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DIVERSITYDIVERSITY

Helena AnnanHelena Annan

Luan VoLuan Vo

FariborzZarghamibaseriFariborzZarghamibaseri

TimothyTimothy MayburyMaybury

MatthewMatthew NorthcottNorthcott

Natalie Kay WilsonNatalie Kay Wilson

HR DepartmentHR Department

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Overview

` The challenge of a changing society

` What is Diversity?

` What is under Diversity Policy?

` Diversity in restaurant/hospitality context

` Core benefits of workplace diversity

` Whats in it for our organisation/staff?

` Diversity in action

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The challenge of a changing society

Markets are changing globalisation

demanding customers

The workforce shortage/quality the population age eg. ethnicity, disabilities, etc.

Pressure on organisations

improve performance

recruitment and people development, etc.

1

Diversity has come to matter more and more

because of economic and demographic

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Diversityincludes...Theimage cannotbe displayed.Your computer may nothaveenough memory toopen theimage,or the imagemay havebeen corrupted. Restartyour computer,and then open thefileagain.If thered x stillappears,you may havetodeletethe imageand then insertit again.

Source: PricewaterhouseCoopers

2

everything that makes each

of us different

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What is under Diversity Policy?

Diversity may be framed within a discourse of social justice, which aims tochange the culture of organisations rather than assimilating people within

them. Diversity in the workforce means employing people without discrimination

on the basis of gender, age and ethnic or racial background

3

Valuing, recognising and taking account of peoples

differences

- Investors in People

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Diversityin Restaurant/Hospitality context

4

a sector that is characterised bydiversityin terms of

the range of business types and customer profiles,

geographical dispersal, stochastic demand cycles and,

in peripheral locations, a predominantly small businessstructure.

- Getz et al(2004)

As surely as living patterns, economic cycles, and market

segmentation have influenced the hotel industry, so willthe change in ethnicity of the workforce. The cultural

backgrounds that an increasingly diversified workforce will

bring to hotel operations may be seen as a problem or a

challenge or both.

- Rutherford and OFallon (2007)

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Wider social issues

Lack of leadership and role models

Management issues Organisational culture

Recruitment and development practices

Barriers to Diversity

5

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Core benefits of workplace diversity

6

Increased adaptability

Broader service range

Variety of viewpoints More effective execution

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Whats in it for our organisation?

Improved recruitment and retention

Reflective diversity makes customers feel at home

A better understanding of markets

An enhanced reputation

An improved ability for dealing with the impact of

globalisation

7

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Whats in it for our staff?

Supportive and non-threatening working

environment

Working after retirement age

Opportunities of promotion.

Reducing level of redundancy

Job security eg. maternity leave Encourage team membership and belonging

Staff protection eg. disciplinary actions

8

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Establish Diversity Group in order to increase the effectiveness of our diversity policy

promotes respect and appreciation for diversity and individualdifferences.

guide all employees to follow/implement these policies offer help and support

make it possible for everyone to participate in the success ofthe business

Promotional campaign Thumbs up for Diversity

Develop recruitment and selection process advertising &qualification screening

train HR managers

Implement Positive Action

Diversityin action

9

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THANK YOUTHANK YOU

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By 2010, 45-54 year olds will be the largest age group. In 1992 it was25-34 year olds.

Younger people are more likely to be students and there will a bulge of16-24 year olds in 2010

13.2% of women are predicted to work past state pension age in 2010,compared to 10% of men

The dependency ratio will increase. In 2003 there will be 3.3 workersfor every non-worker, but by 2051 there will only be 2.3 workers forevery non-worker, making each individual responsible for moredependents.

Migration is currently the main way of counteracting the ageingpopulation

Life expectancy will increase to 78.6 for men and 82.5 for women

Source: Labour Force Survey

Future workforce

Appendix

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Appendix

Growing importance of employee diversity

Source: The Work Foundation

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Diversity More reasons and benefits Diversity is an important factor in organisational life as organisations

worldwide become more diverse in terms of the gender, race, age and other

personal characteristics of their members. Thereby, managing better the

impact of globalisation and technological change.

Attracting, recruiting and retaining people from a wide "talent" base,

emphasizing building specific skills, creating policies and drafting practices

that get the best from each employee.

Assume a coherent environment in organisations and aims for effectiveness,

productivity and ultimately competitive advantage. Improving knowledge of

how to operate in different cultures.

Effective management of diversity recognises that people from different

backgrounds, cultures and experiences can bring new ideas to theworkplace. Enhancing creativity and innovation.

Building employee commitment, morale and discretionary effort thereby

reducing the costs of labour turnover and absenteeism.

Enhancing the organisations reputation and image with external

stakeholders.

Appendix

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Retraining new foreign employees to the standard of thebusiness

Foreign employees bring a new dynamic to the workforce.

Managers need to be aware to nuances that could affectthe working relationship of working migrants.

Employees need to learn how to interact with othercultures in order to maintain a successful business.

Communication competence need to be taught in order formigrant workers to get along and work together.

Development of cultural awareness and cultural sensitivitymust be taught in order to reduce prejudice and ignorancetowards other employees.

Ongoing attempts must be made to continue this workwhich will benefit the company a great deal.

Diversity More actions

Appendix

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References & Bibliography

Broughton, A. and Strebler, M. (2008) Reaping benefits from diversity. Strategic HR Review. Vol. 7, No. 5, pp.

5-10

DNetto, B. and Sohal, A. S. (1999) Human resource practices and workforce diversity: an empirical

assessment. International Journal of Manpower. Vol. 20, No. 8, pp. 530-547

Getz, D., Carlsen, J., and Morrison, A. (2004) The family business in tourism and hospitality. CABI,

Wallingford.

Harvard Business School Press (2002) HarvardBusiness review on Managing Diversity. US, Harvard BusinessSchool Publishing Corporation.

Hearns N., Devine F., and Baum T., (2007) The implications of contemporary cultural diversity for the

hospitality curriculum. Journal of Education + Training. Vol.49, No. 5, pp. 350-365

Investors in People (2006) Equality and diversity handbook. Business Improvement with Investors in People.

Jones, A (2006) Raising to the challenge of diversity A discussion of the business case. The Work

Foundation.

Nottingham City Council (2004) Equality and diversity policy. City of Nottingham. Rutherford, D. G. and OFallon, M. J. (2007) Hotel management and operations. 4th edition. New Jersey, John

Wiley.

Simons, G. F. (2002) EuroDiversity: A business guide to managing difference. Woburn, Elsevier Science.

Spiers, C. (2008) The business benefit of diversity [online]. Available from:

http://www.allbusiness.com/labor-employment/human-resources-personnel-management/11465751-

1.html [Accessed 11/03/2010]