...article entitled Diversity as Strategy, Harvard Professor David A. Thomas writes about an aspect of Gerstner’s strategy is really a story about people, starting with the diversity of people within IBM, and the positive replication into their global markets. These markets include customers, employees, and the search for new talent to recruit. Gerstner realized that an organization the size of IBM must embrace diversity, to not only influence people, but as a strategy to open the doors to new opportunities both internally and externally. Gerstner launched a Diversity Task Force initiative with the goal, “to uncover and understand the differences among the groups and find ways to appeal to a broader set of employees and customers” (Thomas, 2004. Pg. 1). Gerstner explained that it was more than just about the talent pool, and that it was a market based issue. Realizing the diversity in the markets, and IBM’s need to expand in the markets, would require the people representing IBM to be as diverse and multi-culture oriented as the markets. The first usable takeaway from the articles emphasis on culture change is the idea of Constructive Disruption. It’s an interesting approach to how IBM, and most employers really, approached employee management issues. Companies had become very careful at not distinguishing differences among groups of diversity to remove any possible indication of discrimination. Now in this initiative IBM was creating focus groups of diversity groups to understand...
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...Stereotypes are generalizations, or assumptions, that people make about the characteristics of all members of a group, based on an image, sometimes incorrect about what people in that group are like. Stereotypes are formed because people really don't know other people. Stereotypes are learned at an early age from our parents and peers. It was assumed that girls would be housewives and stay-at-home moms while boys would become the main bread winner. If they did work, women mainly worked in female-dominate roles, such as secretaries and nurses. Men were mainly employed in fields such as law enforcement, military or engineering. There are many stereotypes in the workplace; gender, race, sexual preference, age, and religion. Some of the stereotypes that represent my own views are gender and age stereotypes. Gender stereotypes are generalizations of the role of each gender. Women and men suffer when they restrict their occupational choices to those that seem suitable for members of their sex (George Powell, pg. 78). Men are more likely to gravitate toward jobs such as engineering, carpentry, and computer science; where women tend to seek jobs such as nursing, teaching, and helping people. Stereotypes can be harmful in the workplace because people put labels on others based on general assumptions. I believe gender stereotypes still exist as to what is considered “women’s work.” In the workplace women face many more challenges than men as a result of stereotyping, such...
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...Strategy for Managing Diversity Doug Cheatum HRM/498 March 14, 2016 Chris Healy Strategy for Managing Diversity Stereotypes that employees hold about certain groups in society is one of the biggest challenges facing companies and managers dealing with diversity today (Mello, 2015). Stereotypes are often learned by individuals at a very young age and are reinforced by family, religious and educational institutions as well as society in general. The Big Question The question becomes “How do managers deal with these stereotypes, and should they encourage open discussion about them?” Most would say it is better to talk about our differences and learn from one another instead of pretending there are not any differences. Others might say that this type of discussion has not place in the work environment and each individual should just concentrate on their job and not others. The best approach is probably a combination of both. Yes, everyone should concentrate on their jobs, but they are also human and can’t help but notice the differences and possibly stereotype others. Doing this could lead to unwanted behaviors between co-workers and it could affect production because of low morale and hostility. Some companies have gone as far as creating a Chief Diversity Officer position that only deals with diversity in the workplace. Diversity management is becoming more and more one of the most important functions in a company today because of how diverse the work force is becoming...
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...Diversity Strategy for My Organization Managing Diversity and Conflict September 18, 2012 Abstract Diversity in the workplace increases not only as the result of emigrations, but also as a significant expansion of globalization in the market place. These moves allow companies to identify, recruit, and train professionals from a diverse blend of backgrounds, cultures, and styles. Peter Senge in “The Fifth Discipline” states that only learning organizations can sustain in a high level in this highly competitive world. Today’s leaders who work in the global business must create and force the need for change. The task is not to eliminate tension associated with this process, but rather minimize its effects. This paper addresses the subject of diversity. The purpose of this paper is to provide an objective reflection of existing conditions at The Fallen Branch Studio where diversity has made significant improvements in the company’s condition. Diversity Strategy for My Organization The United States of America is the most diverse country in the world. For this reason, diversity is discussed more here then it is in the Europe. Diversity presents both challenges and opportunities for all organizations to compete for an advantage in the global marketplace. Every company looks at diversity from a different perspective. People usually associate diversity with things that they see on the surface such as age, race, ethnicity, language, religion, or sex. However...
