StudentShare
Contact Us
Sign In / Sign Up for FREE
Search
Go to advanced search...
Free

Equality and Diversity Policies - Essay Example

Cite this document
Summary
This paper “Equality and Diversity Policies” discusses why line-managers might not have an enthusiastic attitude towards equality and diversity policies and to what extent practitioners might help to overcome this problem. Multinational companies have begun to accept workforce diversity as a norm…
Download full paper File format: .doc, available for editing
GRAB THE BEST PAPER97% of users find it useful
Equality and Diversity Policies
Read Text Preview

Extract of sample "Equality and Diversity Policies"

Equality and Diversity Policies Topic: Discuss why line-managers might not have an enthusiastic attitude towards equality and diversity policies. To what extent might diversity practitioners help to overcome this problem? Introduction In a global marketplace, multinational companies have begun to accept workforce diversity as a norm. Businesses seek to leverage global talent using wider demographic pool that is perceived to be socially inclusive, promoting equal opportunity, and equality, in society. While the practitioners of diversity management see corporate value and business case, in accepting cultural, ethnic, and gender differences in workforce; the degree of ownership amongst the line managers, who are the main touch-points with their team, seem to vary. Quoting a survey report by ‘Opportunity Now’ that included 800 line managers from public and private sectors, Cook (2007) states: "If managers do not see the business case reflected in the behaviours and skills which an organisation values and the way in which performance is measured and monitored, then the business case risks being a paper based exercise that makes little impression on managers.” Echoing a sense of concern, Hodges (2008) feels that line managers must be encouraged to appreciate the strategic link between corporate social and diversity goals, vis-à-vis, production, sales, and profitability goals through concrete case studies and examples. Hodges adds that line managers must feel involved in the diversity absorption process, which essentially can be facilitated through effective engagement with diversity practitioners. The Discussion Statement: This essay explores the nuances of diversity management, and examines some of the challenges that line managers face in adapting with a diversity policy for their team. The paper also studies some of the best practices exemplified by diversity practitioners in corporate, to seamlessly implement effective diversity practices in organizations. Diversity in perspective Although there are varied perceptions of diversity in concept and practice, one compact and comprehensive definition is provided by Esty, et al. (1995), where the authors state that: “Diversity is acknowledging, understanding, accepting, valuing, and celebrating differences among people with respect to age, class, ethnicity, gender, physical and mental ability, race, sexual orientation, spiritual practice, and public assistance status.” Diversity management, Foster and Harris (2005) opine, “Encourages innovative practices in human resource management that values employment relationship by addressing individual needs.” Potentially, employers see immense advantage in deploying demographically diverse workforce. Diversity, as opposed to equal opportunity, extends beyond legislation and focuses more on differences amongst individuals and groups (Laflèche, 2005). The liberal perspective has moved the diversity discourse from providing equal opportunities addressing social discrimination to promoting and managing diversity for societal progress and advantages. Equal opportunities policies often promotes sameness in treatment of individuals; whereas, diversity focuses on managing individual differences for gaining competitive edge. Diversity connotes, gender, age, ethnic background, as well as, non-visible characteristics, like work experience and disability factors (Kersten, 2000). In this context, diverse workgroup is beginning to be recognized for its contributory value to meet organizational objectives, than merely to meet legal and regulatory aspects. Laflèche (2005) chooses a metaphor “head and heart” to emphasize the effect of diversity on the inner-workings of an organization. It is another way of saying that the entire enterprise must commit to the cause of diversity in order to make a convincing and lasting change in human resource and team management practices that is seen as consistent and constructive. Benefits of Diversity In an era of global marketplace, where agility and flexibility define the cutting edge of competition, diversity in workplace becomes a critical success factor. Apart from reducing lawsuits, increasing market opportunities and business image (Esty, et al., 1995), embracing diversity opens new vistas and benefits, hitherto, not conceived by organizations (Greenberg, 2004). These include: Increased adaptability: A diversely talented workforce embeds multifarious experiences and skills that can meet fluctuating demands of global market with agility and flexibility. Broad service range: Culturally and linguistically diverse team with multifaceted talents can offer a broad range of service offerings to global customers. Variety Viewpoints: Diverse workforce