In the last few years, the focus of efforts in companies across the land has shifted from diversity to a focus on inclusion. This sea change has happened without fanfare and almost without notice. In most organizations, the word inclusion has been added to all the company's diversity materials with no explanation. This article is a short account of why this shift has happened and what it means.
Probably the most widely-read article on diversity in organizations was Roosevelt Thomas's "From Affirmative Action to Affirming Diversity," which appeared in the Harvard Business Review in 1990. Diversity, said Thomas, was no longer about complying with a legal mandate but about seeking to create a diverse workforce because it would be beneficial to the organization. Before 1990, most large companies had an Employment Equity and Affirmative Action Officer, usually a lower-level employee who worked in the bowels of the organization compiling statistics about how many employees were in targeted groups, eg, people of color and women. This project covers all the aspects of cross culture to the managing diversity by HUL. This project includes primary data analysis and the end of project recommendation also to be provided.
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Today, at the beginning of the 21st century, the world is submerged in a wide range of demographic trends which have the potential to radically change the demographic, cultural and ethical mixture of the population in many countries within just a few decades. Top managers often say that their company's people are its most important asset. In a tight job market and a global economy a company that puts people first - regardless of their race, religion, gender, age, sexual preference, or physical disability - wins. Companies, especially big multinational players which have to deal with these changes, are growingly forced to react. Employees, once a homogenous group in many countries, are increasingly diverse and need to be integrated within and into working environments. Diversity can present an immense source of opportunities but it can also mean the opposite, a big threat. Diversity management is a managerial approach in response to these trends and can help companies to effectively and efficiently manage their personnel diversity, i.e. personnel made up of diverse and multifaceted people. The text argues that a diverse workforce can be regarded as an instrument of sales promotion, a marketing tool to induce customers to buy certain products or services. To be successful at creating workforce diversity program involves attracting and retaining the highest quality individuals in the talent pool. For the HR professional it means looking beyond obvious recruitment methods and venues for good people, then learning how to manage human potential sensitively. It requires an ever-increasing awareness of how people from different backgrounds deal with authority, communication, overall business etiquette, and relate to their communities of affiliation. Promoting workforce diversity is a process that takes place in many stages and on many levels. It requires HR professionals first to recruit a competent and qualified staff, then to accommodate individual needs within the context of the work team and the organization.
In today's world of cultural diversity, our business can't thrive unless we implement a workforce diversity initiative. Besides tapping into the unique abilities and talents of people from...
Bibliography: Diversity enhances creativity and innovation (Adler, 1997; Jackson et al., 1992), and produces competitive advantages.
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