FBLU030 Business Administration

The organisation actions, which is particularly, aim towards the promotion of increased inclusion of employees coming from different background into the organisational structure, from specific programs or policies is known as Diversity Management. The organisation adopt these strategies for diversified management, in order to respond to the even growing diversity within the workforce of the organisation, around the globe. With the advancement in the technology, many companies want to hire and organise a team of employees from all over the glove and even in different time zones. (Ohunakin et al., 2019) In response to that, many companies has created this diversification specified policies and programs to increase the employee’s inclusion and their promotion along with their retention who belong from a different culture or background. In order to create an environment, which welcomes different individuals from different background, the companies have been focusing to create policies and programs, which will fulfil the previously present lack of access to the employment along with the lucrative job opportunities. (Franken, 2015)

With the globalisation of world’s economy and multinational companies spreading their operations have bought on the concept of diversity within the workforce and made the concept called the diversity management. This form of management does not only focus on the workforce heterogeneity in a particular country, it focuses on the entire workforce composition across the globe. (Squires et al., 2018) There are two different types of diversity management namely, the intra-national diversity management and cross-national diversity management. Intra-national diversity management means a workforce is managed where the citizens or the immigrants are in an individual nation. The program solely focuses on giving opportunities of employment to the groups, which are minor or have immigrated. For example, a company based in the United Kingdom, can adopt programs and policies, which solely wants to improve the opportunities of employment towards the minor ethnics groups in the country. Cross-national employment diversity management, on the other hand, refers to that workforce management which consists of citizens from across the globe. It may include the immigrants from different places, who are seeking for employment. For example, a United Kingdom based company with its branch all over the world can create this diversity program and policies, keeping in consideration the cultural and legal laws present in the host countries, along with the potential employee’s lifestyles. (Ashikali & Groeneveld, 2015)

Diversity Management must be a voluntary organisational activity, which must be implemented from a sanction of diversified management. The entire process is self-initiated from the organisations’ part who wants a workforces belonging from different regions, ethnicities, demographics and nationalities. Although, there is no legal rules and regulations for such implementations of policies and programs or any form of coercion from government’s part, however, they try to encourage the company to move ahead with a much-diversified workforce. Previously, the companies were not open to the possibility of opening their companies’ doors for a diversified workforce and was even views as a constraint from law. (Kemper, Bader & Froese, 2016) Now, they are using this as strategy to diversify and get to the potential of all the employees. This will provide the company with a competitive advantage in that particular industry. Allowing employees from different background with bring their talent as well as skills in the business. An organisation can only serve better, if it is in possess of diversified workforce, because it will help the business to understand the need and wants of the consumers better. The legal and affirmative target actions only considers a specific group while diversity management provides a much broader definition for the diversity metrics. It is inclusive of all those groups, which have faced rejection from multiple sections of the society. (Koellen, 2019)

However, an organisation just cannot decide to implement these policies and program. They must find the best practices to keep a competitive business advantage along with capitalising the diverse workforce potential. For the best practices of diversity management commitment from top management, identification of new talent pools, providing safer avenue for diversity related issues, including diversity in the company’s objectives and making clear distinction between affirmative and diversity related actions. (Zapata-Barrero, 2015)

The first and foremost requirement for creating an inclusive working environment is a strong commitment from the top-level management. The diversity in workforce concept can only be adopted with the vision is shared within the top management of the company. Top-level management consist of senior executives of the company who are in charge of creating and forming any policy or program. It must be in their mind-set to promote workplace diversity, in order for them to formulate a plan. If there is a failure in the commitment of senior executives while implementing a diversification strategy, then the overall procedure will have the changes to fail or might face challenges. (Becker, 2016) The second requirement for creating a diversified workforce is the identification of pools of the talents. In today’s world, individuals are leaving the workforce more than being hired, in order to deal with such a situation the organisations must opt for much fresh talents. Usually companies hire from competitors’ ex-employees, graduate universities in order to recruit the best talents. By looking beyond the traditional sources of recruitment, companies can explore numerous talent pools such as military veterans, minor ethnic groups and talent from across the borders. It can be beneficial to the company to hire individuals with diverse set of skills, as it will be able to provide quality services to the consumer base at global level. (Holck, Muhr & Villeseche, 2016)

The third set of skills is providing a safer place for dialogue on the issues relating to diversity. Employees from minor background must be provided with more than enough resources in order for them to communicate and connect, in a much safer avenue. It is natural for the minority individuals in the workplace environment to feel isolated, which might later result in major increase in employee turnover. A safe space for networking and mentorship, along with socialising helps in enhancing engagement of the employees and improves their performance level. An organisation can only be successful when it is operated by successful staff and alongside mentor the new employees. (Ashikali & Groeneveld, 2015) The fourth requirement is to implement diversification plans as one of the important objectives of the organisation. It is necessary for the company to make announcement regarding their diversification plan and that they are accepting potential employees from all over the globe. The company through those staffs who take part in the voluntary support, in order to provide support to the awareness platform for HIV and AIDs. The organisations can even provide sponsorship in order to provide support to the underrepresented and vulnerable part of the population. By offering sponsorship, scholarship and internship to these minor ethnicity groups. (Dennissen, Benschop & van den Brink, 2020)

