Diversity has become an increasing topic of focus in the workplace. Demographic trends in the United States have led to increased workplace diversity which includes the following:

There are more women in the workforce than ever before.Aging adults, many of whom are working beyond the typical retirement ageMultiple generations who have distinctive wants and needsCultural differences such as locations, languages, and work and business ethicsOther factors, which have contributed to the complexity of managing an organization and its human capital

There are legal/regulatory requirements relative to workforce diversity. In addition, many organizations have developed comprehensive diversity programs to respond to these trends as well as to support organizational strategies. Given your groups expertise on the topic of diversity, you have been asked to contribute an article to an industry publication on workplace diversity.

Managing diversity today – recruiting, training, valuing, maximizing potential of people

Gender Disability Sexual orientation

Race Ethnicity Education

Age Religion Economic level

Top managers value diversity

To give organization access to broader range of opinions and viewpoints

To spur greater creativity and innovation

To reflect an increasingly diverse customer base

To obtain the best talent in a competitive environment

To more effectively compete in the global marketplace

Source: Taylor H. Cox and Stacy Blake,”Managing Cultural Diversity: Implications For Organizational Competitiveness,” Academy of Management Executive 5, no 3 (1991), 45-56

Individual versus Group Fairness: This issue is closely related to the “difference in divisive versus better” i.e. how far management should go in adapting HR programs to diverse employee groups.

2. Resistance to Change: Long established corporate culture is very resistant to change and this resistance is a major roadblock for women and minorities seeking to survive and prosper in corporate setting.

3. Resentment: Equal Employment Opportunities (EEO) was imposed by government rather than self initiated. The response to this forced change was in many cases grudging compliance.

4. Group Cohesiveness and Interpersonal Conflict: Although employee diversity can lead to greater creativity and better problem solving; it can also lead to open conflict and chaos if there is mistrust and lack of respect among groups. This means that as organizations become more diverse, they face greater risks that employees will not work together effectively. Interpersonal friction rather than cooperation may become the norm

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5. Segmented Communication Networks: It has been seen that most communication in the organization occurs between people with some similarities either by way of gender or by way of same place.

6. Backlash: Some group in the organization feels that they have to defend themselves against encroachments by those using their gender or ethnicity to lay claim to organizational resources .Thus, while women and minorities may view a firms cultural diversity policy as a commitment to improving their chances of advancement.

7. Retention: The job satisfaction levels of women and minorities are often lower than those of majorities. Therefore it becomes difficult to retain such people in an organization.

8. Competition for Opportunities: Already, there are rising tensions among the disadvantaged groups jockeying for advancement. Employers are being put into the uncomfortable position of having to decide which disadvantaged group is most deserving.

How to Manage Diversity in an Organization Diversity can be managed in an organization by taking following steps:

i. Embrace Diversity: Successfully valuing diversity starts with accepting the principle of multiculturalism. Accept the value of diversity for its own sake not simply because you have to. The acceptance must be reflected in actions and words.

ii. Recruit Broadly: When you have job openings, work to get a diverse applicant pool. Avoid relying on referrals from current employees, since this tends to produce candidates similar to existing work force. An exception is that if the present workforce is fairly diversified then there is no harm in accepting referrals from current employees.

iii. Select Fairly: Make sure your selection process does not discriminate. Particularly ensure that selection tests are job related.

iv. Provide Orientation and Training: Making the transition from outsider to insider can be particularly difficult for non-traditional employees.

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v. Sensitize all Employees: Encourage all employees to embrace diversity. Provide diversity training to help all employees see the value in diversity.

vi. Strive to be Flexible: Part of valuing diversity is recognizing that different groups have different needs and values. Be flexible in accommodating employee requests.

vii. Seek to Motivate Individually: A manager or the superior must be aware of the back ground, cultures, and values of employees. The motivation factors for a full time working mother to support her two young children are different from the needs of a young, single, part-time employee or an older employee who is working to supplement his or her retirement income.

viii. Reinforce Employee Differences: Encourage employees to embrace and value diverse views. Create traditions and ceremonies that promote diversity. Celebrate diversity by accentuating its positive aspects. But also be prepared to deal with the challenges of diversity such as mistrust, miscommunication, and lack of cohesiveness, attitudinal differences and stress.

ix. Involve all when Designing the Program: Involve as many employees from every level in the organization as you can when designing a diversity initiative. This gets people talking about the program and promotes ownership and buy-in.

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x. Avoid stereotypes: Stereotypes are pre conceived notions which a person holds for particular person. They are beliefs that all members of specific groups share similar traits and are likely to behave in the same way. Stereotypes create categories and then fit individuals into them. Holding Stereotypes are harmful for several reasons. A person may be misunderstood early in an interaction. Contributions may be limited and specific strengths or talents may be overlooked because they do not seem prominent in the given stereotypical category. On the other hand, poor performance can be overlooked in an individual because they belong to a stereotypically desirable group. By allowing stereotypes to manage people we create natural divisions within the organization. Managers can combat this by mixing teams, creating smaller mixed teams for subtasks, monitoring all team members‟ progress and allowing individuals to volunteer for roles rather than being cast into their default role as defined by their stereotypical category.

In the current scenario in metro cities and corporate companies there are very few problems with minority or traditional sector of employees are treated differently. For that matter it does not reflect in the working at all making the managerial task easier. We can say differential treatment continues in the government sector due to political orientations and it is not the minority or backward but majority and so called forward classes are the sufferers. This also must be eliminated and only one class must get the support that is an economically backward class belonging to minorities, all castes and creed.

What is age discrimination?

IT CAN:

affect anybody regardless of how old they are

adversely affect employment opportunities, especially those of older people and younger people

result in failure to consider skills-based abilities, potential and experience in the workplace

result in significant legal costs, compensation, and settlements paid to avoid defending expensive discrimination claims

DIRECT DISCRIMINATION

This applies to all protected characteristics. It is treating someone less favourably than another person because of a protected characteristic that they have. For example, it is promoting someone because they are of a specific age, regardless of their ability or experience. Direct age discrimination can potentially be objectively justified in the same way as indirect age discrimination.

INDIRECT DISCRIMINATION

Indirect discrimination occurs when:

a provision, criterion or practice is applied to all. and:

it puts a group with a protected characteristic at a disadvantage when compared with another group

an individual is put at a disadvantage

the employer cannot show it to be a proportionate means of achieving a legitimate aim

AREAS TO CONSIDER

Recruitment and selection

Medical advice

Reward

Training and development

Promotion

Employee retention

Layoffs