Diversity Proposal
Introduction
Organizations have a responsibility of cultivating a culture of diversity. Diversity is an integral part of a transformative agenda of an organization. Companies are embracing diverse workforce to boost outcomes, enhance trust, and transparency. Management of diverse staff is vital for the success of a company. Inclusivity fosters penetration of a company in different cultural backgrounds. Working with employees from different ethnic groups increases the chances of boosting the confidence of the staff. Embracing diversity is healthy for the employees and the performance of an organization. Management teams should embrace diversity in their strategic plans to foster inclusivity of employees from diverse backgrounds.
Diversity Plan
Organizations are embracing diverse measures to accommodate the changing dynamics in the market. The changing dynamics are demanding for inclusivity of the employees from different backgrounds. Inclusivity is a core of different international organizations seeking to attract a positive reputation from the public (Roberson, 2019). One of the strategies for enhancing diversity in the management of an organization is to increase the number of employees from diverse backgrounds. Working with employees from different ethnic groups increases the chances of boosting the confidence of the staff (Roberson, 2019). For instance, companies working in overseas stations have a responsibility of embracing the cultural traditions of the society. Companies working in the Middle East have to adjust their policies and inclusivity to fit the cultural trends of the communities living in the Middle East.
Companies can leverage diverse job boards to achieve inclusivity in the workplace. Using different platforms to attract potential employees will create an opportunity to attract a diverse workforce (Sakdiyakorn & Wattanacharoensil, 2018). For example, companies employ people with disabilities as a way of tapping into their talents. Companies can use other job boards such as a network of university alumni to locate potential employees (Sakdiyakorn & Wattanacharoensil, 2018). Different strategies will eliminate the bias that affects companies.
Organizations have a responsibility of cultivating a culture of diversity. The culture of diversity will encourage the employees to embrace staff from different ethnic backgrounds. The training should consider the mindset of the employees regarding the equality of male and female employees (Celikdemir & Katrinli, 2020). For instance, some employees require training to appreciate the value of women in organizations. Creating a diverse workplace will make the male and female employees feel secure at their workplaces.
The millennial generation is leading the way in supporting companies that embrace diversity. The millennial workers are unlike previous generations that were not sensitive to diversity in the workplace. Diversity, according to the millennial generation involves appreciating the religious and personal beliefs of the employees (Dale-Olsen & Finseraas, 2020). Religious beliefs affect the dress code or availability of employees. For instance, Jews and Muslims have to pray at certain times of the day, Adventists worship on Sabbath while Christians may request a day off on Sundays to attend worship services. Respecting the beliefs and cultural traditions of employees will make them confident and satisfied (Dale-Olsen & Finseraas, 2020). It will attract the best talent in the market and boost the positive reputation of a company in the market.
Embracing diversity involves creating a platform for consistent results. One of the strategies of embracing consistent diversity is developing scholarship, internship, and mentorship opportunities (Roberson, 2019). The strategies will attract employees from diverse cultural backgrounds. For instance, mentorship and scholarship will provide opportunities for students from low-income families to apply for job opportunities. The application will provide opportunities for companies to foster a diverse team of workers (Roberson, 2019). Employees can participate by giving referrals to provide diverse measures of employing candidates from different backgrounds. Embracing diversity is healthy for the employees and the performance of an organization, and the ability to venture into overseas markets.
The management should encourage an open conversation about diversity and discrimination. The conversation will boost the quality of the policies that an organization develops (Roberson, 2019). For instance, management can engage in a discussion about gender pay inequality. The conversations will improve transparency and trust. Communication of the policies will encourage the employees to support the diverse changes occurring in an organization (Celikdemir & Katrinli, 2020). Management has to take a proactive role in ensuring the employees feel safe and comfortable with the policies involving diversity.
Conclusion
Organizations thrive when employees feel safe in their workplaces. A sense of safety and trust will motivate the employees to work hard and become creative. In the era of the millennial generation, employees are looking forward to work in culturally diverse workplaces. The diversity in the workplace involves employing both male and female staff and people from diverse cultural backgrounds. Discrimination of the employees can attract a negative reputation and undermine the performance of an organization. One of the strategies for enhancing diversity in the management of an organization is to increase the number of employees from diverse backgrounds. Management teams should enhance diversity by training the employees on embracing colleagues from different ethnic grounds. Diversity will help an organization to remain relevant in the market and foster equal opportunities for all staff.
References
Celikdemir, D. Z., & Katrinli, A. (2020). Efficient diversity management for workplace well-being. The Palgrave Handbook of Workplace Well-Being, 1-22.
Dale-Olsen, H., & Finseraas, H. (2020). Linguistic diversity and workplace productivity. Labour Economics, 64, 101813.
Roberson, Q. M. (2019). Diversity in the workplace: A review, synthesis, and future research agenda. Annual Review of Organizational Psychology and Organizational Behavior, 6, 69-88.
Sakdiyakorn, M., & Wattanacharoensil, W. (2018). Generational diversity in the workplace: A systematic review in the hospitality context. Cornell Hospitality Quarterly, 59(2), 135-159.
