Unit IV Discussion Board

DBA 7553, Human Resource Management 1

Course Learning Outcomes for Unit IV Upon completion of this unit, students should be able to:

2. Analyze equal opportunity and the legal environment. 2.1 Explain the role that human resources has in upholding the legal responsibilities of an

organization. 2.2 Differentiate between the management of diversity and affirmative action.

3. Examine the elements of diversity in organizations.

3.1 Articulate the challenges that may occur when managing a diverse work group. 3.2 Research how the management of diversity can be improved.

Course/Unit Learning Outcomes

Learning Activity

2.1 Unit IV Research Paper

2.2 Unit IV Research Paper

3.1 Unit Lesson Unit Research Paper

3.2 Unit Lesson Unit IV Research Paper

Reading Assignment There is no reading assignment in this unit.

Unit Lesson Today’s workplace is part of a global village. Overall, the labor force is more diverse each year. This diversity includes the areas of ethnicity, race, religion, age, ability, gender, and sexual orientation. Therefore, well- informed strategic human resource management must be ever aware of the changing nature of the world around them in order to help lead their organization forward in embracing diversity. Having a sufficient mix of diverse dimensions in any organization will serve to strengthen the foundation and overall health of that group. It can often be the case that human resource management must be aware of resistance to change and stereotyping. Change with regard to anything can be difficult in the workplace. However, with regard to diversity and the possibility of various new dimensions, it is important to remember that strategic human resource management must plan ahead and focus on building this diverse dimension carefully. With regard to stereotyping, this would be an assumption that what may hold for a group will automatically hold for an individual of that group. Human resource management must look ahead to help avoid the pitfall of stereotyping. Being aware and being communicative about new diversity dimensions in the workplace can lay the groundwork for an effective embrace by employees. As our society becomes more diverse, so must our organizations. In fact, many companies now understand the power of diversity as a competitive advantage. Having a diverse set of employee perspectives can create a stronger product or service. Embracing multi-cultural marketing can broadly expand a company’s sales. When organizations embrace diversity in their workforce and in their operations (internally in the company

UNIT IV STUDY GUIDE

Equal Opportunity and the Legal Environment, and Elements of Diversity in Organizations, Part II

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and externally with customers and vendors), a powerful foundation can be built. Efficient strategic human resource management can help develop and manage this important dimension. Diversity can be an asset to any organization in today’s world. There can be challenges in this, of course. It can be a delicate balance in weaving diversity into an organization. Some viewpoints embrace that there should be inclusivity for all employees rather than a perceived division with diversity. Effective strategic human resource management is aware of such potential issues and must work to enhance the communication process with the subject groups in the organization. Gaining trust and getting everyone on the same page, so to speak, can go a long way toward embracing the power of diversity. One example of a success story in this regard involved the human resource manager putting together a monthly informal potluck lunch. She encouraged employees to bring in their favorite dish either from now or their childhood. As such, a wide range of ethnic food was brought to lunch. The monthly potluck lunch got more popular, recipes were shared, and similarities in diverse ethnic dishes were observed. In a few months, it was quite apparent that diversity was more broadly embraced, and the employees saw the power and strength that diversity had within their organization. Organizational culture can also have an effect on how well employees embrace diversity. Therefore, strategic human resource management must address this at the top levels of leadership as diversity in the organization grows. Employees must see leadership embracing this dimension and how it adds value to the overall organization. For instance, leadership can demonstrate commitment in this area by creating a multicultural council in the organization that is comprised of various levels of employees and is itself, quite diverse. Such a council could examine areas where the company can further embrace diversity in the workforce, with their product or service lines, within the ranks of the board of directors, with regard to their vendors, and even focusing on involvement in their community. Another area where leadership can contribute to supporting diversity would be in the development of programs, such as a mentoring program and/or apprenticeships. Mentoring programs would involve senior managers being able to identify promising minority employees. Then, these managers would be assigned as a mentor who would support and nurture the budding career of their mentee. Programs such as this help keep diverse ranks growing in the organization. Apprenticeships can identify prospective minority employees who hold a lot of promise, and then a company manager can be paired with this prospective employee in a formal apprenticeship program developed by the company. This can provide valuable skills training and can even be paired with high school or college curriculums so that when the students graduate, the most talented apprentices have a job opportunity with that subject company. Another issue for human resources to watch is the rise of segmented communication networks in which members of the same group form smaller channels and keep important information out of the mainstream communication process. This can be difficult for human resource management to observe. Therefore, it is important for human resource managers to be alert regarding this issue. Walking around is an effective way for management to passively observe. If there is a small inkling that segmented communication networks are being developed, managers can take action to deter this. Action can include a human resource manager notifying the supervisor for the subject area and identifying what was observed. Human resources can always partner with supervisors to find the best way to communicate with that specific group. Keeping a communication flow and trust in place is key. One of the critical functions of strategic human resource management is to work to improve the overall management of diversity. It is important to create an organizational culture that has a commitment from top leadership regarding the value of diversity to make sure all of the company’s employees are a significant part of the team. Human resource management must team with top leadership to broadcast this commitment of valuing diversity. Once a company’s leadership has stepped forward on this with clear communication, managers and employees will take notice. Some companies work with their strategic human resource managers to develop diversity or multicultural councils where company leaders invite diversity leaders from the community and/or industry to further discuss how to add value in this dimension. Employees and managers can also be tapped to sit on such a council and be a representative for their peers. This can be a powerful way to keep building the bridge to diversity. Human resource management further supports all of this with the development of useful diversity training programs and the creation of appropriate policies. Additionally, setting up employee support groups, providing for work-life-family accommodation needs, and developing mentoring and apprenticeship opportunities can be

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excellent ways for human resource management to focus on the improvement of managing diversity in the workplace. Another way that human resource management can support the dimension of diversity is to collaborate with top leadership to provide for appraisal of this function on an annual basis, with a bonus reward for those who exhibit positive diversity practices in the workplace. If there are specific goals for managers in this regard, then there can be further incentive for building support and development of diversity in the workplace. One additional function that strategic human resource management can add to this involves performing diversity audits. Understanding what causes something like a high minority turnover rate can be key to addressing the issue; however, some companies are hesitant to perform such audits because they are fearful that the findings may be used against them. Ultimately, taking positive steps in such a situation would work to keep the company healthy. Ultimately, organizations must have a true commitment from top leadership and the support of strategic human resource management. Our world continues to become more diverse; therefore, smart companies will recognize this and embrace it. Being able to attract and retain a healthy diversity of employees will provide the organization with a strong foundation of ideas from various dimensions who can all work together to create innovation and support a motivated workforce. This will continue to support a strong bottom line so that the organization can continue forward in a successful manner.