Human Resource Strategies to Manage Workforce Diversity … Research Paper
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Human Resource as it Relates to the Workplace
Human Resource Strategies to Manage Workforce Diversity
HRM plays a significant role in the development and implementation of organizational initiatives meant to manage workforce diversity. The significance of HRM focuses on empowering a diverse workforce to participate fully in organizational decision making. The inclusion of a diverse workforce in an organization life fosters the realization of benefits of HRM (Crawley, Swailes, & Walsh, 2013). Further, it endeavors to increase the numbers of historically excluded groups in the workplace.HR diversity strategies link the elements of selection, development, recruitment, and retention of a diverse workforce to various aspects of globalization, business goals, competitive advantage, and labor market shifts.
The need for workforce diversity strategies reiterates the benefits of an inclusive approach to all kinds of individuals without bias on their sex, religion, origin, race, and other distinctions. Globalization requires organizations to reflect the elements of workforce diversity in the workplace. The unprecedented economic opportunities accompany globalization. However, it also results in the emergence of deepened social inequalities. For a long time, men have dominated the global workforce. Women have also dominated the 'invisible care economy' that encompasses domestic work and caregiving jobs. In developed countries, women have managed to get part-time jobs. In developing nations, women have delved in home-based work and the informal sector. It is crucial for organizations to establish the main objective of attracting a wider pool of talent. In achieving this objective, placing women and marginalized individuals and groups comes in handy.
Workforce Diversity vs. Individual, Group, and Organizational Outcomes
Individual Outcomes and Workforce Diversity
Today, the society has appreciated of the socially and organizationally unacceptable behaviors of prejudice against minorities and women. Globalization has rekindled the belief in organizations with the view that discrimination occurs as an outdated issue (Chaunda, 2012). However, some individuals referred to as 'modern racists' hold the belief that women and minorities use unfair tactics to demand advantages and favors in the workplace. According to the argument, the unfair tactics utilized work despite the lack of merit of these individuals. Modern racism contributes towards fear, avoidance, and discomfort by majority members, factors that lessen the commitment of minority members to the diverse organization. Increasing workforce diversity results in favorable attitudes geared towards better performance wages and ratings.
Group Outcomes and Workforce Diversity
More diverse groups depict better-quality solutions on brainstorming tasks compared to homogenous groups. Diverse groups display more cooperative behavior, a crucial element in fostering professionalism in the workplace.
Organizational Outcomes and Workforce Diversity
A diverse workforce results in an increase in customer demand for related products and services. Organizations with greater cultural diversity reflect increasingly diverse product markets and complex inimitable social resources.
Aligning and Linking HR to Departmental Planning
Effective alignment of human resources gears towards the achievement of departmental goals and objectives and the sustaining business continuity. It is crucial to employ a five-step approach to the determination of current and future resource needs. The steps in this approach include the determination of business goals, conducting gap analyzes, undertaking environmental scans, measuring, and setting, reporting, and monitoring the progress of HR priorities.
Determination of Business Goals
In determining business goals, emerging changes and trends, HR priorities, a solid understanding of the ongoing departmental and government business, and the impact of legislative reforms occur as significant factors. The step takes into consideration whether strategic partnerships facilitate the realization of accountability requirements.
Scanning the Environment
After the comprehension of business goals, the aspect of understanding the workforce comes into play. It delves in planning for surpluses in specific skill sets, occupations, and projected shortages. Factors to consider in conducting a comprehensive workforce analysis include internal workforce trends such as turnover, vacancy rates, and retirement eligibility. Demographic employment characteristics and data such as average age, sex, competency profiles, and occupational groups also occur as crucial factors placed under consideration.
Primarily, the internal scan focuses on the identification of internal departmental factors that may affect the capacity of the HR in realizing departmental goals. In this arrangement, each department can identify internal opportunities and challenges. It is crucial that the organization minimizes on its weaknesses and build on its strengths.