brings together varied ideas and viewpoints that can enhance collective experience, and provide innovative solutions to customer demands. Effective execution: Organizations with diverse workforce promote their team members to operate at the full abilities. Suitable company-wide strategies and then be formulated to achieve higher productivity, and profits. One key benefit of diversity reported in numerous case studies and surveys is talent acquisition, retaining human capital, and resolving workforce shortages. As a corollary to this key benefit, is the factor of mitigating changing demographics of workforce (especially so, in developed countries), where age, birth-rates, and shrinking workforce, through cross-border sourcing strategies. The Diversity Challenge Managing diversity is not merely about acknowledging differences amongst people. It is more about valuing differences, thwarting discrimination, and promoting inclusiveness, both in percept, and in practice, at all levels in an organization. Diversity management would demand an organizational climate of fairness with regard to opportunities and honouring dignity at workplace. Diversity may therefore bring about fresh challenges for managers and business leaders. These include grievances arising out of prejudice and discrimination, with consequent loss in productivity. There could also be a spurt of complaints and legal actions against the organization (Devoe, 1999). The implementation of diversity policies revolve around the twin factors: social responsibility, and the business case. These are not standalone strands, but are deeply interwoven and require holistic understanding to purport meaningful policies and practices. These are further impinged by concerns of diverging philosophies, ideologies and assumptions which affect the implementation of diversity-related standards and procedures (Benson, et al., 2001). Amongst other challenges reported in a study of European Business Test Panel (EBTP) companies, 39% attributed leadership commitment as the major hurdle (Focus Consultancy, 2008). Further, 28% attributed discriminatory attitudes and behaviours amongst staff as the second major challenge. As a matter of fact, lack of awareness and understanding of diversity issues in companies, is often the biggest stumbling block. All these factors directly percolate to line managers affecting their attitudes towards diversity practices in an organization. The EBTP study also noted that of the 335 participating companies, 147 did not have Equality and Diversity (E&D) policy in place. The common reason quoted for lack of E&D policy was that the companies did not have enough employees to do so; or that, the companies did not give enough thought to E&D. These articulations reiterate an important finding of the study that most of EBTP companies still feel that E&D is related to human resource management department only. The study also noted that many companies still favour recruitment policies on qualification and merit considerations, assuming everyone has an “equal chance” of selection, as opposed to considerations of diversity. Line managers and supervisors being the immediate touch point to team members experience operational challenges posed by diversity issues, commonly arising through reduced effectiveness in communication, and increased conflict at workplace (Cox, 2001). Cox further observes that the challenges for line managers could also manifest by way of lower social attraction, and lower levels of commitment to the group. For line managers, who are often governed by stringent performance metrics that directly impinge on the company’s bottom line, the moot issue is to meet the cultural effects of diversity without adverse impact on performance. On the contrary, using cultural effects of diversity to boost company’s growth and performance, in realistic ways, becomes the foremost consideration for line managers in implementing diversity policies. The moot question therefore is, whether the erstwhile ‘equality officers’ whose penchant was to social justice, can wear another hat for business development as well (Kirton, et al., 2007). It is imperative to accept that diversity issues would bring its share of conflicts, and resistance to change, more so, from the operational staff and line managers, whose focus is more about ‘operational fireworks’ than strategic excellence. The outcomes derived from a diversity enabled organizational culture could be measured in terms of a company’s performance, turnover and satisfaction. The context of workplace is paramount in implementing diversity policies in organizations. If line managers and team leaders understand the organizational context and build appropriate group based processes to leverage innovation and creativity of team members, positive outcomes would follow (Kochan, et al., 2003). The line managers can therefore act as an effective catalyst for change. Diversity in Practice – Role of Line Managers Line managers who don the role of ‘diversity professional’ often find themselves in a state of duality, pulled by social conformity, and justice at one end; and business case, and objectives at the other. This persistent state of flux can result in lack of energetic enthusiasm in line managers accentuated with the tension in managing ‘seemingly contradictory pulls.’ Line managers may also tend to see their role of diversity manager, as an add-on, over their conventional operational roles (Kirton, et al., 2007). In this context, it would help if the diversity champions have the background of mainstream business management, so that their central role is perceived as a strategic-cum-operational combine, than a purely human resource specialist role. This may facilitate effective engagement between diversity champions and line managers. While in principle, diversity is seen as acknowledging differences and managing the uniqueness of individuals, and therefore, calling for discretion in decision making at line managers’ level; in practice however, busy line managers often seem to prefer external regulations and legislation to simplify their decision making process (Foster & Harris, 2005). This is one of the gaps that seem to exist between the principle, and practice, of diversity in organizations. It is imperative that diversity policies must be strongly anchored to business strategy. The organizational expectations from diversity policy should mandate a shared common vision at all levels. As for the leaders and champions in the human resource department, diversity is seen as a strategic initiative; though for operational managers, it is often construed as rhetoric, and a matter of legal compliance (Maxwell, et al., 2001). A clear distinction between ‘equal opportunity,’ as opposed to the broader percept of diversity, must percolate at all levels through extensive awareness and orientation programs. The transition from equal opportunity paradigm to a more holistic diversity outlook requires change management strategies. Line managers would need continuous training, clarity in policy guidelines, and hand holding in matters related to the sensitive aspects of diversity. At Adecco (Best Business Practices Case Studies), mandatory induction training on non-discrimination and disability inclusion is provided to line managers and staff (European Commission Study, 2005). In addition to training, “Air Products” (another best practice case study), conducts awareness programs through posters, and ‘coffee talks’. Regular diversity reports are hosted on company’s websites and valued contribution of associates towards diversity programs are acknowledged. Training programs at “Air Products” are customized to suit the social and cultural context of the local community. Amongst other best practices reported with regard to diversity awareness and training, are initiatives such as, cross-cultural exchange programmes, language and integration programs, legislative and compliance guidelines, and diversity checklists and tool kits. Sensitizing line managers to diversity issues could also include ‘Partnership Awards’ to recognize their contribution in strengthening diversity programs; ‘Employee Assistance Program’ to assist line managers in covering aspects such as, health and well being of associates, work-life and family care issues (The Office of Public Employment, Victoria, 2000). Monitoring and evaluating progress on diversity implementation is a key aspect. Line managers must get a direct feedback on the outcomes of their effort in the larger strategic context of the organization. Diversity policies should be linked with performance metrics related to: staff morale (satisfaction and stress levels, for example), productivity (work output, sick leave, etc.), quality (aspects of creativity, ideas, solutions, rework, etc.) and customer satisfaction (deadlines, satisfaction, for instance). An example of best practice reported in the European Commission study refers to the ‘Global Diversity Network’ of companies such as, Dow Chemical, Deutsche Bank, Unilever, Barclays etc. that focuses on measuring equality, diversity and inclusion (2005). From the point of view of diversity practitioners, it is important that policies be periodically reviewed, more so, since the nature of job, skills and workforce composition is continuously changing. Organizations ought to be agile, flexible and adaptable to the internal and external environment changes. Commitment on part of line managers and staff needs to be sustained in tune with organizational priorities. Diversity practitioners must particularly focus on developing operational framework for implementing career planning, life wok balance, financial and security needs of associates. The application of diversity policies must be seen as fair, consistent and people-friendly. Frequent workshops, surveys and experience sharing must be encouraged to fine tune the operational procedures. As best practice, companies are encouraging enterprise-wide ownership and accountability for diversity implementation and performance management. The human resource department plays the role of internal experts and consultants, facilitating effective implementation of diversity policies (European Commission Study, 2005). Diversity champions are encouraging action to link diversity practices with performance targets, and make it part of appraisal and reward processes for line managers and staff. Creation of diversity council, and specific task forces to provide thrust in implementation of diversity practices (as is the best practice in IBM), can be a wise strategy for diversity practitioners. It is also pertinent for diversity experts to build an internal-culture change programs for leaders and line managers, and address challenges