The fifth requirement is to make the difference between the affirmative and diversity actions clear. Many governments of various countries have made it semi-mandatory to give clear opportunities to the women and other minor ethnic groups. Such affirmative actions may promote the nature of diversification; however, it is not voluntary on the organisation’s part. The organisation much clearly distinguish between the affirmative active influenced by the government and self-voluntary actions for diversification. It is believed that diversification process is a proactive process rather than a reactive process. The change must be portrayed from within the organisation, by the inclusion of individuals from different cultures, believes, backgrounds who will contribute to the work style range, thoughts and perspective. This inclusion will further result in improvement of efficiency and creativity encouragement in the development of products and services. (Schwabenland & Tomlinson, 2015)

Organisations can receive immense advantages by implementing policies and programs for the diversification plan and possessing a diversified workforce. Diversified employees who belong from variety of backgrounds can provide creative and new ideas regarding the operation of the business or development of products and services, as their perspective will be new and fresh and will be able to provide experience in variety of cultures.  A diversified workforce in an organisation has the ability to target the demographic segment of any territory they are operating in and will be able to have a better understanding of the products and service, which is needed or wanted among them or some products or services, which will move them. A diversified workplace will be able to contribute more into the alignment towards organisational culture, which consist of the maximum demographic break up in the United States. Since, there will be better products and services with the inclusion of thoughts and idea from employees belonging from variety of cultural and ethical background, the rate of customer satisfaction will marginally increase. (Kalargyrou & Costen, 2017)

Several organisation have their own diversification department solely dedicated to look after the entire employment life cycle of these diversified employees because it is essential for the success of the organisation. A proper diversity management will help the company in promoting the target group understanding who belong from different background.  It will make sure that service provided to the customer will be of impactful and successful along with that it will allow the organisation to enhance their innovative drivers. (Kim & Park, 2017) By having enough knowledge from these groups of people, the company can provide better information to the research and development and can have an optimised decision making process because there will be inclusion of different perspectives. It is will benefit the organisation to have a diversified workforce, as in today’s generation many companies are adopting these measures and want to associate with those companies or suppliers who have such diversified programs and policies as well. This will help the organisations to achieve new relationship in business and have partnerships. Such policies and programs will even help the companies to enter the global or international market, as even the host country will appreciate such diversified steps, which will provide employment opportunities to the potential workforce of the host country. (Joshi Pant 2015)

However, as important is diversity management to an organisation, it is even more important to implement the policies and programs in the right way, otherwise, they will backfire to the organisation itself. Proper implementation and according control and supervision of the programs and policies is required. Management coaching on several cultural specific challenges can be discussed; advertisement addressed by a cultural adapted employee will be able to act as a better communication strategy, along with it there must be result cross-department projects, equal opportunities representatives must be deployed, conducting language courses, dealing with stereotypes by implementing awareness-training programs. It is necessary for all the levels of the management to make their contribution in order to implement a diversification system. (Knights & Omanović, 2016)

References

Ashikali, T., & Groeneveld, S. (2015). Diversity management for all? An empirical analysis of diversity management outcomes across groups. Personnel Review.

Ashikali, T., & Groeneveld, S. (2015). Diversity management in public organizations and its effect on employees’ affective commitment: The role of transformational leadership and the inclusiveness of the organizational culture. Review of Public Personnel Administration, 35(2), 146-168.

Becker, M. (2016). Was ist Diversity Management?. In Managing Diversity (pp. 291-317). Springer VS, Wiesbaden.

Dennissen, M., Benschop, Y., & van den Brink, M. (2020). Rethinking diversity management: An intersectional analysis of diversity networks. Organization Studies, 41(2), 219-240.

Franken, S. (2015). Personal: diversity management. Wiesbaden: Springer Gabler.

Holck, L., Muhr, S. L., & Villeseche, F. (2016). Identity, diversity and diversity management: On theoretical connections, assumptions and implications for practice. Equality, Diversity and Inclusion: An International Journal.

Joshi Pant, J. (2015). Challenges in Diversity Management: A Case Study of MediHealth Systems. South Asian Journal of Management, 22(1).

Kalargyrou, V., & Costen, W. (2017). Diversity management research in hospitality and tourism: past, present and future. International Journal of Contemporary Hospitality Management.

Kemper, L. E., Bader, A. K., & Froese, F. J. (2016). Diversity management in ageing societies: A comparative study of Germany and Japan. management revue, 29-49.

Kim, S., & Park, S. (2017). Diversity management and fairness in public organizations. Public Organization Review, 17(2), 179-193.

Knights, D., & Omanović, V. (2016). (Mis) managing diversity: exploring the dangers of diversity management orthodoxy. Equality, Diversity and Inclusion: An International Journal.

Koellen, T. (2019). Diversity management: A critical review and agenda for the future. Journal of Management Inquiry, 1056492619868025.

Ohunakin, F., Adeniji, A., Ogunnaike, O. O., Igbadume, F., & Akintayo, D. I. (2019). The effects of diversity management and inclusion on organisational outcomes: a case of multinational corporation. Business: Theory and Practice, 20(3), 93-102.

Schwabenland, C., & Tomlinson, F. (2015). Shadows and light: Diversity management as phantasmagoria. Human Relations, 68(12), 1913-1936.

Squires, V. R., Dengler, J., Hua, L., & Feng, H. (Eds.). (2018). Grasslands of the world: diversity, management and conservation. CRC Press.

Zapata-Barrero, R. (2015). Diversity Management in Spain: New dimensions, new challenges. Manchester University Press.

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