Diversity and Change Management – Workforce of diversity
The increased globalization in the world requires more attention from people hailing from diverse backgrounds. Workplace diversity is the numerous differences between people in an organization. Diversity at workplaces allows people to perceive others other than themselves. The perceptions normally impact their interaction at work places (Doppelt, 2009). Diversity revolves around personality, age, ethnic group and race. Successful organizations normally recognize the need for action regarding diversity at the workplace. It is imperative to maximize on workplace diversity. Diversity has a great potential. It incorporation result to great work productivity. Diversity enhances competition (Doppelt, 2009).
Diversity and Change Management – Workforce of diversity
The ability to embrace diversity in an organization determines success and its competitiveness. Work diversity broadens the service range provided by an organization. It allows provision of services to customers on global basis. It also permits effective execution of services. It enables customers to perform their duties to the best of their ability. Work diversity increases adaptability (Doppelt, 2009). It brings in individuals with different talents and experiences to provide different ideas that lead to success. It brings in a variety of solutions to problems an organization is facing.
Diversity at workplaces brings about barrier in communication. Communication is regarded as pivotal in any organization (Doppelt, 2009). Ineffective communication leads to low morale, confusion and lack of teamwork. Diversity at work faces resistance from different employees who do not take part in recognizing that social and cultural make up is changing in their organizations. Diversity faces implementation challenges at work, as the employees need to develop different strategies of implementation (Mujtaba, 2007). During implementation, different employees may face huge frustrations. The challenge is solved by hiring professionals who specialize in diversity at work places.
YWCA works on empowering women and eradicating racism at places of work. Delivering the targeted message with the recruitment advertising is considered one of the best method to attract candidates (Mujtaba, 2007). At Sew Americans, the outfit advertises employment opportunities through channels such as newspapers. The firm speaks for the need of minority job seekers so that it can attract diverse slate of candidates for the position at Sew Americans. It also gives assurance of enhanced diversity to the employees eyeing for positions at Sew Americans. At Sew, the firm incorporates diversity recruitment advertising, as an effective tool that amounts to diversity. It is the firm’s principle goal in every department in the organization (Mujtaba, 2007).
Sew Americans diversifies and increases pool of applicants. Diversity recruitment advertising counters negative effects such as: rumors of individual incidents and discrimination law suits. Sew Americans builds a visual identity that usually communicates the importance of diversity with the organization. It is normally done by stating the successes of the organization that have been brought about by diversity at the workplace (Mujtaba, 2007). Sew American employs an important advertising tool that enhances effective diversity recruitment. The firm usually focuses on a tool such as profile advertisement. The instrument introduces applicants who are potential to people in Sew (Mujtaba, 2007). The organization selects employees who have served for long to carry out advertisement, which entices potential employees by stating how they have benefitted by working with workers from diverse background. Sew also undertakes ethnic career publication aimed at recruiting targeted people for specific career specialty (Mujtaba, 2007).
Sew American avoids recruitment advertising that holds a great of appeal to minority who have little education. Such does not favor the workers. It hence does not encourage diversity. Sewer focuses on demonstrating diversity through recruitment advertising by hiring people from different personalities, ethnic groups, races and gender to work for Sew America. The organization manifest its pride in having employees from different backgrounds. Recruitment advertising is effective because no individual who sees the advertisement feels excluded from the job application (Mujtaba, 2007). Sew Americans does not include an EEO statement in its recruiting advertising as this may send a bad message indicating that the organization does not value diversity which is erroneous (Pitts & Recascino, 2010).
Sew American has shown the importance of diversity. It therefore uses numerous recruitment venues. The firm carries out online recruitment that is accessible to different people. The outfit also locates offices in all areas including the remote areas. The organization also print recruitment-advertising papers in different languages so that everyone can read and understand Sew American employment policy. The initiative enhances diversity. Sew Americans also provide additional information about the organization in their website. The firm offers every possible option for the potential employees to apply for the positions. The undertaking ensures that many people from different ethnic group, background and different races and age apply. The endeavor enhances diversity (Pitts & Recascino, 2010). Over time, Sew American has experienced increased profit brought about by incorporation of diversity. For every 1% of gender diversity, the organization has experienced a 3% revenue increase because more opinion and experience is introduced to the organization. This means that a wide range of customer needs are dealt with, leading to higher profitability (Pitts & Recascino, 2010).
