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Analysis and Critique of Francoise Roy's Diversity Management Plan For PBQ - Essay Example

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Analysis and Critique of Francoise Roy's Diversity Management Plan for PBQ Applying the Conceptual Framework of Shen and Others Name of the Writer Name of the Institution Diversity Management Plan The Present Scenario The new HR manager Francoise Roy has created a diversity management plan for the People’s Bank of Quebec (PBQ) and is just in the process of implementing it…
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Analysis and Critique of Francoise Roys Diversity Management Plan For PBQ
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"Analysis and Critique of Francoise Roy's Diversity Management Plan For PBQ"

Download file to see previous pages Although Francoise has outlined and detailed various aspects of the plan, she is still unsure as to how to implement it within the organization as she foresees that it will be opposed by many managers and workgroups. The present organizational makeup is highly ethnocentric, with the Quebecois population proud of their heritage and achievements. Since the People’s Bank of Quebec has been lagging behind in its diversity plan for the last ten years or so, there has been no serious or determined effort to comply with the requirements and the results are that the diversity element is visible in only about 6 percent of the bank’s workforce of over 7000 employees compared to the national average of 18 percent. 12 percent is the legal requirement for meeting the diversity goals. It is clear that Francoise and others in senior management echelons will have to take drastic steps to hurriedly push forward the program so as to meet the legal requirements. Meanwhile there are also a number of elements missing in the plan developed by Francoise which will be explained below. Strengths and Weaknesses of Francoise's Plan According to Das (1998) creating and implementing a good, effective and efficient diversity plan consists of the following steps: (1) identify current and future ideal state; (2) analyze present systems and procedures; (3) change policies, procedures and practices as needed, and (4) follow up and evaluate results (Panacchio & Waxin, 55-56). Step 3 itself is also comprised of a number of sub-steps, such as getting senior management commitment, establishment of a diversity committee, education and training of key personnel and an institution-wide communication of changes. Let us now evaluate the steps in Francoise’s plan from this point of view. The CEO, Pierre Belanger, has assured her his support of the diversity initiative, and had even written senior management a letter to this effect, but much more needs to be done. Francois has not arranged for the necessity of the implementation to be officially communicated through the Board of Directors or the Diversity Committee. It would have been good for the CEO to communicate the necessity of implementing such a plan and the need to do so quickly to meet legal requirements. Francoise has also not identified the current and future state of the enterprise regarding diversity goals and implementation. She has yet to redesign and convert HR policies to incorporate the diversity elements. While she has identified the training needs for key personnel, she has not included the employee training requirements and programs. She has also identified the need for a Diversity Committee but has not appointed a head. Normally this function resides with the Head of Human Resources so Francoise must be ready to undertake this responsibility. After implementing the diversity plans, there must be some method of feedback and correctional control for which open and transparent communication must be fostered at both ends but this element is also missing so Francoise will never know how well or badly the plan is working or what needs to be improved and what doesn’t. Although Francoise’s diversity plan includes most of the necessary attributes, there are certain missing elements or misplaced priorities and moreover she does not have the courage to ...Download file to see next pagesRead More
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