to foster better appreciation and awareness of diversity policies. Lessons learnt from existing policies and fine tuning them to adapt to the changes must become a continuous process for companies adopting diversity strategies. The positive outcomes arising from diversity initiative must be recognized, rewarded, and branded as part of promotional strategies. It is natural for managers in organizations to experience anxiousness and apprehensions, during the transition from conventional workforce to diversity-rich performing teams. Some turbulence, including costly litigations can be expected, and must therefore, be managed. The best performing organizations thrive on a climate of openness, active consultations, and supportive feedback mechanisms that reinforces the confidence of line managers in handling sensitive diversity issues. More significantly, such organizations have top leadership commitment and work with a definite purpose; transparent policy; robust plan; and well defined processes. Conclusion The differences in interpretation of diversity management, leads to varied perceptions and practices at various levels in an organization, and between the line managers. This to a large extent can be mitigated with extensive awareness and orientation programs, periodic training, clarity in policies and procedures, and through active consultations. In practice, line managers, often get mired with the fear of potential litigation and legal compliance issues over diversity implementation. This makes them defensive in implementing the diversity agenda within the organization. This can be diffused through leadership commitment, organizational openness, and building confidence of line managers through supportive feedback, appreciation and mentoring. Whilst in principle, diversity management would require valuing and managing differences between the individuals, in practice, the fear of legal regulations may often lead line managers to play safe and deliver the sameness in treatment amongst individuals. This would largely defeat the purpose of diversity management, and therefore, diversity champions should provide a robust framework for implementation of diversity, and make a convincingly business case for the organization, that is achievable and sustainable in the long run. References Benson, A. P., Hinn, D. M., & Lloyd, C. (Eds.). 2001. Visions of Quality: How Evaluators Define, Understand, and Represent Program Quality. Elsevier Science, New York. Cook, A., 2007. Diversity - what’s in it for line managers? CSR Insights, Associates of Article 13. Cox, T., Quinn, R. E., & O'Neill, P. H., 2001. Creating the Multicultural Organization: A Strategy for Capturing the Power of Diversity. University of Michigan, Business School, Management Series. Devoe, D., 1999. Managing a diverse workforce. San Mateo, CA: InfoWorld Media Group. Esty, K., Richard, G., & Marcie, S. H., 1995. Workplace diversity: A manager’s guide to solving problems and turning diversity into a competitive advantage. Avon, MA: Adams Media Corporation. European Commission, 2005. The business case for diversity: Good practices in workplace. Focus Consultancy. Focus Consultancy, 2008. Diversity Management in 2008: Research with the European Business Test Panel. Focus Consultancy. Foster, C., & Harris, L., 2005. Easy to say, difficult to do: diversity management in retail. Human Resource Management Journal, 15(3), pp.4-17. Greenberg, J., 2004. Diversity in the workplace: Benefits, Challenges and Solutions. Available at: http://www.multiculturaladvantage.com/recruit/diversity/Diversity-in-the-Workplace-Benefits-Challenges-Solutions.asp Hodges, G., 2008. How to get line management to own the supplier diversity process? Change Agents Inc., Glendale. Kersten, A., 2000. Diversity Management: Dialogue, Dialectics and Diversion. Journal of Organizational Change, 13(3), pp.235–48. Kirton, G., Greene, A. M., Dean, D., 2007. British diversity professionals as change agents – radicals, tempered radicals or liberal reformers? International Journal of Human Resource Management, 18(11), pp.1979-1994. Kochan, T., Bezrukova, K., Ely, R., Jackson, S. E., Joshi, A., Jehn, K. E., et al., 2003. The effects of diversity on business performance: Report of a feasibility study of the diversity research network. Human Resource Management, 42, pp.3–21. Laflèche, M., 2005. The value of diversity in the workforce. Address at the National Seminar on Embedding Diversity in Galleries. Maxwell, G. A., Blair, S., & McDougall, M., 2001. Edging towards managing diversity in practice. Employee Relations, 23(5), pp.468-482. The Office of Public Employment, Victoria, 2000. Managing diversity 2000: Good ideas for managing diversity – Victorian Public Sector. Government of Victoria, Melbourne. Read More
Cite this document
  • APA
  • MLA
  • CHICAGO
(“Equality and Diversity Policies Essay Example | Topics and Well Written Essays - 2250 words”, n.d.)
Retrieved from https://studentshare.org/management/1515513-equality-and-diversity-policies
(Equality and Diversity Policies Essay Example | Topics and Well Written Essays - 2250 Words)
https://studentshare.org/management/1515513-equality-and-diversity-policies.
“Equality and Diversity Policies Essay Example | Topics and Well Written Essays - 2250 Words”, n.d. https://studentshare.org/management/1515513-equality-and-diversity-policies.
  • Cited: 0 times

