Discuss About The Diversity Business Rationale For Management.
The topic chosen for this report is topic 3, which is associated with the business concept for diversity management. I have chosen this topic considering the extent to which diversity is widely spreading, especially in modern business (Agrawal, 2012). Diversity has also gained a lot of significance within a concise period. In the modern day, organizations prefer to have a diverse workgroup, to benefit from different schools of thought as well as ideas, which bring about a lot of advantages for the organization. With this in mind, it is highly essential to understand the reasoning behind diversity management. Based on this report, I have also considered the rationale for diversity management, as well as arguments related to it. I have relied on information from journals, and different sources which are available in referencing and associated all business case arguments related to diversity management in CERA. I have also provided a conclusion based on the current workplace environment, focusing on diversity (Bruegel, 2015). This report provides a general overview of how diversity is becoming more significant and meaningful in organizations, as well as what its advantages and disadvantages are towards business in the modern world.
This study is focused on providing in-depth analysis and understanding of the concept of diversity and diversity management. This rationale has been growing at a significant rate in most organizations. Every individual in the workplace has to have an idea of the importance and benefits of the sea aspect (Bruegess et al. 2017). The purpose of the study is to analyses different arguments related to diversity management at CERA, and provide recommendations on the correct course of action towards enhancing effective diversity management practices. CERA, just like any other entity is bound to have a personnel-related issue, and diversity management will help solve such aspects, for the sake of organization effectiveness.
Diversity is associated with the differences which exist either in the workplace or any social setting. Diversity management involves all practices which are used to create a diverse and inclusive working environment (Charlesworth et al. 2012). Successful strategies in the organization help boost the progress of diversity, which in turn, increases the efficiency of the organization. Effective diversity management practices involve the embracement of employee resource groups, encouraging mentorship and sponsorship programs, as well as executive diversity councils for the sake of benefiting from motivation driven results.
Diversity management plays a significant role in the process of recruitment and selection in every organization. There is a need for every organization to ensure that stereotyping as well as discrimination is eliminated in the recruitment of personnel in the organization (Cope & Kalantzis, 2016). The most important practice is to value the differences between individuals and more so, getting to understand the positive benefits associated with the employment of a diverse range of personnel. Taking a positive look at diversity allows the project management in every organization to select the best personnel for the job. This is based on merit only; hence bias is also eliminated in the process. Aspects of disability, gender and race are, therefore, regarded irrelevant especially in determining the ability of individuals to perform in the organization. Employers that embrace diversity management in the organization have a higher chance of selecting the best employees for the job and enhance progress in the organization. Everyone is different, and this can only be realized where employers take a keen interest in recruitment, retention, and engagement of talent to sustain and improving business performance.
Diversity management is, therefore, directly related to the recruitment and selection process of personnel in the organization (Cope & Kalantzis, 2017). With diversity management, the equality act of 2010 is bound to be upheld. The act is focused on the protection of people in employment, who are vulnerable to victimization, harassment, and discrimination in the organization. Employers need to be more open-minded, to ensure that every individual is accountable for their actions and more so, that the employee selection process is free from bias. Having a diverse team in the entity is bound to enhance increased productivity, which will be facilitated by idea sharing, increased workplace cooperation, and understanding and appreciating others strengths and weaknesses respectively. Successful multinationals have identified the benefits of diversity management, a practice which should also be significantly adopted at CERA. With the application of diversity management concepts and principles, increased productivity will be realized, as well as reduced workplace conflicts (Dickens, 2009).
The recruitment and selection processes at CERA evidently, need to be reviewed. The organization is used to implementing practices that everyone else is embracing in the industry. Hence the entity ends up not benefiting from a wide range of experiences and perspectives on management. Change is a common aspect in positively impacting the human resource in every organization. Diversity in the organization cannot work without inclusion (Dickens, 2010). Management in CERA ought to recognize that a diverse workforce includes people of color, women in specific job positions, LGBT groups, and other different individuals with different backgrounds and orientations. There is a need to recognize the gap that exists especially in leadership, behaviors and the capability to practice best human resource actions. Diversity and inclusion are in most cases, lumped together. Diversity will always have everything to do with representation. Without inclusion, the most critical connections which attract diverse talent to the workforce and encourage participation to foster innovation will not happen, which will end up affecting the growth of the organization. Diversity alone, however, does not drive inclusion in the organization.
Without inclusion, diversity cannot always work. Therefore, embracement of diversity management practices has first to come in, and inclusion follows for increased efficiency in the organization. The recruitment and selection practices at CERA need to be made more transparent and clear, especially to attract broader pools of talent and encourage suitable applicants. The process should also help in the selection of the right people, to support the goals of the organization in general (D’Netto et al. 2014). From the case at CERA, making rush judgments is the beginning of the detriment of any entity. Therefore, issues related to human resource recruitment and selection should be well handled and at the same time, considered from different angles. CERA needs to look into building relationships with different cultural groups, and organizations which are focused on working with diverse communities (Cope & Kalantzis, 2016). The entity could consider contacting the local immigrant service agencies and international recruitment agencies.
