Diversity in the Work Environment - Essay Example

Diversity In The Workplace 2006 The escalating globalization asks extra communication between people from diverse way of life, beliefs, and history than yet before. People are at this time considered element of a worldwide economy with competition coming from about every continent, people are no longer live and work in a narrow marketplace. Maximizing and capitalizing on workplace diversity has turned out to be a vital concern for management at the present time. Profit and non-profit businesses necessitate diversity in order to go into more resourceful and open to change. Diversity is normally defined as understanding, accepting, valuing, recognizing, and observing dissimilarities among people with regards to group, ethnicity, gender, physical and mental ability, race, age, sexual orientation, spiritual practice, and public assistance status (Esty, et al., 1995). Diversity is the guide for innovative thinking, entrepreneurial spirit and new methods of building the communities. According to Abbasi, & Hollman (1991) that Diversity as a concept is one that welcomes numerous ways of thinking and expression as important business resources for the reason that those differences can create new and innovative product and service ideas and methods of problem solving. Carr-Ruffino, (1996) said that managing diversity is considered as planning and implementing business systems and practices to direct people so that the probable advantages of diversity are maximized while its probable disadvantages are minimized. Managing diversity well presents a unique advantage in a time when flexibility and creativity are keys to competitiveness. A business needs to be flexible and adjustable to attain new customer desires. We live in time where understanding diversity is becoming more vital than ever. The word diversity has assumed new significance all throughout the past few years. Diversity has turn out to be related with positive action programs and cultural or gender-based sensitivity training. Yet diverse does exactly explain these days a usual firms workers, independent contractors and customers. In this situation, it merely describes reality. The diversity issues are now considered important and are projected to turn into even more essential in the future due to growing differences in the population. Businesses’ need to focus on diversity and look for ways to develop into totally inclusive organizations for the reason that diversity has the potential of yielding greater productivity and competitive advantages. Diversity is an important competitive asset that cannot afford to overlook. Managing and valuing diversity is a key component of effective people management, which can develop workplace productivity. Demographic changes will necessitate organizations to review the management practices and extend new and creative approaches to managing people. Changes will enhance work performance and customer service. Operating in a global economy presents vital challenges to businesses. On the human resources side of the equation, assembling a diverse workforce can be component of an effective overall strategy to stay competitive and create more employee and customer loyalty. The diversity of workforce is a through reflection of the organization and the appreciation of the benefits a diverse workforce has to offer. Diversity recruiting is becoming more and more significant as the world turned into more global. At first, legal compliance was the main driver behind most diversity recruiting. Its essential to recruit diverse individuals not merely for the reason that numerous corporations must operate facilities at multiple locations around the globe, but also for the reason that they need diverse-thinking individuals to design products that will be in high demand in every major country. In a global economy, having a diverse workforce is no longer an alternative. It has developed into an absolute requirement for victory in a global economy. Various organizations have established processes and procedures for locating job candidates. And frequently those are executed throughout a dedicated staffing or recruiting department that uses, for instance, workers referral programs, newspaper ads, job fairs, Web site postings, external recruiters, college campus recruiting, or affiliations with different trade and professional organizations. In terms of job advertisements, there are local newspapers and job-search magazines all over the country that are targeted to particular diverse audiences. Think about spending a few dollars to place an advertisement in those papers at the same time that you run an advertisement in the more traditional papers. The business may have worker resource groups, like the Black Professionals, Disabled Workers, or Globe. After checking with the legal counsel, there may be a means to leverage those relationships to assist the business find additional candidates without involving the groups in day-to-day company issues. And that may be as plain as weekly or monthly e-mails to all the workers resource groups to be certain they know concerning current job openings in the company. Additionally, there is diversity hiring coalitions all over the country. There also are committed Web sites that provide ideas and resources to discover method in which the business can recognize potential minority candidates. And there are diversity-based job boards on the Internet that have already put together a diverse pool of applicants all the manager needs to do is enter the site and perform a search for the suitable qualifications. The importance of a diverse workforce cannot be understated. Paying attention to it does not mean that there is need to hire somebody who isnt qualified. Rather, managers are looking to hire the most qualified person from a more diverse candidate pool. When the manager pays attention to how candidates are sourced, manager can help raise the likelihood that the pool comprises more of the best qualified candidates in the area. If, as a result, manager hires a person from a conventionally disadvantaged group, managers have gained a lot more than merely filling the open position. Be certain to consult with the staffing and human resources departments regarding the various ways in which you can help diversify the candidate pools. Efforts will not