Sew American has shown immense diversity incorporation in hiring practices. The firm usually takes an implicit association test to find out where the firm’s personal biases lay. The undertaking helps the organization to develop awareness. Biases lay from gender, race to age. Sew American uses positive cues and images to advertise themselves. The undertaking helps in enticing people from different backgrounds to join the firm’s job opportunities. Sew Americans accesses areas where the firm can carry recruitments. The outfit is located in most places. The scenario enables the firm to recruit people from different races and background (Pitts & Recascino, 2010).
Sew Americans provides diversity training to all their potential employees. The firm ensures that training is carried out with the utmost transparency. The organization makes sure that the firm’s hired managers understand the benefits of diversity in hiring employees. The company also works hand in hand with the local chamber of commerce in campaigning for diversity (Pitts & Recascino, 2010). The outfit also provide new hires with more reasons to stay at Sew America by showing devotion to the employees hailing from different backgrounds, races and gender. The organization also communicates all opportunities for advancement purposes (Dobbin, Kalev & Kelly, 2007).
Sew Americans uses managing diverseness, which differs from affirmative action. Normally, managing diverseness usually focuses on maximizing power of the employees to actualize goals set by the organization. Affirmative action deals with specific groups of people because of their discrimination. Sew American uses managing diversity, which emphasizes on business requirements (Dobbin et al., 2007). Managing diversity at Sew Americans is usually concerned with the underrepresentation of women, minority ethnic groups, races and ages at work. Managing diversity is also inclusive of the fact that diversity must work for everyone in Sew American organization. Sew Americans has with time recognized that ignoring diversity at work place has numerous negative repercussions. The firm spends immense time and money on specific works at the organization. Ignoring diversity leads to reduced efficiency (Dobbin et al., 2007). Managing diversity at Sew American organization provides distinct advantages in relation to flexibility and competitiveness. Sew Americans has increased strategies that raise awareness of workforce diversity. The firm actualizes the goal by reducing all prejudices through admitting to biases and dismissing all myths regarding diversification at place of work. The organization has built a robust relationship with other diverse carders by seeking different opinion from the groups (Dobbin et al., 2007).
Sew American has admitted to have faced several barriers as the firm tries to incorporate diversification. The barriers include discrimination, which has reduced efficiency of work. The impediment can be attributed to race, gender or ethnic groups. Work diversity has also led to backlash, which is a negative reaction from the underrepresented group in the organization. The vice has resulted to backwardness of the organization in terms of the profit and the revenue earned (Dobbin et al., 2007). Sew Americans’ workforce diversity has resulted to resource imperative. Homogenous groups of people therefore do not dominate the organization. It has also led to economic payback as more efficient work plans are introduced. The ideas contribute to production, which benefits Sew Americans economically (Dobbin et al., 2007).
Workforce diversity provides both an opportunity and a challenge for any organization. The approach employed in managing diversity in any organization is determined by the extent at which the manager recognizes diversity and the advantages as well as disadvantages associated with diversity at work places.
Doppelt, B. (2009). Leading Change Toward Sustainability-: A Change-Management Guide for Business, Government and Civil Society. Greenleaf Publishing.
Dobbin, F., Kalev, A., & Kelly, E. (2007). Diversity management in corporate America. Contexts, 6(4), 21-27.
Mujtaba, B. (2007). Workforce diversity management: Challenges, competencies and strategies (pp. 207-229). Llumina Press.
Pitts, D. W., & Recascino Wise, L. (2010). Workforce diversity in the new millennium: Prospects for research. Review of public personnel administration, 30(1), 44-69.