CHECK THESE SAMPLES OF Equality and Diversity Policies

Line Managers Attitude Towards Equality and Diversity Policies

?? Echoing a sense of concern, Hodges (2008) feels that line managers must be encouraged to appreciate the strategic link between corporate social and diversity goals, vis-à-vis, production, sales, and profitability goals through concrete case studies and examples.... While… practitioners of diversity management see corporate value and business case, in accepting cultural, ethnic, and gender differences in workforce; the degree of ownership amongst the line managers, who are the main touch-points with their team, seem to vary....
10 Pages (2500 words) Essay

People Management: Equality and Diversity Policies

Promoting gender equality is a growing trend and the various Equality and Diversity Policies adopted by companies clearly impact women and assist them in gaining better positions and also job profiles which fit their skills set.... Hence it can be concluded that the various Equality and Diversity Policies that have been developed over the years clearly have a strong impact on women and in most cases this is a positive influence.... Even so, the overall impact of the Equality and Diversity Policies is clearly been extremely effective and has proven to be very successful across the world....
10 Pages (2500 words) Essay

A Practical Guide to Successful Teaching

The author of the current paper states that the teaching and learning environment continues to exhibit diversity and dynamism as the education sector grows and develops to the best interest of all the stakeholders involved.... The education organizational setting is regulated and/or governed by numerous current legislation, among them: equality Act 2010, Race Relations (Amendment) Act 2000, Data Protection Act 1998, Special Educational Needs and Disability Act 2001, and Health and Safety at Work Act 1974 (LSC, 2007)....
7 Pages (1750 words) Essay

Analysis and Evaluation of Current Curricula to Improve Student Learning and Success

Additionally, owing to the size of the institution, the number… However, numerous students have continually complained about the low levels of diversity within the institution, resulting from the fact that the implemented curriculum does not encompass the diversity aspect (Banks, 2006).... As such, this manuscript will assess the curriculum of Centervale University, and evaluate the diversity aspects of the courses, and thereby propose transformational measures, endeavored at improving diversity....
5 Pages (1250 words) Coursework

The Role of HR in Equality and Diversity in the Work Place

nbsp; Notably, Equality and Diversity Policies are related to the key functions of human resource management such as recruitment and selection procedure, and training and development policies among others.... HR is responsible for fostering and promoting equality and diversity in the workplace through various initiatives such as recruitment and selection processes, diversity training programs, policy development, and progression and leadership among others.... Therefore, the human resource function is most likely to hold the main responsibility for the individuals planning within an organization as well as policies concerning equality and diversity issues....
7 Pages (1750 words) Term Paper

Racism in the NHS against BME nurses

Because there are so many ways of getting around antidiscrimination Labor Laws, systematic racism exists in the NHS, hindering the potential of BME nurses, and this will only change if it is done on a societal level.... This paper will research on racism in the NHS against BME… The NHS has relied on health labour from overseas workers from the 1930s with 30% formed of BME groups and out of the 30%, 40% are urses not born within the UK but the lack of historical awareness has led to the failure to address the discrimination this population faces (Snow & Jones 1)....
12 Pages (3000 words) Research Paper

Diversity Management in the UK

The paper first gives a quick overview of diversity management and its importance and then discusses two issues related to line managers and diversity management policies, the first discussion would be about why the line-managers might not have an enthusiastic attitude towards Equality and Diversity Policies.... Diversity management is more about providing equality and implementing diversity opportunities policies.... hellip; By using diversity management policies, organizations hope that accusations of discrimination would be avoided....
10 Pages (2500 words) Research Paper

North Wales Police and Its Equal Opportunity Policy

The policies on equality and diversity of North Wales Police have been evaluated with the help of the equality impact assessment form as given in the Appendix.... Considering the diversity of the population of North Wales, the North Wales Police views the policy of equality and diversity with extreme importance for the cause of support and welfare of the community.... The extent to which the policy has been effective in maintaining equality and fostering good relations could be determined from the response obtained in the equality impact assessment form....
8 Pages (2000 words) Case Study
sponsored ads
We use cookies to create the best experience for you. Keep on browsing if you are OK with that, or find out how to manage cookies.
Contact Us