How To Respond To Workforce Diversity Challege - Assignment Example

How To Respond To Workforce Diversity Challenge Introduction This is a workforce diversity report dedicated to the senior manager showing guidelines on how the organization can effectively respond to workforce diversity challenge affecting the running of the organization. The main purpose of this workforce diversity report is to help the organizational management acquire essential approaches on how to address the issue of strategic and environmental matters. The information held in this report should not be for any other reason apart from workforce diversity issues or by any other organization. However, this report contains a critical evaluation of workforce diversity for 21st-century organizations and a set of recommendations to the attention of senior management on how to enhance the process responding to the challenges. Diversity has been an emerging challenge affecting the functioning of organizations globally. The term diversity is both definite, focused on a particular individual, and contextual, described through the societal construct. Many writers define workforce diversity as any major difference that differentiates an individual from one another, a definition that encompasses a wide range of hidden and overt qualities (Jackson 2002, p. 13). Normally, researchers analyze characteristics of workforce diversity into four categories: personality (traits, abilities, and skills), internal (gender, ethnicity, I.Q., sexual orientation, and race), external (nationality, culture, marital status, and religion), and organizational (position, union/no-union, and department). However, as a manager, one can come up with a good approach of responding to such challenges hence substituting the side effects of real change. Furthermore, the change cannot take place in an organizational workplace, unless management comprehends that, “diversity is about one being susceptible to employee consequences due to one’s association outside or within certain groups (Pollitt 2006, p. 12). Benefits and challenges of diversity in workplace A senior manager should as well understand that diversity is both beneficial and challenging in the organizational workplace. Diversity is advantageous to both employers and associates (Esty, Griffin & Hirsch 2005, p. 196). Although the associates are interdependent parties in the workplace, respecting one’s individual differences can positively increase the organizational productivity. Workforce diversity can lead to the reduction of lawsuits and boost marketing opportunities, creativity, business image, and recruitment. In a period when creativity and flexibility are the factors of competitiveness, diversity will be critical for the organization’s success (Erlenkamp 2007, p. 6). On the other hand, workforce diversity if not well managed can pose a serious challenge to this organization hence lowering the organization’s productivity. A senior manager should understand the challenges in managing workforce diversity in an organization. The manager should understand that managing workforce diversity is challenging than simply acknowledging employees' differences (Paludi 2012, p. 23). A senior manager should be able to recognize the values of all differences in the organization, promoting inclusiveness, and combating discrimination. Diversity in the workplace has caused managers in the organization a challenge with losses in work productivity and personnel due to discrimination, prejudice, complaints, and legal accomplishments against the organization. Managers must use appropriate measures to respond to workforce diversity challenges (Cornelius 2002, p. 258). This is because diversity negative behaviors and attitudes can be obstacles to the organizational diversity because they harm employees working relationships, destroy morale, and work productivity. Required tool that senior managers should use to manage diversity Effective senior managers are conscious that, there are key skills that are necessary for ensuring a profitable, diverse workforce. First, departmental managers in the organization must understand workforce diversity and its disadvantages. Second, all managers must understand the employees and their own prejudices and cultural biases (Thiederman 2008, p. 15). Diversity is not simply about differences occurring in groups but about differences between individuals in the organization. Each employee in an organization is unique and do not represent a certain group. Finally, the organization’s managers must show willingness in changing the organization if needed. Managers need to learn about how to address diversity in the organization’s workplace to be profitable in the future (Chemers, Costanzo & Oskamp 2003, p. 65). Guidelines on how managers should develop a diversity strategy that is successful Companies with effective workforce diversity programs follow a holistic measure of diversity by using these guidelines, which can as well be beneficial to the subject organization. In reality, diversity cannot be categorized and those companies that respond to individual complexity through leveraging their talents in the broad workforce become more significant in growing their customer base and business as well (Ommaya 2006, p. 27). Link diversity to the bottom line- For a manager, when exploring measures to increase organization’s profits, he or she must consider new markets or partnering with customers more strategically. A manager should consider how the diversity in the workplace would enable the organization to meet its goals (Grobler 2006, p. 45). The Human resource department should consider employing employees who will bring success in the organization rather than posing diversity challenges. The employees employed in the organization should be able to help the organization reach new markets. Walk the talk- If senior manager supports diverse workforce, then he should ensure that diversity is evident in every organizational department (Cross 2000, p. 142). If you do not, a number of employees will conclude that they do not see a future in your organization. Show esteems for diversity matters and