Workforce diversity and HR - Coursework Example

?Workforce Diversity and HR’s Contribution towards LOCOG’s Diversity Objective Introduction The scenario evolves on the need for London Organising Committee of the Olympic Games and Paralympic Games Ltd (LOCOG) to present a case to management on the importance of workforce diversity and how HR can contribute towards LOCOG’s broader objective of diversity. An overview of LOCOG indicates that it is a temporary organization established in 2005 for the ultimate aim of delivering the most challenging international project to the standards required by the International Olympic Committee through the defined time frame culminating on the 27th of July, 2012. Due to the disclosed need to live up to the worldwide expectations associated with the global brand of the Olympics, as host organization, LOCOG is expected to present a compendium detailing the importance of managing workforce diversity. Likewise, as HR Manager of LOCOG, one is tasked with presenting ways by which HR can significantly contribute towards the organization’s broader objective of diversity. Therefore, the current discourse used three specifically identified articles written by Shen, Chanda, D’Netto, and Monga (2009); McCuiston, Wooldrige, and Pierce (2004); as well as Mannix and Neale (2005) to present the crucial information supporting the need to manage diversity at LOCOG and to identify specific means by which HR can contribute towards the organization’s broader objective of adhering and complying with maintaining a diversified workforce. The compendium would initially present a brief definition of terms, specifically on ‘diversity” as seen from various authors’ perspectives. Then, the importance of workforce diversity would be expounded; prior to delving into HR’s contribution to LOCOG’s diversity goals. Definition of Terms To ensure that LOCOG’s management would be accurately informed on the crucial concepts, theories and applications on workforce diversity, it is pertinent that a definition of the term ‘diversity’ be presented and expounded. According to Mannix and Neale (2005), the authors agreed on using the definition cited by Williams and O’Reilly (1998), to wit: “any attribute that another person may use to detect individual differences’’ (p. 81). On the other hand, Shen, Chanda, D’Netto and Monga (2009) emphasized clearly that “workforce diversity acknowledges the reality that people differ in many ways, visible or invisible, mainly age, gender, marital status, social status, disability, sexual orientation, religion, personality, ethnicity and culture (Kossek, Lobel and Brown 2005)” (p. 235). Diversity therefore manifests and accepts disparities in cultural orientation seen to be a crucial factor in the successful performance of various contemporary organizations. In the situation of LOCOG, since the organization would be directly and closely involved in interacting and governing peoples all over the world, it is imperative that managing diversity within their workforce would embody the organization’s ideals and philosophies and form an integral part of their value system. Importance of Workforce Diversity The importance in managing workforce diversity has been greatly illumined by Shen, et.al. (2009) as it focuses not so much on “accepting that individuals are different but creating an atmosphere of inclusion and making a commitment to valuing diversity” (p. 236). From a review of related literature, Shen, et.al. (2009) cited the following benefits and advantages of supporting a diverse workforce, as summarized below: Provides opportunities of improving the quality of decision making through innovative ideas and offering superior solutions to problems (Australian Centre for International Business (ACIB), 2000; Mannix and Neale 2005). Provides a “better-quality solution to brainstorming tasks, displays more cooperative behavior, relative to homogenous groups, and can raise organizational efficiency, effectiveness and profitability” (McLeod, Lobel and Cox, 1996; Wilson and Iles, 1999; cited in Shen, et.al., 2009, p. 236). Maximizes the utilization of skills of human resources in conjunction with contributing to “organizational success by enabling access to a changing marketplace by mirroring increasing diverse markets (Cox and Blake 1991; Iles 1995; Gardenswartz and Rowe, 1998) and improving corporate image (Kandola 1995)” (Shen, et.al., 2009, p. 236). Potentially improves competitive advantage, “increase the quality of organizational life and ultimately be good for business (Cassell, 1996; cited in Shen, et.al., 2009, p. 236; McCuiston, Wooldrige and Pierce 2004). Improving net profits or the bottom-line (Shen, et al., 2009; McCuiston, Wooldrige and Pierce; 2004). According opportunities for superior business performance (McCuiston, Wooldrige and Pierce 2004). As summed and validated by McCuiston, Wooldridge and Pierce (2004), “the most evident measurable benefits are improved bottom line, competitive advantage, superior business performance, employee, satisfaction and loyalty, strengthened relationship with multicultural communities, and attracting the best and the brightest candidates” (p. 74). Consistent with