Workforce Diversity Essay

In order for a company to survive in the twenty-first century, they most introduce diversity into their workplace. Affirmative action was only the beginning into bringing diversity to white collar jobs. If a company wants to be successful, they must learn to manage diversity in order to produce an effective workplace. Many companies have captured this idea of using diversity for their advantage to become some of the top companies to work for. As said in case 5.1, comparing the companies that were awarded diversity awards will show what other companies need to be doing in order to expand their diversity in the workplace. I have decided to compare the mission statements and diversity statements of the top five companies (Novartis Pharmaceuticals

Recent years have begun demonstrating changes in the correct direction. For example, in 2013, Calvert Investments, a mutual funds firm conducted a survey of the top companies and how each measured in regards to diversity, especially women in executive positions. Berkshire Hathaway was ranked at the bottom of the companies, scoring a five out of a possible 100 points. The score was a reflection of the fact that the company has only two women among the 12 members of the board; likewise, there were no women in C-suite positions. However, according to CEO Warren Buffet, since the initial survey results were posted in 2013, Berkshire Hathaway has recognized its mistake and has begun to take greater strides toward female recruiting and promoting (Adams, 2013).

Since the 1990s, advancement towards gender equality has slowed for three main reasons: people's attitudes, occupations, and the gender age gap (Scarborough, 2018). Data was collected to figure out if gender equality played out in management by examining three major factors: women's representation in management, the occupational gender segregation among managers, and the gender wage gap across managerial positions (Scarborough, 2018). It was found that women's representation in management positions is at an all-time high with 4.5 million new jobs created since 1980, women obtaining a majority of them. However, with the increase of women's representation in management, there has been an increase in occupational gender segregation of managers. In 2010, it was discovered that there were female-dominated and male-dominated occupations with female managers concentrating in people-centered caring skills and men concentrating in production-centered skills (Scarborough, 2018). Keeping in mind these issues from the past, it is also critical to recognize the challenges we face

The boardrooms of some of the biggest companies are becoming more dominated by white people despite business secretary Vince Cable demanding that firms increase their ethnic diversity (Neate, 2014). All-white executive teams run 69% of Fortune 400 and 500 companies up from 65% in February. The diminished ethnic diversity in the boardroom has emerged despite Cable calling on companies to ensure their executive teams better reflect the wider population. “Black and ethnic minority representation on Fortune 400 and 500 boards is currently at around 5%, which is much lower than we would expect if the company boards reflected the population of this country,” he said. “I want us to extend the successful campaign we have led to increase female representation

The civil rights of 1964 states that ethnicity, gender, national origin, race, and religion are all factors that impact problems of diversity in the workplace (Oyler & Golden Pryor, 2009). Overall, target populations that are impacted by diversity issue in the workplace are employees from different cultures that may or may not hold English as their primary languages such as India, China, Japan and Hispanics. India, China and Japan often have an exceptional education, here or abroad, in science and more technical fields (Suttle, 2015). Japanese employees in a marketing department can better identify and communicate the problems and needs facing Japanese consumers. Hispanic salespeople would be much more effective in communicating with Hispanic

Shareholders are asking tough questions: "Why don't you have more women and minorities on your board or at senior management levels?"

For instance, BMO is a leading organization that emphasizes on “diversity and learning from our differences” to pursue a vision of great customer service in the future and to do this, they are transforming the organization’s culture by selecting candidates that identify with this value.3 This focus on diversity in BMO’s workforce has led to an increase of executive representation of women in the workplace from 36.5% in 2014 to 40.7% in 2015 and an increase of executive visible minorities from 11.4% in 2014 to 11.9% in 2015.4 In fact, the organization requires a minimum of one in three individuals who are pursuing an executive level position to have same diversity objectives as the organization.5 With an emphasis on BMO’s values, the organization can develop a unique selection process that improves its ability to find the perfect candidate with the right credentials and one who is willing to commit to see the company grow. Should BMO continue to select the right candidates, the statistics of the number of minority representation in the organization is expected to rise and workplace diversity will continue to