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...Why do many companies find increasing and managing diversity to be difficult challenges? Companies often find increasing and managing diversity in the work place difficult due to not fully understanding the best way to incorporate diverse individuals in the work place. Often as Hartman states, "they chose people they are comfortable with for key positions" (Cascio, 2015, pg. 143). Another difficulty companies face is the turnover of millions of dollars in lost training and productivity. A recent study showed, "more than 475, 000 professionals and managers from 20 large corporations found that minorities and women quit companies much more often than white males do" (Cascio, 2015, pg. 120). What were the key elements in Blahna's successful diversity strategy? The key elements to Blahna's diversity strategy were first to increase awareness for the situation and to then build the skills for dealing with the diversity related challenges and monitor them. He first implemented a 20-member committee with a vice president to monitor why women and minorities in all levels of an organization were not being better represented. Given the information recorded from this committee he formed a 25-person diversity advisory committee to take a two-step approach to deal...
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...Targeted Workforce Diversity: Strategies to Avoid Adverse Impact Workforce diversity has increasingly become more and more vital to organizations across the world. Many scholars articulated the value that workforce diversity has in enhancing an organization’s longevity, ability to attract the best talent, and increase novelty. According to Ployhart and Holtz (2008), “recruitment and selection are essential mechanisms for increasing diversity” (p. 153), therefore, in order to effectively increase and target diversity, organizations must develop or adapt new strategies of recruiting to avoid adverse impact. The purpose of this paper is to review literature that offers strategic remedies for organizations to consider in developing and maintaining their workforce diversity programs. Workforce Diversity and Diversity Management Practices Diversity has been defined in many ways and can have multiple meanings depending upon the objective for which it is sought to be defined. For the purposes of this paper, workforce diversity is defined as policies and practices that seek to include people within a workforce who are considered to be, in some way, different from those in the general population (McInnes, 1999). Knouse (2008) defines diversity management as the ability to maximize the advantages of organizational member diversity and minimize the problems. One can make the case for diversity several ways (Cox, 1993). It is the legal thing to do; it is the moral thing to do;...
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...with diversity. A possible missing vinculum (link) between how an organization deals with diversity and its impact on the bottomline is a corporate diversity strategy that is executed using a planned change approach to systemically manage diversity. While many organizations have implemented a corporate diversity strategy, most have not used a “planned change-corporate diversity strategy”. The lack of a “planned change-corporate diversity strategy” is quite likely to inhibit managing diversity from becoming systemic to an organization’s culture and its way of doing business, thus tending to disallow the potential benefits of diversity to be maximized diversity is a phenomenon that has a wide array of affects within the workplace, and society in general (Koonce, 2001; Stark, 2001; Williams and O’Reilly, 1997). In this paper, diversity refers to any attribute that happens to be salient to an individual that makes him/her perceive that he/she is different from another individual (Williams and O’Reilly, 1997). Some widely accepted differentiating attributes include racioethnicity (which encompasses race and ethnicity), gender, nationality, religion, functional expertise, and age. Even though racioethnic and gender diversity tend to receive the majority of the attention in the organizational diversity literature (Stark, 2001; Williams and O’Reilly, 1997), this definition allows for the frameworks offered to be applied to any type of organizational diversity salient...
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...The Diversity & Inclusion Study A Survey of Companies of Australia and New Zealand July 2013 Contents Introduction������������������������������������������������������������������������������������������������������3 Executive summary������������������������������������������������������������������������������������������4 Demographics����������������������������������������������������������������������������������������������������6 Structure of Diversity & Inclusion�������������������������������������������������������������������7 Compensation 2013�����������������������������������������������������������������������������������������13 Experience of a Diversity Manager���������������������������������������������������������������� 14 Diversity and Inclusion in Organisation Today��������������������������������������������� 16 Outlook������������������������������������������������������������������������������������������������������������21 About the Survey Partners�����������������������������������������������������������������������������25 2 Introduction In April 2013, Korn/Ferry and Futurestep, in association with Diversity Council Australia (DCA), conducted a study of Diversity Managers and Human Resource leaders. The survey, the first of its kind conducted in Australia and New Zealand, aims to provide insight into the profile of the diversity function within organisations; on the professionals leading diversity within business...
