This paper evaluates a diversity management plan implemented at the People's Bank of Quebec (PBQ) through the lens of the conceptual framework developed by Shen, Chanda, D'Netto, and Monga (2009). After introducing the modern HRM context and the evolution of the workforce, the paper outlines the three-level framework — strategic, tactical, and operational — and applies it critically to the PBQ case. The analysis identifies weaknesses in executive engagement, policy assessment, staffing outreach, and employee communication. The paper concludes with targeted recommendations to strengthen diversity integration at each level of the framework, including improving objective assessment practices and fostering two-way organizational communication.
The paper demonstrates applied framework analysis: taking an established theoretical model and using its components as explicit evaluative criteria. Rather than describing what the case subject did in general terms, the author measures each action against a defined standard (strategic, tactical, and operational dimensions), then generates recommendations from the same criteria. This technique is central to HRM and business case studies at the undergraduate level.
The paper opens with a macro-level context section tracing the evolution of the workforce and the rising importance of diversity. It then introduces and explains the chosen framework before moving into a three-part critique organized by the framework's own dimensions (strategic, tactical, operational). A final recommendations section maps corrective actions back onto those same dimensions. The reference list closes the paper. This five-part structure — context, framework, critique, recommendations, references — is a reliable template for applied HRM case work.
The status of personnel has evolved dramatically over the past century. The foundations of the modern labor force were laid at the start of the Industrial Revolution, when people moved from villages to towns to become factory workers. At that time, however, workers were exploited, underpaid, and forced to work and live in unsafe and unsanitary conditions.
Today, employees in modern companies are protected by legislation, actively recruited by employers, and regarded as the most valuable organizational assets. These changes were driven by shifts in the micro and macro environments, including changing customer needs, environmental pressures, intensifying competition, technological advancement, globalization, and market liberalization. Workplace diversity consequently became a more important issue, and integrating it into human resource management programs grew increasingly essential.
Organizations have since developed and implemented a wide array of strategies regarding their staff members. It is generally accepted that firms should develop and implement strategies based on their own specific features. Nevertheless, the literature offers numerous models and frameworks for how HRM strategies should be developed and implemented.
One relevant example is the conceptual framework created by Jie Shen, Ashok Chanda, Brian D'Netto, and Manjit Monga (2009). The purpose of this paper is to assess a diversity management plan implemented at PBQ through the lens of the Shen, Chanda, D'Netto, and Monga framework.
Jie Shen, Ashok Chanda, Brian D'Netto, and Manjit Monga (2009) set out to reveal how diversity is — and can be — managed through human resource management programs. Their analysis found that both academics and practitioners had focused primarily on equal employment rights and affirmative action, while placing little emphasis on diversity management itself.
"Our review shows that inequality and discrimination still widely exist and HRM has focused mainly on compliance with equal employment opportunity (EEO) and affirmative action (AA) legislation. Our review reveals limited literature examining how diversity is managed in organizations through effective human resource management" (Shen, Chanda, D'Netto, and Monga, 2009).
In response to this gap, the four authors developed their own conceptual framework describing how managers could implement strategies to improve diversity management at three specific levels: strategic, tactical, and operational. At the strategic level, emphasis is placed on building an organizational culture centered on diversity, as well as creating and implementing diversity policies and strategies. At the tactical level, emphasis is placed on staffing, training, remuneration, and evaluation. At the operational level, the focus falls on employee education, communications, workplace flexibility, and the provision of support to help employees achieve a healthy work-life balance.
When she received support to pursue her agenda, the manager had been employed with the People's Bank of Quebec (PBQ) for only one year. Despite this, during that time she had witnessed numerous instances of discrimination and concluded that the lack of diversity integration represented a real problem within the financial institution. She sought to resolve this issue through an integrated approach that included changing mindsets and embedding diversity into the organizational culture (Panaccio and Waxin, 2009).
At an initial level, since both the manager and the creators of the conceptual framework propose an integrated and multifaceted approach, there appears to be compatibility between the two. Nevertheless, a more thorough analysis at the level of each of the three dimensions of the Shen, Chanda, D'Netto, and Monga framework is necessary to draw a well-informed conclusion.
According to Shen, Chanda, D'Netto, and Monga (2009), the strategic approach to diversity management involves developing an organizational culture that integrates diversity while securing the support of executives. Emphasis is then placed on redesigning the organizational mission, vision, policies, and business and HRM strategies to incorporate diversity.
At PBQ, the manager placed insufficient emphasis on attracting managerial and executive support for her plan. Even when this engagement did occur, it happened during the development of the plan rather than before implementation — a sequencing problem that limited the awareness-raising and buy-in needed for success.
A further weakness relates to the manager's handling of HRM policies within PBQ. While she identified instances of workplace discrimination and sought to change relevant policies, she did not formally assess those policies. She should have reviewed both the company's existing policies and their application in practice, in order to establish a more objective basis for her change program.
Within Shen, Chanda, D'Netto, and Monga's (2009) conceptual framework, the tactical level centers on staffing activities, personnel training, remuneration, and evaluation. At this level, the manager's shortcoming was her focus on integrating the existing workforce while paying insufficient attention to attracting new and diverse employees. Specifically, she should have taken a more active role in the hiring process to ensure that incoming employees would be able to support and integrate into the diversity management program.
At the operational level, Shen, Chanda, D'Netto, and Monga's framework emphasizes staff education, networking and communications, flexible employment arrangements, and support for work-life balance. The manager made genuine efforts to implement these measures but fell significantly short in the area of communications. Just as she had failed to adequately communicate with executives during the earlier stages, she also failed to communicate sufficiently with employees at this stage. As a result, staff members found themselves in the middle of a change process they did not fully understand, and consequently resisted it — despite the fact that the program was designed for their benefit.
You’re 68% through this paper. Sign up to read the remaining 2 sections.
Sign Up Now — Instant Access Already a member? Log inAlways verify citation format against your institution’s current style guide requirements.