Best Practices in a Diverse Work Environment
Melody Nelson
HRM 531
October 18, 2010
Caroline Willett

| InterClean, Inc. |
Memo
To: First level managers
From: Melody Nelson
CC:
Date: October 18, 2010
Re: InterClean, Inc and EnviroTech Merger Transition
Merger Transition
The merger between InterClean an EnviroTech is in its final stages. As in any situation involving change, there will be some uncertainties and insecurities among the staff and it is the responsibility of all management personnel at all levels to effectively deal with these issues. However, setting a good foundation and following through with good communication, uncertainties and insecurities will be kept at a minimum. Following are a few ways you can make a significant contribution toward that goal.
Enthusiasm is contagious! This is a golden opportunity not only for the future of InterClean but also for anybody at InterClean. As we begin merging the operations of both companies, there very well could be some downsizing in certain areas. However, there will also be new opportunities to learn, grow, and move into positions of greater responsibility.
Commitment is contagious! “The importance of talking the talk and walking the walk is fundamental to achieving commitment” (Schifalacqua, Costello, & Denman, 2009). Frequent communications updating the status of the merging of operations should be relayed to all team members in a timely fashion in order to keep the excitement flowing. Sharing the updates with your team, maintaining high visibility and encouraging questions and concerns contributes to keeping the commitment strong throughout the company.
This is an exciting time for our company and should be an exciting time for all employees. In order for everyone to keep current on the changes that will be taking place and be aware of all the new opportunities opening up for them, we must maintain open communication. It is imperative during this time of transition that open, honest, and timely communication is practiced. Remember that communication is a two way street. You need not only to communicate new information to those working on your team but also need to be receptive to communications from them.
The Merger and Employment Laws
As a manager, you will need to address new issues that could be covered by existing employment laws. The HR summaries of InterClean and EnviroTech sales forces revealed that the merger would increase the number of older employees. HR Staff summary showed 36% of EnviroTech sales force is made up of employees between the ages 50 and 60+ and there is no sales staff under the age of 30. On the other hand, InterClean Sales staff between 50 and 60+ makes up only 20% of the sales staff and staff up to the age of 29 comprises 27% of the total sales staff. You will be seeing vast differences in educational levels and ethnicity. You must always be aware, whether it is in formal communications or casual conversations, of how the employment laws apply to these areas of diversification.
Working Within a Diverse Work Environment
Diversity brings numerous positive attributes to the workforce such as new ideas, different skill levels and talents, different cultures that opens doors in a more global environment. On the downside, diversity can create conflicts not evident in a less diverse environment. Thus it is prudent to establish and manage by your own best practices guidelines. Below I offer a few suggestions for you to start your own guidelines.
Commitment is a key factor. In order to demonstrate your commitment, focus should be made not only on communication but also on demonstration. Talk the talk and walk the walk. Many experts refer to this as “concrete actions” (Kreitz, 2008, p. 102).
Involve employees in the transition and seek their input. Involvement is critical in the success of workplace diversity (Kreitz, 2008).
Be available as a mentor, trainer, and career counselor. Prepared to help employees develop their talents and develop their own career goals.
Identify the advantages that diversity creates for organization. Communicate on a regular basis to employees how they contribute to creating this advantage.
Recognize and reward employees for their unique contributions to the success of the organization. Each person brings a special talent to the table whether it is from education, culture, age, experience, etc.

References
Kreitz, P. A. (2008, March). Best practices for managing organizational diversity. The Journal of Academic Librarianship, 34(2), 101-120.
Schifalacqua, M., Costello, C., & Denman, W. (2009, April). Roadmap for planned change, part 1: Change leadership and project management. Nurse Leader, 7(2), 26-29, 52.