the objective of LOCOG to live up to the worldwide expectations of the highest quality of performance for maintaining and sustaining the global Olympic brand, the need to manage workforce diversity is therefore justified. HR’s Contribution towards Diversity The crucial functions in HR, as applied in every organization, including those that promote diversity in the workforce focus on job evaluation, acquisition (recruitment and selection), development (training) and maintenance (performance evaluation and motivation) (Shen, et al. 2009). Given that it has been established that LOCOG clearly acknowledges the need to support and sustain a diverse workforce due to the enumerated benefits therein, the task of HR is to clearly define policies and procedures to manage workforce diversity. A policy to recruit and select diversified human resources supports the labor laws such as equal employment opportunities regulation. As emphasized by Shen, et.al. (2009), “diversity management does not only recognize but also values and harnesses workforce differences, such as individual characteristics, backgrounds, orientations and religious beliefs, so that individual talents are being fully utilized and organizational goals are met” (p. 238). In this regard, LOCOG should identify the needs of the organization in terms of job responsibilities and recruit personnel from diverse backgrounds who fit the requirements of the job and the expectations noted by the organization. By providing clear and accurate job descriptions, qualifications, required tasks to be filled, LOCOG could adapt recruitment policies that address the diversified workforce policy. Concurrently, managing a diverse composition of personnel would be challenging for the HR in terms of maintenance and development. As noted by Shen, et.al. (2009), “managers in organizations where there is a lack of effective HR diversity polices are likely to promote or rate highly subordinates who have similar cultural backgrounds and experience” (p. 240). Doing so would evidently result in a demotivated staff after considering that management has gross inability to assess the various drives and needs of a diverse workforce and to address their training and development requirements. LOCOG, as an organization that caters to a diverse clientele, must ensure that all personnel’s growth and potentials for advancement are appropriately acknowledged. Shen, et.al. (2009) averred that “high quality diversity awareness training is one HR function that enhances the effective integration of diverse group members” (p. 243). Finally, effective monitoring of human resources’ performance through regular evaluation and appraisal programs are crucial to ensure consistency in adhering to high quality standards of the organization. As stressed, “effective performance appraisal practices in the area of diversity management should be objective not subjective, relevant to the job and the company, and fair to all employees and offer no special treatment” (Schuler, Dowling and DeCieri, 1993; cited in Shen, et.al., 2009, p. 244). HR policies must therefore incorporate clear-cut standards for appraisal that are well understood and communicated to the diverse workforce to ensure its effectiveness. The guidelines provided by McCuiston, Wooldrige and Pierce (2004) focus on the role that leaders play in implementing HR policies that support a diverse workforce. To recognize and value diversity in the workforce, the authors emphasized the need to practice open communication; establish regular contact with all personnel across various organizational levels; maintaning an active, direct and proactive stance in managing and leading; and become both a champion, mentor and sponsor of diversity within the organization. LOCOG should therefore espouse these values and establish clear cut HR policies that support managing a diverse workforce. Conclusion As aptly summed by Shen, et.al. (2009), “effective diversity management through good HR practices and procedures leads to positive outcomes. Ineffective diversity management in HR is most likely to result in conflict, demotivation, higher employee turnover and low organizational performance” (p. 246). Since LOCOG envisions to uphold the ideals of high quality standards that embody diversity and talent, management should recognize the value of developing and implementing HR policies that espouse maintaing and supporting a diverse workforce.The culminating event for LOCOG is of utmost importance for London as it would showcase, not only the best in the field of sports on a global scale; but more so, the event would finally validate that by supporting and effectively managing a diverse workforce, the benefits enumerated herein would validly be achieved. Bibliography Australian Centre for International Business (ACIB). 2000. The International Business Case for Diversity Management. Program for The Practice of Diversity Management, Department of Immigration and Multicultural Affairs in Cooperation with the Australian Center for International Business. Cassell, C. 1996. "A Fatal Attraction? Strategic HRM and the Business Case for Women’s Progression." 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