Aiming at Greater Workforce Diversity within LOCOG - Coursework Example

ID Word count 1302 Aiming at greater Workforce Diversity within LOCOG Table of content Introduction................................................................................................................2 2. Importance of workforce diversity..............................................................................2 Enabling an organisation to reflect on clients’ makeup...............................................2 Promoting innovation..................................................................................................3 Increasing organisation’s turnover and cohesiveness.................................................3 Eliminating organisational clash with government or workers union........................4 3. Human resource management contribution to workforce diversity...........................4 Increasing competition and justice in Recruitment....................................................5 Rewarding employees................................................................................................5 Developing SMART goals........................................................................................5 Developing outplacement support............................................................................6 4. Conclusion................................................................................................................6 5. Bibliography.............................................................................................................7 Aiming at greater Workforce Diversity within LOCOG Introduction Diversity in an organisation is an admirable attribute because it creates various opportunities of handling challenges of the organisation. Workforce diversity is evident in an organisation when practices and policies of an organisation consider other approaches to service delivery other the prevailing constituency (Shen, et al., 2009, p. 235). Human resource management theorists attribute organisations’ success to workforce diversity. The idea behind this argument posits that employees’ contribution to the organisation contributes to success. Organisation practices, which include promoting and hiring, must consider avenues, which will bring success to the organisation. Workers demonstrate professional attributes when exposed to environment where their services are relevant (Mannix & Neale, 2005, p. 32). The objective of LOCOG is to offer effective services to clients. The relation between the objective and the span of organisation life demands that it must create an environment, which steers it towards achieving its objective as well as satisfying the employees. Importance of workforce diversity Workforce diversity will enable LOCOG to reflect of clients make up because the organisation’s obligation is to deliver services to multicultural society. For example, Olympic Game fans would come across the globe. The workforce of the organisation must demonstrate that they can service interest of multicultural community. Language factor with respect to employability is an aspect that the organisation must address. The organisation must gear up to global competition. Sourcing of the workers should reflect on global image. Firms offering services in multicultural environment must source employees with multicultural abilities because it would enable the firm to project global image (McCuiston, et al., 2004, p. 75). Innovation is an aspect that LOCOG cannot afford to ignore. The proficiency to develop novel ideas for the firm would come from a diversified workforce. Studies show that homogenous organisations fail to project diversified approaches in handling their challenges because of the commonness (Mannix & Neale, 2005, p. 35). The commonness limits organisation progress because all workers would be thinking in the same way. Societal influences contribute to an individual performance. Many organisations insists on given duration of experience because it has been proved scientifically individual’s exposure to a given habit would define the effectiveness of the person (McCuiston, et al., 2004, p. 77). For instance, workers use challenges they meet while practising to develop new techniques of handling problems. The same analogy applies in any organisation that source for employees or anticipating displaying uttermost performance. LOCOG has to recruit workers from varied environments. This would create an environment that embraces cultural diversity. The employees will use the opportunity created by diversified workforce to generate solution to challenges. Workforce diversity contributes to high organisation turnover and cohesiveness. The measure of organisation viability is its turnover. Glass ceiling is a threat that the organisation is likely to face when it does not create opportunity for diversification. Studies conducted in homogeneous firms suggested that glass ceiling demoralises employees (Mannix & Neale, 2005, p. 36). When an employee stagnates in a single position, morale to contribute to company success ceases. Environment that alleviate glass ceiling are common in diversified organisation. HR Theorists regard glass ceiling as a barrier to organisation performance because it influences perception of the employees with respect to organisation goals (Shen, 2009, p. 241). LOCOG need to open its workforce because some of the challenges that the employees would meet are peculiar to their world. The peculiarity of working environment demoralises especially when working environment of the organisation does not have modalities of introducing new techniques. Diversifying workforce of LOCOG eliminate