Human resource diversity management plan for Albany School District

Diversity Profile and Plan -for a public or non-Profit organization.

Description and Overview

In the current scenario, the U.S. workforce has turned out to be more diversified than any time in U.S. history. Efficiency and effectiveness today can be gauged from how employers manage and handle this diversified workforce. The current demographic shift has been caused by the growth in not only Asian but also African-American, as well as, Latino communities. Growth amongst the Caucasian White community has been comparatively slow. The U.S. Census Bureau projects that white population will decrease from 83.1% in 1980 to less than 53% in 2050 as a fraction of the whole population. Similarly, African-American will be 16%, Latino will be 23% and Asian and Pacific Islanders will turn out to be 10% by 2050 (Riccucci and Pynes, 2002).

In the current scenario, the HRDMP (Human Resource Diversity Management Plan) is a proposal for the Albany School District (ASD) and serves as an active document which is designed to stimulate the plan of increasing the organizational capacity, promoting the diversity management principles, and guide practices and decisions which effect equal opportunity.

Diversity in the management is an important aspect that covers policies, practices and system. The opportunities and challenges in managing the processes and people effectively arise more and more with the increase in the diversity of workforce. To document and convey feedback we will evaluate progress and make necessary adjustments, as required. With the help of HRDMP, it is feasible to provide and identify diversified challenges and lay focus of management on them in a systematic manner.

The main purpose of the HRDMP is to create such ways for ASD that by adopting these ways ASD will be a firm. This strategy will empower the agency to assess, monitor and measure the diversity management progress. HRDMP only develops the expectations, and the staff and managers must be involved for the progress of the agency. Senior management, being the trend setters by following the procedures, nurtures such behaviours which help an inclusive and diverse workplace resulting in a more confident staff, who will follow their lead to a substantive progress. The organizational capacity of ASD will increase with the help of successful management of diversify workplace hence, aiding in achieving the mission of the agency.

ASD has a policy that nurtures the equivalent opportunity for its employees and to encourage principles of the diversity management that help in enhancing the level of efficiency and effectiveness of ASD's programs. The objective of strategic business is to seek an increase in the capacity of organization in any workplace making it one of important the concepts of diversity management. Moreover, in such workplace contributions made by all employees are valued and recognized. The core goal of ASD revolves around the formation of a diverse workforce having high-performance skills built on the foundations of trust and mutual acceptance. ASD's policy also aims at recruiting the best possible candidate for the job irrespective of their gender, age, race, national origin, religion, sexual orientation and any other factors which are not relevant from the merit perspective.

The development of a Human Resource Diversity Management Plan is supported by the senior management and the Commission. This helps in making suitable measures for documenting the extent to which agency has achieved its diversity management initiatives and objectives. It basically shows a systematic approach for ensuring sustained progress in the attainment of its diversity management goals, promotion of a discrimination-free environment and provision of equal opportunities to all employees for the effective utilization of their diverse talents.

Section 2: Description of the current work environment

Vision Statement: ASD is an agency catering its employees with equal opportunities for success and valuing them well for enhancing the organizational capacity for attaining the mission of the agency.

ASD's Commitment to Diversity Management:

The paper focuses on prioritizing diversity management for all managers, executives and employees which eventually enhances ASD's ability to carry out its mission. The diversity management strategy of ASD commits managers, supervisors and employees at individual, organizational and group level. ASD's goals consider all the employees in supporting the Human Resource Diversity Management Plan and the objectives pertaining to it. As ASD is committed towards employing highly qualified, diverse, dedicated and effective workforce, the pursuing of this commitment compels it to incorporate new techniques for motivating its employees and developing its staff skills.

The agency aims at building a dedicated, talented and diverse workforce, by educating its employees regarding the core principles of diversity management. It also aims at improving the communication throughout ASD. The agency is also working on motivating the employees to their highest level, in order to acquire the best possible contributions from them. The agency encourages employees to portray their views and suggestions regarding the achievement of organizational and program goals without having retribution threat. In addition to this, the agency advocates respect for individual differences and selection of appropriate candidates regardless of their race, creed, religion, sex and other non-merit factors.

Role of HR Leadership

(Managers and Supervisors)

Leaders are entrusted with the responsibility of fostering desired behavior and leading changes for ensuring that all organization systems, practices and policies are responsive to changes. Leaders need to assure that workplace is inclusive and diversity management principles are well integrated into the organizations operations.

Role of All Employees

Support the principles of diversity management;

Employees are required to respect others in terms of differences and similarities in views, styles and backgrounds. Employees are required to participate well in agency's efforts for fostering greater organizational effectiveness and efficiency by applying the diversity management principles effectively.

Initial Approach

The agency's initial approach towards the establishment of comprehensive diversity management goals and measures is depicted via this Human Resource Diversity Management Plan. It allows for specifically reviewing the accomplishments of the agency at regular intervals. The Plan incorporates up-to-date information of ASD's internal environment and reevaluation is expected to occur every 3 years or as per the needs.

Present steps to improve diversity

Agency leadership basically involves accurately measuring the achievements of the agency as it seeks to achieve its diverse objectives. There have been many recent developments in this particular field, such as employing diversified applicants that led to a much higher diversified pipeline for top management positions, as well as providing them with leadership seminars helped upgrade the capabilities of applicants for senior jobs. It became much easier to assess accomplishments once the upgraded EEO and Management standards were implemented in the performance management system of the Senior Executive Service.

