Workplace Diversity
Building Inclusive workplaces by harnessing diversity
Introduction
Why should a successful organisation embrace diversity? Some will say discrimination is wrong, illegal and immoral. Others will talk of the social need for inclusion. There is, however, a larger reason for organisations to embrace diversity. The paradigm through which the organisation sees diversity is crucial and that will shape the organisation’s diversity philosophy.
Diversity management brings a variety of gender and ethnic groups to the workplace, but firms using inclusive hiring practices also offer management hiring and promotion policies that include a workforce with diverse sexual orientation and a staff with various mental and physical abilities. The two work policies need not operate exclusively, but a well-planned workplace design uses both the all-inclusive and traditional diversity management in combination to create a working environment free from bias and discrimination.
Legal Diversity Requirements
Legal diversity requirements for public institutions encourage human resource officers to increase the gender and racial diversity of the staff working at the institution or firm. Private companies using government funding, at both state and federal levels, must also incorporate the same staffing policies requiring diverse hiring.
Traditional Diversity Management
Workplaces centred on traditional diversity management focus on legal requirements mandating the hiring of diverse groups of workers. Traditional management uses the federal and state guidelines in hiring and also provides regular programs of workplace diversity training, including training programs for managers and instructional courses for the firm 's workforce. The training for traditional management focuses on the statutory and legal requirements under the federal equal employment opportunity legislation and laws outlining required affirmative action methods and practices.
Inclusive workplaces and the Bottom Line
Introduction
Why should a successful organisation embrace diversity? Some will say discrimination is wrong, illegal and immoral. Others will talk of the social need for inclusion. There is, however, a larger reason for organisations to embrace diversity. The paradigm through which the organisation sees diversity is crucial and that will shape the organisation’s diversity philosophy.
Diversity management brings a variety of gender and ethnic groups to the workplace, but firms using inclusive hiring practices also offer management hiring and promotion policies that include a workforce with diverse sexual orientation and a staff with various mental and physical abilities. The two work policies need not operate exclusively, but a well-planned workplace design uses both the all-inclusive and traditional diversity management in combination to create a working environment free from bias and discrimination.
Legal Diversity Requirements
Legal diversity requirements for public institutions encourage human resource officers to increase the gender and racial diversity of the staff working at the institution or firm. Private companies using government funding, at both state and federal levels, must also incorporate the same staffing policies requiring diverse hiring.
Traditional Diversity Management
Workplaces centred on traditional diversity management focus on legal requirements mandating the hiring of diverse groups of workers. Traditional management uses the federal and state guidelines in hiring and also provides regular programs of workplace diversity training, including training programs for managers and instructional courses for the firm 's workforce. The training for traditional management focuses on the statutory and legal requirements under the federal equal employment opportunity legislation and laws outlining required affirmative action methods and practices.
Inclusive workplaces and the Bottom Line
References: 1. http://www.business-standard.com/india/news/managing-workplace-diversity/487350/ 2. http://smallbusiness.chron.com/describe-inclusive-workplace-differs-traditional-diversity-management-33606.html 3. http://www.nzherald.co.nz/business/news/article.cfm?c_id=3&objectid=10812536