DTM Phase 2

February 26, 2016

Abstract

Workforce diversity refers to the similarities as well as the differences that occur among the various employees of an organization in terms of the cultural background, age, religion, race, ethnicity or even gender (Woodward, Vongswasdi & More, 2015). In the various occupations and offices, people present different aspects in terms of their gender, their ethnicity, their religion or even age and hence the reason diversity makes the workforce heterogeneous. In the current setting, it is important that every organization take into consideration the issues of diversity since failure to address this, workforce strife can occur. This paper presents a comprehensive training manual on issues of diversity. The forms of discrimination addressed in the paper are such as religion, gender, age as well as ethnicity. It is clear that understanding the changing general population and the legislations that cover such issues is crucial. The need for being sensitive to the differing customs and values as well as the legislations affecting them is presented as an important aspect of addressing diversity discrimination in this paper.

Diversity Training Manual: Part 1

Company’s Background Information

The organization in question is one that has been in existence for quite some time. It is an organization led by the CEO and under the CEO, there is a human resource manager and other front line supervisors. However, it is crucial to note that, as indicated by the CEO, these supervisors and the managers have remained unchanged for the last about two decades. The composition of these unchanged supervisors and managers is mainly whites, males and they belong to a background of the Judeo-Christian. It is of essence to note too that their age bracket is mainly between 50 years and early 60’s. In the United States where the company location is, there is changing trends regarding the demographics of this country, which as a result contributes to the workforce diversity.

U.S Population Demographics

To understand these demographics, the issues of current statistics, the recent trends and the forecasted trends are an important aspect for examination. In relation to the current statistics an article by Pierce (n.d), outlines that the United States is seeing a workforce with a characteristic of about four distinct generations. The generations are mainly working together though with characteristic clashes in attitudes as well as values. In this generational current statistics, about 5-10% is the traditionalists who were born 1925-1946, the next group is the baby boomers born 1946-1963 and their percentage is between 40-45%. The other group is the generation X that was born between 1963-2001 and their composition in the work force is about 40-45% while the last statistics are that of generation why born 1981-2000 and the composition is 5-10%.

The recent trends and the forecasted trends too are playing an important role in the diversity issues experienced at the work places. For instance, Passel & Cohn (2008) explained that the continuation of the current trend is causing a change in the demographic composition of the United States. The projection trends indicate that the expected rise in population will mainly be foreigners and hence diversity in work place expected. The table below summarizes the projected trends in race in the United States.

Source: pew Research Center, 2008

In understanding that diversity has to occur in work places, the Pew Research Religion & Public Life Project (n.d) outlined an article projecting the changes occurring in the religion of the Americans, which may also increase diversity in the work place. The figure below is a summary of the changing religious setting in the U.S. in the years 2007 -2004. The figure shows a fall in the Christian share and a rise in the unaffiliated.

Diversity Training Manual: Part II

Historic Concerns of Diverse Races in the Place of work

In this section of the manual, the main goal is to make the workforce become aware of the diversity issues and make them aware on how they can address such issues. The purpose of it is to ensure reduced tension in the workplace amongst the various employees. In reference to the figure 1 above on all the races in the United States, it is evident that in the work force of the future, there are likely to have higher percentages of the employees being an ethnic mix and a racial mix (Passel & Cohn, 2008). The blacks, the Asians, the Hispanics and non-Hispanics will be present in the work places. The reason for the racial mix is due to the immigration-taking place in the United States.

Issues that Create Tension among Different Groups

In the event that a work place has diverse work force, there are outright issues that are likely to occur causing tension. Diversity refers to differences in the various aspects of people. The differences in people often cause a workforce to have miscommunication that may as a result cause tension amongst the various workforces. According to Woodward, Vongswasdi & More (2015), when people are diverse, often they communicate in different ways. As a result, there may be miscommunications that as a result are likely to cause tensions. An additional issue that may probably cause tensions among a diverse population is such as stereotypes and prejudice.

Gabre, Flesher & Ross, (2015) explains that, even in the midst of people wishing otherwise, they often developed preconceived notions concerning those who are different from them and often lead to assumption and prejudice. The results is that at the work place, tensions will rise that may eventually affect performance. Additional issues that are likely to cause tensions are such the resistance to change where an organization may opt to keep supervisors who are of a certain age and race. The resistance to change can as a result cause heightened tensions among the diverse work force.

Addressing the Diversity Issues

Upon understanding the various diversity issues likely to cause tension at work place, every manager has a duty of managing these diversity issues. The first step of managing this issues applies in the hiring where by the employees should be hired on the basis of qualifications as compared to their ethnic routes, race or even gender, age or religion. Hiring a diverse qualified workforce ensures such issues causing tension are addressed. During the creation of any teams, the manager too has a duty of encouraging diversity. The employees should be encouraged to report any issues of discriminatory behavior and as a result, the manager will manage to address tensions brought about by diversity (Gabre, Flesher, & Ross, 2015).

Diversity Training: Part III

Facts about U.S population Gender Mix

In the United States, the women labor force has had a dramatic growth. Currently, for women for are above 16 years, they make up about 47% in the labor markets as compared to the men who make up close to 53%. The figures present an increase as compared to 1950’s when they made about 29.6%. The projections are that women will increase in the labor markets with about 6.2% (Hodgson, 2014). From the bureau of labor statistics, the women in United States make almost half of the labor force as illustrated in below pie chart. The chart indicates that, 67% consists of the non-Hispanic white, 13% Hispanic and another 13% black while 5% are Asian and 2% are others.

Source: Bureau of Labor Statistics

The Principle and Suitability of the Landmark Griggs V. Duke Power instance dealing with Specified Job Necessities

In the groundbreaking decision, the Duke Power case had a ruling that was not in their favor. The ruling held Title VII is against any discrimination and practices considered just in form but have a biased aspect in their operations. The emphasis of the court was that Title VII does not prohibit the diploma requirements or the testing needed for hiring or promoting employees. In fact, upon using the effectively, the tests and requirements can effectively and efficiently evaluate the applicant.

However, as the court described in Griggs, the Congress only commanded that examinations used should measure the employee for the employment as compared to the individual in abstract. The decision of the court was therefore that an employment operation that operates to leave out the racial minorities is prohibited unless the employee has enough proof of how the exclusion fulfills the genuine business need. The Duke Power’s case hence did not succeed for failing to reach these standards (Griggs v. Duke Power Co., 1971).

Supervisor Stating Minimum Requirements

In the event that an organization wants to hire the supervisor should state the minimum qualifications through posting and publicizing the employment requirements chances. The procedure for the applicant’s interview is also publicized (Woodward, Vongswasd, & More, 2015). These jurisdictions are in accordance to the local governments on hiring non- services workers.

Supervisor Communicating to a Male dominated Team that a Woman is about to become Part of them

A team without women lacks diversity. A supervisor therefore has a responsibility of ensuring diversity. In communicating that a woman is about to join the team, a supervisor must first give a talk and training on the importance of have diversity at a workplace and the role diversity plays in such a team. Upon the members appreciating such importance, the supervisor communicates the inclusion of the female staff at that juncture. Understanding and appreciating diversity will ensure no discrimination happens to the female staff.

References

Gabre, H., Flesher, D. L., & Ross, F. (2015). Addressing the Challenges of Diversity in the Profession. CPA Journal, 85(12), 30-37.