Finding Diverse Talent for Organizations Research Paper

Pages: 12 (3563 words)  ·  Bibliography Sources: 4  ·  File: .docx  ·  Level: Master's  ·  Topic: Management

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[. . .] 177). The return to work program is one way for these costs to be reduced as it provides workers taking a sabbatical for mental health reasons the opportunity of returning when they are better, and it reduces the need of the company to have to find a long-term replacement in need of training and so on.

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Best practice recommendations for the return to work program call for a supportive workplace environment: “all the guidelines recognize there are a variety of stakeholders and suggest they should be involved in the RTW process. All refer to the need for a supportive work environment. Based on the recommendations, coordination and planning could involve the worker, manager, and an RTW coordinator” (Dewa et al., 2016, p. 183). By encouraging employees to get involved in the return to work process, the company shows that it is invested in their well-being, concerned about their health, interested in keeping them for the long-term, and willing to alleviate any concerns about whether or not the person will still have a job when he or she looks to come back to work in 3 months, 6 months, or a year from now.

Research Paper on Finding Diverse Talent for Organizations Assignment

The return to work concept is simply good form for any country, as it is a proven model in the West, where there are a great many expectations among workers that when family issues or needs arise the worker is going to take care of the family first. The organization should see itself as an extension of the family and therefore as another form of support. For that reason, it is recommended that companies be mindful of how important it is for new mothers as well as new fathers to take time away from work to attend to their growing family: indeed, “the transition to parenthood represents an exciting time for many adults” even though it may “also pose challenges for working parents trying to balance this new and important role” (Fisher, Valley, Toppinen-Tanner & Mattingly, 2016, p. 129). Fisher et al. (2016) note that expectations among workers in the West are high for a return to work policy because of “a mix of political, economic, workplace and personal factors,” which leads “the majority of parents return to work following the birth of a child in the Western countries” (p. 129). Companies that understand these expectations and allow themselves to be amenable to them put themselves at the head of the line when it comes for workers to select the companies they most want to work for. When companies put the needs of their employees first, those employees are more likely to show that they want to be committed to the workplace long term. Thus it is in the best interest of the company to provide workers with a return to work incentive.

Inclusion Challenges in Creating a Culture of Inclusivity, Respect and Appreciation

After recruiting a diverse workplace, the organization then has to focus on creating a culture of inclusivity, respect and appreciation. The workplace culture is the bedrock of the organization. It is what supplies the workers with their sense of what is right and wrong, what are accepted practices and what are unacceptable. The culture of the organization is what drives the workers to achieve the goals of the company. It is what maintains their morale, creates positive energy, and increases workers’ likelihood of committing to the company long term. In order for inclusivity to be embraced by the workers, it has to be promoted in the company’s culture. That means managers and leaders have to be ready to lead by example and promote a policy that celebrates diversity and respects inclusivity. To achieve that goal, there will be obstacles to overcome. These challenges can include how to implement changes in the workplace culture regarding the advent of inclusivity policies, how to define new concepts so that the proper respect is shown to all workers, and how to foster a real and empathetic culture where appreciation is shown to one and all by one and all.

One of the biggest challenges currently facing many workplaces is the topic of inclusion and the extent to which companies should be all-inclusive of all people, regardless of race, ethnicity, religion or gender. When it comes to race and ethnicity, these challenges are minor, as the Civil Rights Movement mainly put those issues to rest with the Civil Rights Act. However, new gender identities have emerged over the past few years that make the issue of gender inclusion a bit more complicated, especially for workplaces that are used to promoting conservative values. Conservative workplaces tend to shy away from promoting gender inclusion, particularly for LGBTQ+ persons, who might identify by the gender opposite to the sex with which they were born. This creates issues in the workplace, for example, when it comes time for where such people might use the restroom—in the ladies or in the men’s toilet.

Understanding that these are issues that will have to be addressed in a culture of inclusivity, the organization should take steps to define exactly what is meant by inclusion and how the process of inclusion will be conducted. To address the bathroom issue, for instance, the organization could take concrete steps to have gender neutral bathrooms. At the end of the day, organizations have to be cognizant of what makes their employees comfortable and what their employees will be willing to support. It is never a good idea to implement changes that will meet with a great deal of insurmountable resistance. However, with the right leadership, resistance can be overcome and necessary changes that promote inclusivity can be implemented. Authentic leadership can be especially helpful in these instances (Boekhorst, 2015). It provides workers with the example and guidance they need to embrace new ideas and welcome diversity into the workplace.

By facilitating a culture of inclusivity, respect and appreciation, the workplace can offer workers more of a supportive environment in which all people of all backgrounds are welcome. This promotes genuine positivity in the workplace and can overflow into the community. Companies that are dedicated to improving diversity show that they are aware of the diverse nature of the community in which they are situated and that they want to reflect the real world aspects of their community by opening their doors to one and all. Additionally, by embracing diversity in the workplace, the company improves its chances of landing top-notch talent, as the talent pool expands exponentially the more diverse-oriented the company becomes. A business that is focused on promoting diversity and inclusivity in the workplace culture is one whose reputation will precede it.

Another challenge that might be faced in the workplace regarding inclusivity is the generational challenge. Not all generations are going to respond the same way to diversity in the workplace. Some older generations might resist expectations of tolerance and respect as they are unlikely to be informed on the need for inclusion, respect and appreciation in the workplace. Older generations were brought up under different standards and political correctness was not one of them. For that reason, companies have to be mindful of the values of older generations when they implement their inclusivity policies. The best way to be mindful of what older generations feel is to provide them with training and steps on how to be sensitive to the needs of others. The older generation can learn to be tolerant and accepting of diverse workers with a little guidance from leaders in the workplace.

Donnelly (2015) shows that tensions can emerge in the workplace when diversity issues arise and that these can stem from a lack of understanding or acceptance of inclusivity theories, which come from the human resources management department (HRM): the best solution for this challenge therefore is to manage diversity by building “on the social categories covered by conventional equal opportunities policies to include personal characteristics, with the emphasis placed on positive voluntary action rather than compliance with external legislation” (p. 200). These social categories can help workers to understand what it means to be part of the team in spite of being different. Every worker regardless of any difference should be accepted and managers have to be conscious of the ways in which they make this clear to workers.

One for management to address this challenge is to make it a core value. Many companies are moving in that direction today. They create a corporate social responsibility program that promotes core values that reflect communities’ diversity. The corporate social responsibility program for instance could make inclusivity, respect and appreciation some of its core values in order to make all workers feel truly welcome. This is what is meant by managing diversity when… [END OF PREVIEW] . . . READ MORE

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