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...various factors that contribute to the rising workplace diversity. These include increasing numbers of immigrants, company mergers and joint ventures in different countries, increased engagement of business consultants and temporary employees, international competition and the phenomenon of globalization, which has transformed the world into a global village. Globalization has occurred because of a combination of factors such as improved infrastructure, advancements in technology. Infrastructure and technology have not only provided cheaper means of communication and travel, but have revolutionized the speed at which individuals and businesses communicate with each other. Domestic companies are also spreading their operations to new territories across the globe in search of new markets or outsourcing some aspects of their production process. Management of employee cultural diversity, through the integration of suitable strategies plays a key role in improving the competitive advantage of the business, especially on the global platform. Globalization calls for specific approaches that promote harmonious working relationships within increasingly culturally diverse workplaces. Hansen (2002) observes that workplace diversity is critical to the existence of businesses and identifying key strategies to ensure harmonious working relationships among culturally diverse employees is integral to the survival of any business. Diversity in this case means the differences between individuals...
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...Diversity in the Workforce Raul Rios Jr. Columbia College Thesis Statement What are the different aspects of diversity within the US workforce and how might it be effectively managed? What positive and negative factors are derived from diversity training? This research paper aims at answering this particular question. In order to do this, the paper will look at the challenges of diversity in the workplace from many different angles. Abstract This paper first explains what diversity really is and the impact it has on today’s workforce. It also explores why diversity needs to be managed in workplaces in the United States. It then discusses the positive and negative impacts of managing diversity (mainly diversity training). This paper identifies some of the major challenges associated with managing diversity. This research paper concluded with some recommendations on how to manage diversity within a workplace. Diversity in the Workforce Changes in the US Workforce Make Diversity an Organizational and Managerial Issue The United States has historically been a land of the immigrants; it continues to be the same today. People from al around the world come to settle in the US. United States has people from ever ethnic backgrounds, whether those people are in the majority or minority. The diversity of America does not only encompass different races of people, but many other aspects which differentiate people from each other. Diversity can refer to people who practice...
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...1.0 Overview of the Organization 3 1.1 Corporate Hierarchy of Home Depot 4 2.0 Strategic Human Resource Management at Home Depot 5 2.1 Workforce Diversity Management at Home Depot 5 2.2 Disadvantages of Workforce Diversity 7 3.0 Strategy to Counter Diversity Issue at Home Depot 7 3.1 Employee Relations 8 4.0 Implementing Employee Relations at Home Depot 8 4.1 Team-working 9 4.2 Functional flexibility 10 4.3 Employee Involvement 10 4.4 Reward Mechanisms 10 5.0 Recommendations 11 6.0 Conclusion 11 7.0 List of references 12 Executive Summary Human resource management is a sensitive issue in an organization. The performance of any organization is determined by the workforce management practices in place. Owing to the competitive nature of workforce management, human resources are managed strategically (Aghazadeh 2003, p. 201). In this paper, a case study of strategic human resource management has been done. The company considered is called Home Depot. The paper briefly explores the company and its human resource strategy that was found to be diversity management. Thereafter, the paper has explored possible problems that company faces as a result of its diversity strategy. In response to the problems, the paper suggests inclusion of employee relation model in the diversity strategy already in place before making related recommendations and collusion. 1.0 Overview of the Organization The organization considered in this case...