The external scan gears towards the identification of external factors that may affect the workforce capacity with the known emerging issues and operational needs. It should consider advantageous opportunities that exist within the department. The process facilitates the identification of potential and existing risks in the external environment. With this information, the department can identify the best-placed strategies to manage the potential and existing risks.
Conducting a Gap Analysis
The analysis of environmental scanning, departmental goals, and priorities facilitates the projection of current and future HR requirements. Useful questions in the identification of gaps, determining HR needs, and projecting future HR requirements revolves around various factors such as succession plans, acquisition of new skills, shortage of skills, and conducting risks analyzes.
Setting HR Priorities in Facilitating the Achievement of Departmental Goals
After the examination of gap analysis outcomes, it is crucial for the HR priorities to reflect the need to achieve desired outcomes. Various strategies required to achieve the desired outcomes include retention, workplace well-being, and development of a talent pool, employee engagement, staffing, and skills development (Lawler, 2014).
Monitoring, Evaluating, and Reporting on the Progress
The fifth step in this approach focuses on the assessment of the progress in target areas, determination of future priorities, and organizational learning and improvement. Various factors under consideration in this step include the identification of clear and measurable HR goals, aligning HR performance measures with other existing accountability measures, and the achievement of a specific degree of success. Other factors include the availability of systems that perform a cost-benefit analysis and track performance indicators, and information conveyed from the performance indicators on a yearly basis.
Succession planning corresponds to HR gap analysis. It is embedded within the broader planning processes of the government. It occurs as a flexible and adaptable process that may vary based on the structure and needs of the departments (Noe, Hollenbeck, Gergart, & Wright, 2010). Critical elements in the process entail knowledge on the critical positions, development of competency requirements and a talent pool to acquire the competencies.
Organizations utilize succession planning in reaching a conscious decision meant to promote and foster the continual development of employees. Further, the process endeavors to ensure that core positions maintain some measure of stability. Consequently, it enables the organization to achieve the set business goals and objectives. In the past, succession planning utilized a replacement approach that focused on executive-level positions. Today, the process has evolved and facilitates the following:
Replenishment of an organization's HR at a specific and broad level.
Identification, assessment, and development of employee knowledge, skills, and abilities to meet the existing and future organizational staffing needs.
Ensuring a constant talent supply by helping employees reach their potential to succeed departmental positions.
Succession management encompasses knowledge on the needs of the organization and that of its employees (Singer & Griffith, 2010). It also entails capacity development that seeks to address emerging issues that affect business continuity within the organization.
Factors considered in undertaking a succession planning process include the following:
Identification of key positions. The step entails performing a workforce planning gap analysis.
Identification of critical position competencies. It entails the establishment of position incumbent requirement that forms the basis for learning plans. It endeavors to assess potential candidates.
Identification of potential candidates. It incorporates various aspects of self and executive identification.
Assessment of potential candidates. It entails the screening process geared towards the identification of short-term and long-term candidates.
Creation of development plans. The creation of the plans utilizes individual learning plans meant to realize career development needs of the employees.
Implementation of the plans. The step entails measuring and monitoring succession planning progress.
Effective leadership facilitates employee engagement. Visionary leaders enhance productivity, motivation, and employee engagement within the organization (Rothwell, 2010). Leaders that support employees and model the values of the organization contribute towards an effective employer-employee relationship. It occurs as a central element to organizational success. Leadership results from relationships focused on the interactions of collaborators and leaders.
Today, leadership development initiatives focus on the provision of performance support and real-world application of skills. Methods of skills application include mentoring, coaching, and training programs, development assignments, and action learning. The combination of a real business setting with instructions enables individuals acquire crucial skills that allow organizations to deal with crucial, relevant, and real-time issues. Development occurs as a process meant to provide individuals with opportunities to learn from the activities in the workplace. The integration of workplace experiences with developmental methods occurs as a critical step in the process.
Across all job levels, leadership occurs as a crucial component of jobs at all levels. The emergence of new perspectives on the nature of leadership affects the thoughts on leadership development. Leadership and leadership development occur as inherently relational, social, and collaborative processes.… [END OF PREVIEW]
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