The talent pool of the organisations is undergoing a dramatic change and advent effect of this is faced by the Managers who have to deal with a diverse working force. Such an event raises the importance of diversity management which includes recruiting and retaining the diverse talent and managing them effectively mining maximum productivity. It is to be understood that the definitive objective of implementing an effective diversity management strategy is to increase customer satisfaction, improve communication between teams and eventually enhance organisational performance. Any multinational company at a point of expanding and scaling its operations can use the ideas and concepts discussed in this report. To keep up with the competition in global market a solution addressing diversity at its work place is of great significance. As a report from a consultant, this document aims at throwing light on several key concepts and theories that has to be addressed when developing a diversity management strategy for a Multinational Company (MNC). The report further will try to generalize the principles and challenges that would be faced by a multinational company in introducing a diversity management scheme. This document will also inform the policy makers regarding the hurdles in implementing such a change and helping them find possible solutions for the same and thereby increasing the competitiveness of the company in the global market. The report recommends a basic method for the company for managing diversity based on the findings from previous case studies of MNC’s that are referenced from journal articles or books. Table of Contents
Implementing Diversity Management: A Systematic approach
Setting diversity priorities
Benefits of introducing diversity
5.1 Competitive advantage: Measurable benefits
5.2 Competitive advantage: Immeasurable benefits
Challenges in diversity management
Conclusions and Recommendations
Introducing diversity in an organisation is regarded as a long term investment that unsurprisingly involves complexity and constructive conflict (Holvino et al., 2004). However diversity drives organisational behaviour and will lead to customer satisfaction. One immediate effect of diversity is it drives creativity, when people from different backgrounds or ethnicity work together it gives way to shaping up of new ideas. The targeted audience for this report is supervisors and managers who are the key drivers of change. It is important that they realise the importance of this factor to equip themselves and other people in the organisation on the fact that every employee/customer would expect to be treated with respect and dignity. Katharine Esty, in her book Workplace diversity, defines diversity as “Diversity is generally defined as thoughtful, acknowledging, valuing, celebrating and accepting differences, among people with respect to sexual orientation, race, physical disability, status, masculinity, femininity, traditions, family situation, hierarchy, class, and religion.” (Esty et al., 1995).
Introducing diversity involves a great deal of effort for implementation and requires care. The first step is including diversity in the company vision and making sure that it aligns with company strategy and values, this will in turn give an assurance to employees and customers that the organisation has made a long term pledge to diversity rather than limiting it to a pilot project across the organisation (Egan et al., 2003). It is important to pull the matchless offerings of people from diverse backgrounds and experience to help the company serve an equally diverse customer base for this we need to come up with an action plan. The approach towards diversity management is modelled in two ways, a multi-domestic approach...
Bibliography: 1. Introduction
Introducing diversity in an organisation is regarded as a long term investment that unsurprisingly involves complexity and constructive conflict (Holvino et al., 2004)
The organisations that implement strategies are to be bound by four levels of the inclusive workplace (Mor Barak, 2005).
Figure 1 – Direct benefits of diversity management strategies (Meinert, 2011)
Every workplace will have some agents resisting change; it is a challenge to manage the individuals who do not take diversity strategies seriously. These few can affect the employee morale adversely (Holt, 2010).
Since diversity management is voluntary, it might not survive in the event of an economic crisis as the benefits of diversity management takes time to materialize (Mor Barak, 2005).
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