This way, it will be easier to bring in new and diverse talent into the organization. In this case, vacant positions at CERA will be advertised in different platforms including community boards, service agencies, cultural community groups, newsletters, newspapers, and organizations which work with diversity strategies, and have realized the success of the same (Van & Lievens, 2009). Such practices and efforts need to be extended beyond the standard online and sector-specific job boards. The recruitment and selection process at CERA, should, in addition, be associated with professionalism, and skilled management for the sake of absorbing only those suitable for the job (Doherty, 2010). The goals of the human resource docket should be wholly aligned to those of the entire organization, which will lead to increased efficiency in the long run. Finally, the management should be ready to proactively deal with issues facing the recruitment and selection process for increased effectiveness.
Types of business rationale Arguments regarding Workforce Diversity
The demographic business case arguments are keen to emphasize the fact that workplace diversity is inevitable, considering the trends in labor supply and workplace interactions. Diversity is becoming increasingly common especially among consumers, suppliers, and competitors in the organization. According to the demographics business case argument, every organization can leverage its diversity to achieve the desired outcome, based on cost and resource acquisition (EOWA, 2009). The cost argument under this concept argues that the presence of women in the workplace as well as other minorities has to be adequately managed. These costs can be direct or indirect, and organizations that manage to leverage such costs will be able to remain competitive in the long term (Cope & Kalantzis, 2016). The resource acquisition context argues that organizations that can retain women and minorities in the workplace, and engage them in different activities will gain a competitive edge in the market.
In other words, a workforce that embraces a diverse setting should improve marketing capabilities, be able to meet all needs of the consumers, and positively represent the organization in values diversity. Business case arguments that are centered on the promotion of diversity have a positive impact on the human resource function of very organization as well. Better decisions are made, and motivation is also increased continuously, for the sake of overall performance. At the organization level, diversity is still upheld especially where all elements of bias are eliminated, and professionalism is embraced in the long run (Fine, 2015). Every manager needs to consider the long-term objectives of the organization, rather than remain focused on executing personal interests while hurting the interests of others and the organization at large. Appreciating the weaknesses of others, and learning to boost strengths will help the entity grow at a faster rate rather than sticking to stereotyping, which affect the overall operational effectiveness of the entity.
The superior outcomes argument places a lot of emphasis on the importance of harnessing the positive aspects of diversity in leading and management. According to this argument, organizations can be able to leverage diversity in the workplace through making the most out of what individuals contribute towards the entity (Gerxhani & Koster, 2015). The positive elements of diversity have been classified into two; diversity perspectives and the competencies related to culture. Based on perspectives of diversity and attitudes, some researchers are keen to consider that problems are bound to exist, especially where the group is coerced into a process which may lead to the development of different alternatives. The argument has been related to elements of skill set, organization tenure, age, occupation and the position of individuals in the entity. Cultural competencies, on the other hand, are considered to dictate the level of flexibility among individuals, and the creativity when it comes to thinking (Holterman, 2015). Cognitive abilities of different personnel differ, based on gender, race, and ethnicity.
Conclusion
CERA, just like any other entity in the modern world, ought to be focused on proactive outreach and recruitment efforts, which are deliberately focused on increasing the practices of diversity in the organization, and supporting entities while engaging the audience (Kluemper & Rosen, 2009). Management of diversity is highly associated with the promotion of the organization as a viable place to work. Once a talented workforce is aware of the excellent and flexible working environment, this will help attract more talent and skill, from different dimensions. There is also a need to work towards partnerships with different nonprofits in the case of CERA to increase its favorable profile in the entire industry and the labor market (Pathak, 2015). The organization needs to have clear and transparent policies focused on fair and non-biased hiring procedures. Workplace effectiveness is not only centered on increased efficiency of personnel but what the workforce is made up of. Diversity and diversity management practices may be considered costly for entities, but the related benefits which are long-term, also need to be considered while making recruitment, and selection decisions in the hiring process (Nga & Sears, 2010). The success of CERA is substantially determined by human resource practices, with the most evident being diversity management strategies employed for the effectiveness of the organization.
References
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Bruegel, I., Perrons, D. (2015). ‘Where do the costs of unequal treatment for women fall? An Analysis of the incidence of the costs of unequal pay and sex discrimination in the UK’ in Humphries, J., Rubery, J. (eds) The Economics of Equal Opportunities, Equal Opportunities Commission, Manchester, pp. 55–175.
Burgess, J., Henderson, L., Strachan, G. (2017). ‘Work and family balance through equal employment opportunity programs and agreement making in Australia’, Employee Relations, 29(4), pp. 415–431.
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Doherty, R. (2010). Getting social with recruitment. Strategic HR Review, 9(6), 11-15.doi:10.1108/14754391011078063
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