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...Cornell University ILR School DigitalCommons@ILR Student Works ILR Collection Spring 2013 Which Organizations are Best in Class in Managing Diversity and Inclusion, and What Does their Path of Success Look Like? Pin Zhou Cornell University Daniel Dongjin Park Cornell University Follow this and additional works at: http://digitalcommons.ilr.cornell.edu/student Part of the Human Resources Management Commons This Article is brought to you for free and open access by the ILR Collection at DigitalCommons@ILR. It has been accepted for inclusion in Student Works by an authorized administrator of DigitalCommons@ILR. For more information, please contact hlmdigital@cornell.edu. Which Organizations are Best in Class in Managing Diversity and Inclusion, and What Does their Path of Success Look Like? Abstract Question: Which organizations are best in class in managing diversity and inclusion, and what does their path of success look like? What are the criteria to measure ‘best in class’? Keywords human resources, diversity, inclusion Disciplines Human Resources Management Comments Suggested Citation Zhou, P. & Park, D. (2013). Which organizations are best in class in managing diversity and inclusion, and what does their path of success look like? Retrieved [insert date] from Cornell University, ILR School site: http://digitalcommons.ilr.cornell.edu/student/46/ Required Publisher Statement Copyright by the authors. This article is available...
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...Executive Summary Human resource management is a sensitive issue in an organization. The performance of any organization is determined by the workforce management practices in place. Owing to the competitive nature of workforce management, human resources are managed strategically (Aghazadeh 2003, p. 201). In this paper, a case study of strategic human resource management has been done. The company considered is called Home Depot. The paper briefly explores the company and its human resource strategy that was found to be diversity management. Thereafter, the paper has explored possible problems that company faces as a result of its diversity strategy. In response to the problems, the paper suggests inclusion of employee relation model in the diversity strategy already in place before making related recommendations and collusion. 1.0 Overview of the Organization The organization considered in this case study is a retail business company called Home depot. Home Depot is an American company retailing in construction and home improvement products. The company was founded in 1978 by Ron Brill, Bernie Marcus, Pat Farrah, and Arthur Blank. The initial focus during its inception was to come up with a home improvement warehouse. The company commenced with two stores in Metro Atlanta. Going by the success and good market reception from the public, the company invested further within the same line by establishing two more stores in 1979. At the time of its establishment, the company...
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...paper will analyze methods of ensuring Marriott’s Human Resources (HR) strategy aligns with the company’s business strategy and the job positions and responsibilities of the HR department. The paper will then address personal preferences and reasoning. Finally, the paper will discuss methods of improving Marriott’s competitive advantage and three ways they can increase diversity. Ensuring HR strategy is in alignment with the business strategy One way a company can ensure the HR strategy is in alignment with the business strategy is to organize the HR department to be a strategic entity. This would entail every aspect of HR – hiring, training, development, compensation, performance, etc. - being strategically focused in alignment with the business strategy of the organization. It will take effort and a realization that HR is more than administrative support. The definitive goal is for HR to support an organization through the management of human capital, which is the major subset of the broader organization’s strategy (Righeimer, n.d.). A more specific way to ensure the strategies are in alignment is to incorporate the company’s strategy into performance management. Goals are developed for personnel which incorporate the specific tasks necessary for each area to successfully complete in support of the vision. This assists in the accountability of employees in support of the business strategy and allows employees to see how they personally and specifically contribute...
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...Managing diversity at workplace: A case study of HP Summary: Introduction: In recent era of globalization workforce diversity have increased the complexity of job. The term diversity is defined by different authors in different ways. In this study the author has discussed different perspectives of this term and approaches used by Hewlet Packard to manage diversity. The study is divided into six sections: 1. Overview of HP 2. Different dimensions of diversity management 3. Strategies perused by managers to embrace diversity 4. Strategies used by HP to handle diversity 5. Paradigms of diversity management 6. Suggestions and conclusion Overview of HP: HP is founded by Bill Hewlet and Dave Packard on 1st January, 1939 with headquarters in California. HP initiates its diversity management policy from the very beginning and introduced “open corporate culture” accompanied by a new management style known as “management by walking around” this kind of management style has never been introduced in large organizations before. As HP operates in more than 120 countries with employees of 172000, it is easy to understand the presence of multicultural workforce in the company. This diversity has no doubt increased the complexity for managers to manage diversity. Diversity management and its dimensions: In this study the author defines diversity as difference among team members in terms of gender, age, race, ethnicity, religion, nationality or other dimensions...
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