Reviewed articles: synthesis and analysis of current research

¶ … Best Practices Overview

According to a recent report conducted by the United Nations, the criteria utilized to identify best practices in managing diversity and complexity include identifying which practices (1) have the ability to enable the most success over a designated length of time, (2) produce results that are capable of being measured qualitatively or quantitatively, (3) help develop positive outcomes that include improved customer satisfaction or some other definitive impact on an organization, (4) are innovative and flexible (5) are transferable or replicable to multiple environments with or without modification and (6) provide meaningful improvements and prove meaningful to organizations when benchmarking data (Reichenberg, 2001).

Best practice identification is vital to provide organizations with successful paradigms they can use to develop their own practices and procedures with respect to diversity and complexity management in multiple business environments (Reichenberg, 2001).

Managing complexity and diversity are key to organizational success and provide a framework for creating culture and divergent perspectives within an organization.

Best Practice #1

Providing diversity training to all members of the workforce, including managers but also extended to all levels of the workforce (Reichenberg, 2001; Ellis & Sonnenfeld, 1994). Diversity training must also be incorporated into mentoring programs and in leadership training as well as "management by results" programs (Reichenberg, 2001:2).

Industry example

The City of St. Petersburg Florida is an example of an organization that has successfully implemented this best practice, currently requiring all top managers and personnel to attend an eight-week seminar on managing complexity and diversity, and promoting diversity training and awareness programs throughout the city (Reichenberg, 2001).

Advantages

Training helps build sensitivity in the organization and improve job performance; it helps employees become more sensitive and encourages them to achieve excellence in the workplace (Gilbert & Ivancevich, 2000).

Disadvantages

Training can be costly to implement (Ellis & Sonnefield, 1994). Manager must also be consistent with training programs and document attendance and the results of training, which can take time away from other important job functions when not handled efficiently (Beekie, 1997.

Best Practice #2

Best practice number two includes promotion of diversity through programs that influence the value of differences (Reichenberg, 2001; Morrison, 1992).

Industry Example

An example of an organization currently adopting this practice is the State of Washington, which over the last 14 years has worked to increase the ability of mangers to handle complexity and diversity on multiple levels, including by introducing a program entitled "Day on rather than day off" where employees volunteer time for public service events that promote diversity (Reichenberg, 2001).

Advantages

Employees are often eager to participate in programs that promote ethnic diversity and encourage sensitivity in the workplace in a fun and entertaining manner (Graves, 2003).

Disadvantages

Many employers see the potential of such programs but are unwilling to take the effort to implement them, or fail to recognize the need for such programs early enough and hence avoid reaching out into the changing demographics represented in the workplace to promote multiculturalism (Graves, 2003).

Best Practice #3

Best Practice number 3 includes establishing annual diversity plans and including diversity performance in the review process and development programs for both leaders and employees (Landsinger & Deanne, 2005).

Industry Example

An example of a company successfully implementing this approach in Anheuser-Busch, who includes diversity analysis and participation as part of the annual performance review process. The company evaluates employees on their commitment to diversity programs and evaluates leaders on their approaches to managing complexity and diversity (Landsinger & Deane, 2005).

Advantages

Most companies participate in the annual performance review process thus incorporating diversity issues into the routine would for most companies merely be a matter of changing procedures or instituting new policies and procedures (Morrison, 1992).

Disadvantages

Some employees or members of management may be resistant to certain performance evaluation members and may fear that they will have to engage in activities above and beyond the call of duty to ensure a fair evaluation (Morrison, 1992).

Best Practice #4

Best practice number 4 includes providing an environment that promotes diversity and appropriate management and professional development in the field of recruitment and retention (Reichenberg, 2001; Dell, 2005).

Industry Example

Dell Corporation is an example of a company currently following this practice. The company currently prides itself on its efforts to reach out to minority and women candidates and promotes its varying relationships with multiple diversity job boards (Dell, 2005).

Advantages

Companies are currently scrambling to recruit diverse practices (Aronson, 2002). The more diversity is naturally incorporated into the selection and recruitment process, the easier a time corporations will have managing complexity and diversity and establishing an competitive edge in a diverse and international business environment where more and more organizations are promoting multiethnic causes (Aronson, 2002).

Disadvantages

Targeted recruiting is difficult without commitment from management in the form of time and enthusiasm (Williams & Willis, 2002). It is often necessary for the organization to also enlist the support of the community, which may or may not be easily depending on multiple factors including the community's attitudes and demographics (Williams & Willis, 2002).

Best Practice #5

Best Practice number 5 is creation of an accountability program that holds managers, team members and executive staff accountable for managing complexity and diversity (Aronson, 2002).