Human resources practices for workforce diversity in organizations

Human Resources

Diversity in Organizations

Workforce diversity recognizes the truth that people differ in many ways, noticeable or unseen, mainly age, gender, marital status, social status, disability, sexual orientation, religion, personality, ethnicity and culture. HRM is a set of distinct actions, tasks and procedures that are aimed at drawing in, directing and continuing an organization's human resources. The HR function has grown considerably over the past few decades and now covers the whole range of people management processes. There are dissimilar views about the nature of HRM and there exists a massive variety of HR practices accepted by various organizations. Nonetheless, it is broadly accepted that the key practices of HRM include recruitment and selection, training and development, performance management and pay (Shen, Chanda, D'Netto & Monga, 2009). In order for a company to be successful they must have a workforce diversity program in place (Kramar, 2010).

Recruitment and Selection

Human resource managers typically bring people into the company and promote workers who fit or have values like those of the decision makers. Human resource professionals and line managers who recruit and interview job seekers in a multicultural workforce need to be conscious of the ways in which the interviewers' viewpoints, attitudes, and stereotypes influence interview behavior (Shen, Chanda, D'Netto & Monga, 2009). To facilitate the external recruitment of diverse employees, Peoples Bank of Quebec proposes the following processes:

Set up a process to facilitate recruitment and selection of employees from minority groups

Improve the visibility and image of the Bank in minority groups

Train managers on the staffing and recruitment policies as well as the selection tools which promote diversity (Panaccio & Waxin, 2010).

The banks plan is very good in that they are proposing to train their managers in regards to the recruitment policies and the selection tools that they will have access to. An additional training that needs to take place is that of actual interviewing techniques and processes. It is very helpful if those people who are conducting the interviews actually know who to conduct one.

Training and Development

High quality diversity awareness training is one HR function that improves the effective incorporation of diverse group members. Awareness training builds a widespread understanding of the value of diversity, assisting in building social unity so that it improves individual and organizational outcomes (Shen, Chanda, D'Netto & Monga, 2009).

To facilitate the training and development of diverse employees, Peoples Bank of Quebec propose the following processes:

Develop a training program on equity and diversity in the workplace and train managers and employees (Panaccio & Waxin, 2010).

The banks plan to implement a training program on equity and diversity is a very good idea. There needs to be a common understanding of what diversity its and how it can help to enhance a company. They need to make sure that everyone attends this training, not just managers and supervisors. This needs to be mandatory for all employees including new hires.

Discussion

Employers have begun to make diversity part of their employer brand in order to attract and retain workers. They have started to have a careful and thoughtful, all-inclusive approach to attracting, recruiting and engaging diverse workers and really try to make sure the processes that have are comprehensive. Diversity is becoming more and more important to prospective and current workers. At the Toronto-based RBC Financial Group they have put into place four resource groups for employees:

Reach (for people with disabilities)

Royal Eagles (for Aboriginals)

Pride (for lesbian, gay, bisexual and transgendered people (LGBT)

Mosaic (for visible minorities and new Canadians).

These programs were fashioned in support of recruitment, retention and engagement strategies. They feel that it is very commanding to be able to reach out to peers and colleagues to better understand what's going on in the organization. These groups help both with personal and professional development of their workers (Klie, 2009).

Conclusion

Organizational investment in and commitment to diversity is a process that is fluid, demanding and potentially lengthy. But it has significant benefits, including improved organizational ability to attract and retain workers, and to address the needs of promising client and customer bases. Additionally, workers are more likely to feel motivated and engaged if they distinguish that their skills and knowledge are valued (Marshall, 2010).

Diversity is about culture alteration, service enhancement and equality of opportunity. It benefits everyone inside and outside the organization. Diversity is basic to any successful company. Respect for diversity must be second nature and part of the everyday culture. There is a moral imperative to offer a fair opportunity for everyone to realize their potential and to be respectful of others. Diversity is a business benefit. Embracing diversity strengthens any company, as it advances the work environment for everyone, it augments the pool of talent available and it positions companies to face the up-and-coming challenges that lay ahead (Marshall, 2010).

The business imperative says that companies that take advantage of on diversity are better positioned to succeed and provide better services more effectively and to have a more engaged and productive labor force. A diverse organization is better able to recruit, select and train the best talent from a diverse population. It promotes new ideas for improving services and responding to the needs of many dissimilar communities. It supports and recognizes the contribution of all its workers. The essential cultural change will not happen through a single event or initiative. It requires attentiveness, fortitude and continuous effort over time. It will require an engaged, innovative workforce that embraces and supports its diversity (Marshall, 2010).

To recruit and retain the best and the brightest, companies need to tap into the talents of a diverse workforce. As businesses lose an increasing amount of their existing workforce to retirement in the next few years, progressive companies will develop and put into practice a succession plan. To engage the workforce and develop the full potential of every worker, companies must provide career occasion sand a work environment that encourages the best from everyone. People with dissimilar backgrounds, orientations, skills and experiences need to feel a sense of inclusion. That means getting rid of discriminatory practices, such as systemic requirements that unintentionally block some groups from a fair chance at recruitment or promotion (Marshall, 2010).