Human Resource and Diversity in Workforce - Example

Human Resource and Diversity in Workforce Contents Background Information 3 Introduction 3 Issues Addressed 4 Analysisof Issues: Addressing the Problems 5 Answering the Questions 6 Consequences of Ignoring Diversity 7 Conclusions and Recommendations 7 Reference(s) 9 Human Resource and Diversity in Workforce Background Information The development of science and technology, especially information and telecommunication technology (IT), transportation facilities are responsible for globalization. Globalization has converted the world into a village and provided an opportunity to the people to work anywhere in the world. This has created a new situation of managing diversity in the workforce, for the human resource management teams. Diversity is not only a problem but also an opportunity for the human resource management. Diversity has a broader definition than what generally is believed that it is related to race, ethnicity and gender only. Devoe (1999, p.34) defined diversity as “otherness or those human qualities that are different from our own and outside the groups to which we belong, yet present in other individuals and groups.” Diversity has multiple dimensions which include race, ethnicity, gender, ancestry, age, sexual preferences, physical qualities or abilities, demography, education, marital status, income, religious beliefs, military experience, work experience, parental status, etc. These dimensions of diversity influence behavior, interactions, motivation, performance and success of the workforce. The human resource management teams have the challenge to examine the effects of these dimensions of diversity and exploit them to improve the performance of the organization. Introduction The business world is changing fast to meet the challenges posed by increasing competition and the organizations are searching for the best talents to gain a competitive edge in the market. They are recruiting the best talents from all across the world and this practice is increasing the diversity in the workplace continuously. The talent – hunt of the organizations are met by the universities like Saint Leo University and the core value of integrity of Saint Leo University states, “Animated in the spirit of Jesus Christ, we value all individuals unique talents, respect their dignity, and strive to foster their commitment to excellence in our work. Our communitys strength depends on the unity and diversity of our people, on the free exchange of ideas.” The core value of Saint Leo University has helped in the development of talents in the campus. The human resource management of organizations needs to understand, acknowledge, accept, value and celebrate the differences among the workforce in order to manage diversity in the workforce. Flagg (2002, p. 103) defined management of diversity as "planning and implementing organizational systems and practices to manage people so that the potential advantages of diversity are maximized while its potential disadvantages are minimized." Organizations need to be flexible and creative in order to be competitive in the changing business environment and management of diversity in workforce efficiently can be advantageous in many ways to make them flexible and creative. The paper addresses the issues of human resource concerned with the management of diversity in the workforce. The key issues regarding the diversity are analyzed, the issues addressing the problems related to diversity and possible answers to the problems are also discussed. On the basis of the discussion recommendations about managing diversity in workforce efficiently has been made at the end of the discussion while concluding the discussion. Issues Addressed The key issues which will be discussed in the paper include the approaches, practices and policies expected from human resource management within an organization to manage diversity in the workforce. Another issue is the changes made by the human resource management in meeting the requirements of the diversified workforce and in exploiting the potential of the diversified workforce in order to improve the performance of the organization. Besides the above mentioned key issues the paper also focuses on small issues related to the management of diversity in the workforce which the human resource should address appropriately. These issues are related to their accommodation including accommodation for disables, care for children and elders, education and flexible working environment. Analysis of Issues: Addressing the Problems The most critical aspect in the management of a diverse workforce is the way of treating them. There are many theories suggesting how to treat a diverse workforce. Appropriate treatment with them can solve most of the problems related to a diverse workforce. Some scholars suggest for the golden rule “treat others as you want to be treated.” Others disagree with this rule in the context of a diverse workforce as respect has different meanings for people of different ethnicities. In fact, it varies from individual to individual. Other theorists suggest that platinum rule is more appropriate in treating with a diverse workforce than the golden rule. The platinum rule is "treat others as they want to be treated." The HR managers need to give up the ethnocentric view that "our way is the best way" and adopt a more accepting view that "lets take the best of a variety of ways" (Esty, Richard and Marcie, 1995, p. 71) The approach of appropriate treatment with a diverse workforce will guide the HR managers to resolve most of the issues associated with the diverse workforce adequately. The heterogeneity of a diverse workforce can be used to promote innovation and creativity. A heterogeneous group can be an asset for any organization provided the HR team of the organization is capable enough to use their potential of solving problems and analyzing critically. An organization which manages its diverse workforce efficiently is preferred by job seekers and it attracts the best available talents without much effort in this era of shrinking talent pool (Zweigenhaft and William, 1998). Answering the Questions As discussed above, the two critical issues associated with the management of a diverse workforce are the approaches, practices and policies of the human resource management of an organization and the changes made by the human resource management in meeting the requirements of the diversified workforce. The other issue is exploiting the potential of the diversified workforce to improve the performance of the organization. The approaches, practices and