go unrewarded. Diversity of staffing in any organization or industry can establish to be a remarkable competitive advantage for a variety of reasons, one being that it is frequently easier to attract and preserve a more diverse staff if several diversity already exists within the organization. It matters less, on the other hand, which individuals on the staff are diverse, than current and probable workers’ perceptions of how effectively diversity is really valued, managed, and leveraged within the organization. The plain existence of employees from diverse backgrounds is not as vital as whether it is evident to others that they are comfortable and committed working for the organization and feel that they are being treated and regarded properly by their coworkers and managers. It is not sufficient merely for certain a position to be staffed with diversity candidates or for merely the Human Resources department to consider that diversity is important to the organization. It is not likely for the Human Resources Department alone to develop the effectiveness of diversity management or to change corporate culture if management does not assume accountability for whether or not the change really occurs. Prospective or existing employees can simply identify when diversity issues exist and/or when touted diversity initiatives appears to be more window dressing or program of the month than representative of real values and beliefs that are held by the organizations leadership, embedded in business goals/objectives, and constantly reinforced throughout accountability mechanisms. A vital factor in the recruitment and retention of a diverse workforce is the growth of managers and supervisors within the staff and faculty who have the skills to recruit, manage, and mentor diverse populations. Managing diversity within the workplace means producing an environment where each faculty and staff member is empowered to contribute to the work of the unit, being sensitive and alert to the interactions among and between faculty and staff, and articulating apparent expectations regarding behaviors in the workplace. Effective mentoring in a multicultural setting comprises offering opportunities for faculty and staff to learn regarding diverse people and cultures. It means understanding diverse learning styles and approaches to problem-solving. Workplace diversity is regarding acknowledging differences and adapting work practices to make an inclusive environment in which diverse skills, perspectives and backgrounds are valued. It is regarding understanding the individual differences in the people we work with that occur from a broad range of backgrounds and lifestyles, and recognizing the value of using those various perspectives, ideas and ways of working to develop the quality and outcomes of work. Workplace diversity constructs on the traditional principles of equal employment opportunity (EEO). While EEO focuses on ensuring that all people have access to employment opportunities and conditions, diversity means accepting, welcoming and valuing the differences inherent in every individual and recognizing the contribution that a diverse workforce can make to organizational effectiveness and performance. A key aspect of workplace diversity is the contribution that people all make to a workplace that is free from discrimination and harassment. The necessity for a diverse workforce is part and parcel of the human resource requirements connected with triumphant continuous quality improvement initiatives. A diverse workforce in which the contributions of each member faculty, staff, or administrator, are respected and valued is an institution’s most important asset. Such a workforce is able to synthesize a variety of perspectives and processes for the successful completion of tasks. Employers can build on established individual and group strengths and increase policies that construct an environment to get the best out of each individual. Diversity is beneficial to both associates and employers. Even though associates are interdependent in the workplace, respecting individual differences can enhance productivity. Diversity in the workplace can decrease lawsuits and raise marketing opportunities, recruitment, creativity, and business image (Esty, et al., 1995). In an era when flexibility and creativity are keys to competitiveness, diversity is vital for an organizations success. Also, the consequences should not be overlooked. Diversity has a positive impact on employee morale and the progress of a working environment that feels inclusive to everyone. Business aims to give a working environment that treats people with fairness and respect and where the talents and resources of all employees are utilized to the full. Reflecting the national debate on work-life balance, organizations approach forms part of the broader diversity agenda and supports the underlying core values of openness and respect. A diverse workforce is a reflection of a changing world and marketplace. Diverse work teams bring high value to organizations. Respecting individual differences will benefit the workplace by generating a competitive edge and increasing work productivity. Diversity management benefits associates by creating a fair and safe environment where everyone has access to opportunities and challenges. Management tools in a diverse workforce should be used to educate everyone about diversity and its issues, including laws and regulations. Most workplaces are made up of diverse cultures, so organizations need to learn how to adapt to be successful. When people think of diversity, they may think first of ethnicity and race, and then gender; however, diversity is much broader than that. Diversity is otherness or those human qualities that are different from our own and outside the groups, to which we belong, yet present in other individuals and groups. REFERENCE Abbasi S. M., & Hollman K. W. (1991). Managing cultural diversity: The challenge of the 90s. Records Management Quarterly, 25, 24-32. Carr-Ruffino, N. (1996). Managing diversity: people skills for a multicultural workplace. Thomson Executive Press, Cincinnati, Ohio. Esty, Katharine, Richard Griffin, and Marcie Schorr-Hirsh. (1995). Workplace diversity. A managers guide to solving problems and turning diversity into a competitive advantage. Avon, MA: Adams Media Corporation. Read More