instances of clash with government or unions. Labour laws dictate modalities that organisations should adopt. Overlooking these modalities means calling for legal suites or union battles. Moreover, LOCOG span of service is limited to the objective that it seeks to deliver. The workforce of the organisation should demonstrate observation to government requirement (Mannix & Neale, 2005, pp. 35-36). The essence of government policies is to advance human integrity and observation of law as provided in the constitution. Some firms demonstrate gender discrimination that is contrary to provisions that create these organisations. HR contribution towards workforce diversity Human resource department is responsible for organisation culture. The culture of an organisation depends on the following processes recruitment, flexible terns of service, promotion, setting goals, and embracing technology (LOCOGPGL, 2010). Recruitment drive LOCOG should foster a culture of diversity through opening job windows for people across the globe. Policies guiding the recruitment process are very crucial to the organisation because they would influence the outcome of the recruitment. LOCOG recruiting policies should create an option, which will enable individuals from diverse environment to take up the positions. Recruitment exercises rely on policies set by the organisation especially when vetting positions that are instrumental to the organisation. However, this should not mean that some positions are needless in the organisation. Recruitment of volunteer should demonstrate justice. Just services promote the interest of the organisation as well as opening other avenues for the job seekers. Successful organisations conduct competitive recruitment exercise because it enables them to source talents from able personnel (McCuiston, et al., 2004, p. 82). For instance, volunteers who wish to join LOCOG should demonstrate understanding in their respective career choices. Offering opportunity to individuals with inadequate knowledge would plunge the organisation into mess. The mandate of LOCOG would last for a short period. This means it has to recruit volunteers who are able to serve for the specified period. Organisations usually demonstrate their acknowledgement to their employees through rewards. LOCOG is not an exception. HR should devise a just policy for rewarding the volunteers of the firm. Employees usually contribute organisation activities differently. For instance, some people will contribute mentally while others will contribute physically. The most important aspect of the two categories is the teamwork that they would display. In most cases, HR department create opportunities for their employees to develop creative ideas to steer the organisation. These activities motivate the employees contributing to organizational success (LOCOGPGL, 2010). The essence of diversity is combination of unique characteristic to achieve the organisation goal. Functional human resource has goals, which the department expects the employees of the organisation to deliver. For example, LOCOG aim is to contribute effectively to the success of Olympics. The goal set by the HR department should reflect on the above aim. Integrating the human resource goals with the organisation’s goals would enable the firm to realise its objective. Theory of goal setting posits that success of an organisation is a measure of goals achieved (McCuiston, et al., 2004, p. 74). The organisation cannot claim success when it does not a bearing that gauge performance verses failure. The focus of the organisation becomes relevant to employees when goal-setting process involves the ideas of employees. HR department should develop outplacement support to volunteers that steer the organisation during the Olympics. Monetary reward is not enough to qualified persons who volunteer to steer the organisation. A strategic plan such as liaising with the commercial sectors to offer employment opportunities for employees would facilitate a smooth layoff. Smooth transition from one employment opportunity would help the organisation to avoid legal suits or union clash, which occur because of unsatisfactory layoff plans (LOCOGPGL, 2010). The layoff process should not raise ethical concern. Training function of the HR department of the organisation should create an environment, which promote skill development among employees. The societal progress depends on human skills developed. Sustaining the future of the society would mean creation of opportunities that promote skill development (LOCOGPGL, 2010). Many firms gauge individual ability with experience period. The activities of the firm put many people in a situation where could acquire more experience required in the future activities. Organisation focus on skill development should aim at filling gaps where it experienced skill shortage. Sustainability of similar activities would depend on HR contribution towards skill development. Bibliography LOCOGPGL. 2010. Employment and Skills Strategy. Available at: http://www.london2012.com/documents/locog-hr/2012-employmentskills-2-web1-2-.pdf [Accessed 27 April 2012]. Mannix, E. and Neale, M.A., 2005. What Differences Make a Difference? The Promise and Reality of Diverse Teams in Organizations. Psychological Science in the Public Interest, 6(2), 31-55. McCuiston, V.E. et al., 2004. Leading the diverse workforce. Profit, prospects and progress. The Leadership & Organization Development Journal, 25(1), 73-92. Shen, J. et al., 2009. Managing diversity through human resource management: an international perspective and conceptual framework. The International Journal of Human Resource Management, 20(2), 235–251. Read More