promotes positive and clear responses to such issues. Broaden your effort- If diversity in the organization only refers to gender and race, then a senior manager should expand his or her definition and diversity efforts. As baby boomers generation and new minorities enter the organizational workplace, the demographic shift indicates that managing a multi-cultural and multi-generational workforce will result to a business norm. Remove artificial barriers to success- The style of the organization’s interview functional or behavioral may be a drawback to some job seekers. For instance, older employees who are less familiar with interview behaviors may fail to perform well unless the organization’s recruiters directly request for the type of experience they are seeking. The human resource managers in the organization should give equal opportunities to all job candidates and stop the discrimination behavior (Harder 2004, p. 26). Provide practical training- Using appropriate examples to explain diverse groups on how to solve diversity conflicts happening among them highly helps an organization to ensure a welcoming conducive working environment. Training will be essential since it helps to emphasize the benefits of diverse solving ideas as well. Employees have much concern about whether their bosses seem to value their concepts rather than being part of a group. Additionally, train managers to go beyond their cultural diversities and recognize the potential of producing in a diverse workforce (Klarsfeld 2010, p. 296). Recommendations and conclusion Recommendation: Diversity assessment in the workplace The organization should make evaluating and assessing diversity approach an integral matter of the organization’s management. A customizable workers’ satisfactory can achieve this evaluation and assessment for the organization conveniently and efficiently. This can assist the management team to analyze which obstacles and challenges of diversity are common in the workplace and policies that need to be eliminated (Cooper & Clegg 2009, p. 299). Recommendation: Development of diversity in the workplace plan Choosing a survey that gives a broad reporting is a significant decision. Such a report will act as the beginning structure of the organization’s diversity in its workplace plan. The plan should be broad, measurable, and attainable. An organization what determine, which changes need to be done, and a timeline of such changes to be achieved (Cooper & Clegg 2009, p. 301). Recommendation: Implementation of diversity in the workplace plan The managerial and executive teams' commitment to an organization is necessary. Managers and leaders within organizations need to incorporate diversity measures into all aspects of the function and purpose of the organization. Diversity attitudes in an organization originate at the topmost level filtering downwards. Management participation and cooperation are essential to ensure a cultural conducive environment for the success of the organization’s plan (Cooper & Clegg 2009, p. 302). Recommendation: A senior manager should ensure utilization of diversity training in the organization. Diversity training should be in use in order to shape the organization’s diversity policy. Recommendation: A senior manager must promote an attitude of openness in the organization. This includes encouraging employees to speak out their opinions and ideas in order to attribute an equal value sense for all. Conclusion A diverse workforce in an organization is a total reflection of a transforming marketplace and the world. Diverse work groups bring positive values to an organization. Respecting the employees’ differences will be an added advantage in the workplace since this creates a competitive environment and increases the organization’s productivity. Workforce diversity management is advantageous to associates since it creates a safe and fair environment where all employees have access to challenges and opportunities (Williams, Hall & Champion 2011, p. 44). A diverse workforce management tool should be practiced to train all employees about issues of diversity, including rules and regulations. Most organizations’ workplaces have cultural diversities, therefore, organizations must learn how to cope with such challenges to be successful. Bibliography Jackson, S. E 2002, Diversity in the workplace: human resources initiatives. New York, Guilford Press. Pollitt, D 2006, Diversity in the workforce. Bradford, England, Emerald Group Pub. http://www.ECU.eblib.com.au/EBLWeb/patron/?target=patron&extendedid=E_263711_0. Esty, K. C., Griffin, R., & Hirsch, M. S 2005, Workplace diversity. Holbrook, Mass, Adams Publ. Erlenkamp, M 2007, Managing international Teams and Workforce Diversity. München, GRIN Verlag GmbH. http://nbn-resolving.de/urn:nbn:de:101:1-2010081522331. Paludi, M. A 2012, Managing diversity in today's workplace: strategies for employees and employers. Santa Barbara, Calif, ABC-CLIO. Cornelius, N 2002, Building workplace equality: Ethics, diversity, and inclusion. London, Thomson Learning. Thiederman, S. B 2008, Making diversity work: 7 steps for defeating bias in the workplace. New York, Kaplan Pub. Chemers, M. M., Costanzo, M., & Oskamp, S 2003, Diversity in organizations: new perspectives for a changing workplace. Thousand Oaks [u.a.], Sage. Ommaya, 2006, Opportunities to address clinical research workforce diversity needs for 2010. Washington, DC, National Academies Press. Grobler, P. A 2006, Human resource management in South Africa. London, Thomson Learning. Cross, E. Y 2000, Managing diversity: the courage to lead. Westport, Conn. [u.a.], Quorum Books. Harder, B. T 2004, Management training and developmental programs. Washington, D.C., National Academy Press. Klarsfeld, 2010, International Handbook on Diversity Management at Work Country Perspectives on Diversity and Equal Treatment. Cheltenham, Edward Elgar Pub. http://public.eblib.com/EBLPublic/PublicView.do?ptiID=556960. Cooper, C. L., & Clegg, S 2009, The SAGE handbook of organizational behavior. Vol. 2, Vol. 2. Los Angeles, SAGE. Williams, C., Hall, I., & Champion, T 2011, MGMT. Toronto, Nelson Education. Read More