policies of HRM revolve around treating with the diverse workforce (Robinson, 2002). As discussed above that different rules- the golden rule and the platinum rule- have been suggested to ensure fair treatment with a diverse workforce. Fair treatment does not imply treating everybody in the same manner. Diversity has multiple dimensions and people representing these different dimensions have different expectations and fair treatment has different meaning for them. The HR managers need to have variable approaches, practices and policies in treating with the diverse workforce. The organization should also recognize the efforts of the HR managers who are efficient in managing a diverse workforce. The efficiency of the management of a diverse workforce can be judged by the increase in the potential of the diverse workforce in contributing to the organizational performance. The performance of the diverse workforce can only improve if the HR managers are efficient enough in understanding the facts like influences of historical discrimination or the influences of the discriminations on the basis of color, creed, caste or gender and take affirmative actions accordingly. They must acknowledge that diversity in workforce is not only beneficial for the organization but for everybody associated with the organization (Loysk, 1996). Consequences of Ignoring Diversity HR managers must be careful in resolving issues concerned with diversity in the workforce and ignoring such issues for a longer period of time can be vital for the organization and may affect its performance. Ignoring such issues may lead to tensions between people of different diverse dimensions, it may increase conflicts among them which can affect their individual performance. Above all, it can tarnish the reputation of the organization and best talents might avoid joining the organization. The organization might fail in retaining women and people from other caste, color, creed, race, etc. (Koonce, 2001). Conclusions and Recommendations A diverse workforce reflects the impact of globalization and its consequences like changing business world and changing preferences of the workforce. Diversity in the workforce is an asset for an organization and adds value to it. It increases the productivity of an organization and provides a competitive advantage. The human resource of an organization must be efficient in managing a diverse workforce and creating an appropriate working environment where everybody has equal opportunities without any discrimination. To ensure a successful diversity management the human resource management must be trained properly and provided with the appropriate tools of diversity management. They are responsible for the transformation of the culture of the organization, therefore they must possess the skills needed for diversity management. The skills needed for diversity management include: Knowledge of diversity management concepts Knowledge of the fact that diversity is associated with all managerial aspects Awareness about own as well as other cultures, stereotypes, prejudices and biases Strong desire to change and accept changes which can be associated with the following: Ability to make the job opportunities attractive for people from diverse backgrounds including disables The desire to provide opportunities for underutilized people Making recruitments without any bias A successful diversity management can only be ensured if the organization and the Human Resource Management of the organization are very particular about it since recruitment. They must ensure that the candidate has "demonstrated ability to work effectively in a diverse work environment." The HR team should ensure that the interview is not limited to only job requirements and assessing experience, but it should ensure that the candidate has core competencies and transferable skills and is able to coordinate with others efficiently. Meeting with the job requirements and having experience might not ensure the success of a candidate in a diverse workplace. A panel format should be used for the interview consisting of its members from diverse background. The HR must make adequate arrangements for the diverse groups taking care of their appropriate accommodation including accommodation for disables. They should establish care centers for children and elders and ensure a proper education for the children. They should also provide a flexible working environment for them. The HR professionals must have adequate knowledge and experience of their own cultural biases, communication styles, stereotypes so that they are able to understand the cultural biases, communication styles, stereotypes of others. They must believe that there are a number of ways of doing things properly to achieve the desired target. They must maintain their relations with their subordinates honestly. Their subordinates must be comfortable in their company and their presence should be the motivation for them. Similarly, they should know about the factors responsible for the motivation of their subordinates and how the subordinates prefer to be known and valued as well as the goals of the subordinates. They should also help their subordinates in achieving their goals without any discrimination and conversely, the subordinates must feel free in seeking their help in achieving their goals. These recommendations will help the HR managers in managing the diversity in the workforce efficiently and effectively. Reference(s) Devoe, D. (1999). Managing a diverse workforce. San Mateo, CA: InfoWorld Media Group. Esty, K., Richard, G. and Marcie, S. (1995) Workplace diversity. A managers guide to solving problems and turning diversity into a competitive advantage. Avon, MA: Adams Media Corporation. Flagg, A. (2002). Managing diverse workgroups successfully. United Behavioral Health website (members only section). Available on the World Wide Web at http://www.ubhnet.com. Date visited, February 8, 2002. Koonce, R. (2001). Redefining diversity: It’s not just the right thing to do; it also makes good business sense. Training and Development. Loysk, B. (1996). Managing a changing workforce: Achieving outstanding service with todays employees. Davie, FL: Workplace Trends Publishing. Robinson, K. (2002). The U.S. must focus on diversity or face decline in competitiveness. The Society for Human Resource Management (SHRM). Available on the World Wide Web at http://www.shrm.org. Date visited, February 8, 2002. Zweigenhaft, R. L. and William, G. D. (1998). Diversity in the power elite : have women and minorities reached the top? New Haven, CT: Yale University Press. Read More