Human Resources -- Diversity in A-Level Coursework

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The authors believe these discriminatory practices are symptomatic of exclusion from organizational culture.

Noting the shortcomings of "diversity without inclusion," the authors submit a business case for inclusion "in which all employees are treated fairly and with civility, have equal access to resources and opportunities, and are able to contribute fully to their employers' objectives and thus their own success" (Bendick, Egan, & Lanier, 2010). This approach rejects the notion of matching employees to target populations based on a single characteristic such as race; rather, the employee's full range of job-specific skills is assessed and utilized by the company (Shen, Chanda, D'Netto, & Monga, 2009). Finally, this inclusive approach depends on "cultural competence" in which cross-cultural skills are taught and enhanced so employees can effectively work across barriers such as race, ethnicity and gender, rewarding successful cultural competence and sanctioning cultural incompetence (Panaccio & Waxin, 2010). This ideal is accomplished through training, guided hiring, guided assignments, guided promotions, guided compensation systems (Shen, Chanda, D'Netto, & Monga, 2009), and monitored systems holding managers accountable for "inclusion practices and diversity outcomes" (Bendick, Egan, & Lanier, 2010). Consequently, human resources specialists must ensure that their companies' "statement of the business case" reflects the state-of-the-art inclusionary mindset.

b. Tesco's Engagement with Diverse Groups, Use of Inclusion and Diversity Practices as Key Means of Providing Better Customer Service and Whether Tesco's Approach is Strategically Advantageous

Tesco is engaging with Diverse Groups by targeting key categories of discrimination through networks and partnerships. Its networks include: "Out at Tesco" representing people with "different" sexual orientations; "Women in Business" representing and developing women's careers through "training, mentoring and career sponsorship"; "Tesco Asian Network" that holds 2 events per year for Asian networking, sharing and learning about opportunities through career fairs (with additional "inspired" children's nights); and "ABC Network" to attract African, Black British and Caribbean employees, train and develop opportunities to help more black people into senior positions (Business Case Studies LLP, 2013).

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In addition, Tesco engages with "diversity partners" such as: "Whizz-Kidz" through Tesco's Diversity Council to determine whether there should be a network for disabled employees; "Stonewall," which is a charity striving to achieve equality and safety for gays and lesbians in every aspect of their lives; "Employer Forum on Disability" to help Tesco "do a better job for disabled colleagues" and attract disabled people to work for Tesco; and "Opportunity Now," which is a support group for gender equality in business and tends to focus more on women (Business Case Studies LLP, 2013). In addition to those efforts, Tesco guarantees interviews for disabled people through Whizz-Kids, Remploy and Shaw Trust, as well as a 5-year plan to help young wheelchair users develop adult, workforce, access and socialization skills (Business Case Studies LLP, 2013).

Tesco attempts to provide better customer service through diversity and inclusion by adopting an "all are welcome" strategy in which Tesco seeks out and attracts employees from "underrepresented" groups in the communities in which the company does business (Business Case Studies LLP, 2013). Furthermore, Tesco concentrates on "raising the bar on talent" by taking risks on talent and developing all to "develop new and diverse talent" with clear expectations in the areas of performance and potential (Business Case Studies LLP, 2013). By attracting and developing diverse talented individuals with clear performance and potential expectations, Tesco believes that the company, the employees and the customers will all significantly benefit (Business Case Studies LLP, 2013). By using "the.....

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