Workplace Diversity: Managing Diversity Is Research Proposal

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A good advertisement will demand candidates with a "demonstrated ability to work effectively in a diverse work environment," and there must be an effort to recruit a diverse applicant pool from a wide range of sources, universities, and regions of the country and world (Chapter 12, University of California at Berkley, 2007). Using a panel interview format with a diverse human resources team that is representative of the company creates a positive and representative face of the company. It is also essential that appropriate accommodations are made for disabled applicants.

Within the workplace, a real endorsement of diversity by the leadership is required. More than any other component, if employees do not feel that the leadership takes diversity seriously, they will not take diversity seriously in their endeavors. Clear mission statements reinforcing diverse values, sensitivity training, and creating mentoring and support groups are essential components of managing a diverse workforce (Marquis et al. 2006, pp.6-7). Retention is often the critical failure point for organizations, and groups that provide support for specific ethnicities, people with special needs, women and other demographics can improve both worker performance and comfort levels. Diversity training, though, must encompass all groups, not just the members of diverse populations. Awareness-raising efforts must take place on a constant basis through workshops, company bulletins, expressed company statements, and must be ongoing, not simply a course or two individuals take at the beginning of their tenure at the organization.

Just like all workplace skills, education in managing diversity must be part of the company schedule. Training for workers leaving the country to work abroad at different branches may be necessary, in terms of negotiating cultural differences and communication styles.

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Providing instruction in dealing with diverse suppliers and sources is another way to foster a truly inclusive atmosphere at the company, and gain valuable and creative exposure to new products and ways of doing business (Marquis et al. 2006, p.8). And simply having communication seminars in dealing with diverse personalities as well as peoples can improve communication as a whole between employees.

Workplace policies regarding harassment and what constitutes appropriate and inappropriate language must be clearly and unambiguously stated in handbooks and in diversity training seminars. Employees must know the correct channels through which to operate if they feel they have been harassed or are the victims of discrimination. Showing that the company cares and takes such complaints seriously is the best way to avoid long-term legal turmoil regarding such issues. Employees will retain a sense of loyalty and commitment to an organization if they know that it has seriously shown a commitment to managing diversity and diversity's challenges in an effective manner.

Diversity requires long-term cultural changes on the individual and the organizational level. It requires a more global and all-encompassing perspective, and requires a more holistic and synthesized view of how the workplace operates. The skills employees learn through diversity training such as mediating conflict, and empathizing with the perspective of others will serve them well in all facets of their work for an organization. Managing diversity requires work, and may seem difficult at times, but the rewards it brings in both quantifiable and unquantifiable terms make it well worth the effort.

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