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A good advertisement will demand candidates with a "demonstrated ability to work effectively in a diverse work environment," and there must be an effort to recruit a diverse applicant pool from a wide range of sources, universities, and regions of the country and world (Chapter 12, University of California at Berkley, 2007). Using a panel interview format with a diverse human resources team that is representative of the company creates a positive and representative face of the company. It is also essential that appropriate accommodations are made for disabled applicants.
Within the workplace, a real endorsement of diversity by the leadership is required. More than any other component, if employees do not feel that the leadership takes diversity seriously, they will not take diversity seriously in their endeavors. Clear mission statements reinforcing diverse values, sensitivity training, and creating mentoring and support groups are essential components of managing a diverse workforce (Marquis et al. 2006, pp.6-7). Retention is often the critical failure point for organizations, and groups that provide support for specific ethnicities, people with special needs, women and other demographics can improve both worker performance and comfort levels. Diversity training, though, must encompass all groups, not just the members of diverse populations. Awareness-raising efforts must take place on a constant basis through workshops, company bulletins, expressed company statements, and must be ongoing, not simply a course or two individuals take at the beginning of their tenure at the organization.
Just like all workplace skills, education in managing diversity must be part of the company schedule. Training for workers leaving the country to work abroad at different branches may be necessary, in terms of negotiating cultural differences and communication styles. Providing instruction in dealing with diverse suppliers and sources is another way to foster a truly inclusive atmosphere at the company, and gain valuable and creative exposure to new products and ways...
2006, p.8). And simply having communication seminars in dealing with diverse personalities as well as peoples can improve communication as a whole between employees.
Workplace policies regarding harassment and what constitutes appropriate and inappropriate language must be clearly and unambiguously stated in handbooks and in diversity training seminars. Employees must know the correct channels through which to operate if they feel they have been harassed or are the victims of discrimination. Showing that the company cares and takes such complaints seriously is the best way to avoid long-term legal turmoil regarding such issues. Employees will retain a sense of loyalty and commitment to an organization if they know that it has seriously shown a commitment to managing diversity and diversity's challenges in an effective manner.
Diversity requires long-term cultural changes on the individual and the organizational level. It requires a more global and all-encompassing perspective, and requires a more holistic and synthesized view of how the workplace operates. The skills employees learn through diversity training such as mediating conflict, and empathizing with the perspective of others will serve them well in all facets of their work for an organization. Managing diversity requires work, and may seem difficult at times, but the rewards it brings in both quantifiable and unquantifiable terms make it well worth the effort.
Works Cited
Chapter 12: Managing diversity in the workplace. (2008, June 8). Guide to Managing Human
Resources. University of California at Berkley. Retrieved February 20, 2009 at http://hrweb.berkeley.edu/GUIDE/diversity.htm
Marquis, Jefferson P., Nelson Lim, Lynn M. Scott, Margaret C. Harrell, & Jennifer
Kavanagh. (2006). Managing diversity in corporate America: An exploratory analysis. The Rand Corporation. Retrieved February 20, 2009 at http://www.rand.org/pubs/occasional_papers/2007/RAND_OP206.pdf
Workplace diversity
Works Cited
Chapter 12: Managing diversity in the workplace. (2008, June 8). Guide to Managing Human
Resources. University of California at Berkley. Retrieved February 20, 2009 at http://hrweb.berkeley.edu/GUIDE/diversity.htm
Marquis, Jefferson P., Nelson Lim, Lynn M. Scott, Margaret C. Harrell, & Jennifer
Kavanagh. (2006). Managing diversity in corporate America: An exploratory analysis. The Rand Corporation. Retrieved February 20, 2009 at http://www.rand.org/pubs/occasional_papers/2007/RAND_OP206.pdf
Workplace Diversity "The benefits of diversity cannot be achieved with isolated interventions. To the contrary, a complete organizational culture change is required in order to promote appreciation of individual differences… diversity is a multifaceted reality…" (Martin-Alcazar, et al., 2012) The need for diversity in the workplace has been well established in the literature, but the need for managers and executives to build a culture based on diversity is still on the drawing
Workplace Diversity Cultural diversification is a term that has become very popular in the recent years, especially among the people working in various organizations. A lot of concerns have arisen due to the flow of the immigrants into the major cities of the United States. Due to the arrival of the immigrants and the varying concerns of the people, a lot of human and civil rights organizations have started to ask
They dropped back slightly to 1.5 million in 2002" (Mason-Dreffen 2003). Those increases occurred despite the fact that age discrimination can be difficult to prove, although the Supreme Court had eased the plaintiff's burden of proof (Ormsbee 2002). Song 2001 University of California at Davis professor of computer science, Dr. Norman Matloff, noted that in the IT world, "old" can begin at age 35. In addition, "The market has become
.. A series of symbols used to represent things. [and it is] a process of "coding and then decoding these symbols" (Lewis, 2006). And what must never be lost is that both speaker and listener are stakeholders in the process. Moreover, when the peaceful management of culturally diverse workers is pivotal to the success of a company, it's important to remember that "intention is not a necessary condition for communication,"
The patients are the one that will suffer the consequences in the first place. This will further influence the hospital's image and future activity. Eventually, the person held responsible for any possible damage is the HR manager. The HR manager also has the alternative of reopening the search. But this does not mean that the outcome will be different. It is very unlikely to find a more suitable candidate for
Culture: Workplace Diversity and Managing Differences An Experience of Sexual Harassment Numerous definitions have been put forth to explain the term 'sexual harassment'. I, personally, think of sexual harassment as any form of degrading comments, gestures, or sounds directed at a person on the basis of their sex, even when there is no physical contact involved. A friend of mine had this male supervisor who just wouldn't stop making funny comments --