating discrimination and supporting and advancing equality and diversity in its own approaches, practices, and policies in those aspects wherein it has an effect. The company builds a working environment which is safe from harassment and discrimination and which gives importance to a diverse workforce. Employment terms and conditions will conform to antidiscrimination law. References Benschop, Y (2001) “Price, prejudice and performance: relations between HRM, diversity and performance,” International Journal of Human Resource Management, 12(7), 1168-1181. Clarke, A & Chen, W (2009) International Hospitality Management. UK: Routledge. Equality and Diversity Forum (2010) Managing Competing Equality Claims. Available at: http://www.edf.org.uk/blog/?p=6925. Ferdman, B (2013) Diversity at Work: The Practice of Inclusion. UK: John Wiley & Sons. Hepple, B (2011) Equality: The New Legal Framework. Oxford: Hart. Hinkin, T & Tracey, J (2010) “What Makes it So Great?: An Analysis of Human Resources Practices among Fortune’s Best Companies to Work For,” Cornell Hospitality Quarterly, 51(2), 158-170. Lorbiecki, A & Jack, G (2000) “Critical turns in the evolution of diversity management,” British Journal of Management, 11, 17-31. Madera, J (2013) “Best Practices in Diversity Management in Customer Service Organisations: An Investigation of Top Companies Cited by Diversity Inc.,” Cornell Hospitality Quarterly, 54(2), 124-135. Morand, D & Merriman, K (2012) “Equality Theory as a Counterbalance to Equity Theory in Human Resource Management,” Journal of Business Ethics, 111, 133-144. Nickson, D (2013) Human Resource Management for Hospitality, Tourism, and Events. UK: Routledge. Noon, M (2007) “The fatal flaws of diversity and the business case for ethnic minorities,” Work, Employment and Society, 21(4), 773-784. Ozbilgin, M (2009) Equality, Diversity and Inclusion at Work: Research Companion. UK: Edward Elgar Publishing. Pandey, V et al (2005) “The Relationship between Shareholder Wealth Effects, Diversity, and Publicity as a Marketing Strategy,” Journal of the Academy of Marketing Science, 33(4), 423-431. Wiley, B (2009) Employment Law in Context: An Introduction for HR Professionals. Harlow: Pearson Education. Read More