Strategic Plan

The five main goals of a strategic plan are: Safety, Security, Openness, Effectiveness and Management Excellence. The organization should ensure safety for its stakeholders. It should be secured in all aspects. Moreover, culture of openness and idea's sharing should be promoted. All these objectives will help in effectively achieving profitable growth and management excellence.

The goal of Management Excellence is reflected in leadership development, advanced recruitment strategies, management accountability, promotion of discrimination-free environment and in supporting the development and training of staff.

Performance Plan

The performance plan of ASD includes diversity workforce-goals to sustain a high performance, achieving a diversify workplace level and workplace that associates positively with appropriate national labour-market.

ASD's Performance management system connects to diversified management principles via leading people and core qualifications. To imitate the targets of diversity management, the SES managers should comprise of some leadership attributes within their selves. The attributes include: higher motivational level, coaching, personal development, mentoring abilities, effectively communicating with others, building diversity and then demonstrating personal leadership.

Affirmative Employment Plan

There are four guiding principles in the ASD Affirmative Employment Plan that symbolize the principles of diversity management. The first principle deals with a working environment where there should be no discrimination and harassment. Even the people with disabilities are accessible in such an environment. The second principle deals with the policies which give equal opportunity to each and every employee to participate in the process which is undergone to meet the targets. And according to the policies each employee should be assessed in the same manner and everyone should be treated fairly when it comes to giving promotions. As per the third principle, highly competent staff should be hired such that they are in consistency with the national labour market. Furthermore, a supportive and encouraging environment should be provided to the employees. Lastly, the fourth principle talks about appreciation and respect of the employees. It also talks about the welfare of all the employees who are present in the agency. It must also be kept in mind that HRDMP is built on the basis of Affirmative Employment Plan's principles. It includes details regarding the management needs, which are compulsory for creating diversity and making it all real at ASD.

Human Capital Strategic Plan

A number of goals have been established by the agency and these goals are included in the Human Capital Strategic Plan. The goals that are linked to HRDMP include the development of present and future leaders of the agency. Another goal is to strengthen the power of supervising authorities to so that work could be done to meet the expectations of the organization and even proper and timely feedbacks can be given. Another goal that is linked to the HRDMP comprises of a working environment which is free from discrimination and which provides great opportunity to the employees to participate in the achievement of ASD's mission. Another goal is to have strategies for recruiting, retaining and developing innovative employees, who can provide services of high quality.

Office Operating Plan

The activities which are included in the operating plans of the office are consistent with the strategic and performance plan of ASD. Operating plan includes the actions which are to be taken to complete the targets. Many of the areas of operating plans are delineated to show up the diversity and inclusion initiatives.

Identify existing standards to reinforce ethical behaviours

Strategies: For offices usage, examples relating to the strategies of diversity management are made available. The implementation of strategies in offices must contribute in the success of the agency in diversity management.

Goal 1.0 - Hire diversified employees for all the levels

STRATEGIES:

Whenever there are vacancies available and recruitment is taking place then at that time the panel should include people with diverse backgrounds. Relationships should be strengthened with the minority groups (at universities and colleges) and even institutions with diverse populations should be identified. Students along with employees should be served with cooperation and should be encouraged to apply for developmental programs. Emphasis should be given on the development of feeder groups for Senior Executive Service Candidate Development Program and Leadership Potential Program. Moreover, the recruitment strategies should be modified with the passage of time to ensure that the minorities and women rights are not neglected.

The recruitments can be either internal or external. The screening process of the applicants should include pre-employment testing where employers should have the permission to question applicants with regards to their ability to execute job functions; however, they cannot ask about any kind of permanent or temporary disability before offering the job. Furthermore medical examinations ought to be carried out; tests related to physical agility and fitness as well as psychological tests should be taken as well. Lastly, interviews should turn out to be the deciding factor (Riccucci and Pynes, 2002).

Goal 2.0: Development and retention of diverse employees should be promoted so that a working environment that values difference is created.

STRATEGIES:

Strategies should be communicated to the staff members so that no confusion lies between the mission and the diversity management strategy. Individual Development Plans (IDP) and training sessions should be consistent with the missions and organizations priorities. An assessment of organization should take place so that the areas which require improvement can be highlighted as per the diversity management principles. Actions should be taken to work on the areas which require improvement. Areas which require improvement are identified on the basis of employee survey or organizational assessment. Communication should take place between the higher and the lower management so that different ideas are received in relation to the working environment. With the help of effective communication, efforts of diversity management and EEO agency can be promoted. Diversity should also be promoted on major task committees. Where ever the management considers appropriate practices of EEO and diversity management should be implemented. Moreover, a continuous development approach should be adopted by the organization, under which the leadership skills, along with other talents are revised on a continual basis.

Goal 3.0- the diversity of employees at the managerial position should be increased

STRATEGIES:

Under external and internal leadership and executive development programs participation of qualified employees should be there. There should be proper counselling in the organization, so that the staff members are totally aware of what is going on in the organization and what their future chances are going to be. The assessment procedures should also be unbiased so that every individual gets an equal opportunity for promotions, increments, rewards and appraisals. Anything that is acting as a barrier in the employees' path of advancement should be highlighted and actions should be taken in return. Employees should also get exposure to senior managerial posts. Survey identifies any problem that is in existence. For executive development programs and for external and internal leadership, emphasis is laid on the development of feeder group applicants. Management must assure that challenging assignments are given to the employees so that their skills are polished. The application of HRDMP principles should be highlighted which in the SES Candidate Development Program and Leadership Potential Program. For senior positions diversified applicants should be hired. The candidate hired should be qualified, irrespective of his gender, religion, age, race or national origin.