However, I am finding that the answer to this question varies and depends on whom you ask. The other issue that is often researched but falls short is how does an organization that is proclaiming diversity is the best thing that has ever happened to them accomplish this success when so many are struggling with complaints of inequality in workplace diversity. The area that is the most overlooked regarding workplace diversity is the value diversity can bring to an organization if handled correctly. In my (humble) opinion, this would require management to be well trained in cultural sensitivity and leadership development to provide a better chance at managing a diverse environment (Lussier & Achua, 2015) where the people can learn from one another differences to benefit themselves and the organization. Management in an organization is also a culture and a system of values and beliefs. Management may well be considered the bridge between a civilization, which is rapidly becoming worldwide, and a culture, which expresses divergent traditions, values, beliefs, and heritages. Management must become the instrument through which cultural diversity can be made to serve the common purposes of mankind (Drucker, 1969, p.

I currently work for a financial institution located in Wilmington, Delaware. This organization has being around since 1988 with a history of innovation, from a small bank division to now a fortune 500 company, I must say that I absolutely love; working for this company. I am always in high spirit to go to work in the morning; because my employer cares about me. My supervisor has an open door policy; I can stop by his office anytime without a schedule meeting. Also, He values my opinion, believes in me, and always looking for ways to help me accomplish both my personal and team goals. My job is home away from home, I fit perfectly in this organization and adapt well to its changes, and I always had some of their culture instilled in me, because I think independently, especially when collaborating with others and never timid to share my creative ideas with senior managers.

Managing diversity in the workplace can be somewhat challenging coming from an HR standpoint. They have to accommodate those that need time off when it comes to things that are dictated to their religious preference. Many don’t even include religion in the diversity training program. Though it is up to the employer whether to accommodate or not, it would be best to get an understanding for the accommodation request. Although accommodation of religious preferences is widespread in actual workplace practice, only 51% of organizations have a written policy on religious diversity, and only 56% offer paid or unpaid leave for holidays not included in the organization's holiday schedule. (Forbes)

Diversity programs have been used in big business since the 1960’s, rooted with social justice philosophy, civil rights and recently business strategy. Everything being accounted, Harvard Business Review has been on the topic from the beginning finding the epicenter of when businesses started to pick up on diversity after a strand of high profile lawsuits shook the financial industry in the 1990’s and 2000’s. A race discrimination suit cost Bank of America nearly $160 million, similar cases costed Bank of America to approximately half a billion over a 15-year payout. These cases opened the eyes to many Wall Street firms who now require new hires to sign arbitration contracts agreeing to not join any class actions, leading to extended training and other diversity programs, but equality isn’t rocketing the financial services or other industries. Firms have used diversity

Companies have had to conform to what is known today in society. Diversity in the workforce includes a couple of different aspects. Companies must recruit, train, promote and utilize employees whom are diverse (Bateman, 2013, p. 204). Diverse being individuals who have a different ethnic backgrounds, different beliefs, different cultures, and different abilities. Diversity includes women and minorities, but also utilizing each of the individual employee’s abilities to help make the company more effective.

Many companies are under legislative mandates to be non-discriminatory in their employment practices. Non-compliance with Equal Employment Opportunity or Affirmative Action legislation can result in fines and/or loss of contracts with government agencies. In the context of such legislation, it makes good business sense to utilize a diverse workforce.

Companies that actively support and nurture diversity are appealing to employees and consumers. When diversity is a priority, employees feel empowered, consumers feel positive about supporting the business and the company ultimately outperforms the competition. The task of fostering diversity within a business can be challenging and not all companies use the same approach. Having a comprehensive diversity plan is the first step in achieving a diverse workforce and the benefits that come along with it. In this paper, I will explore the diversity strategies of Eli Lilly a recognized leader in employee diversity and Google a company struggling with employee inclusion. Through this process, analyze the strengths and weaknesses of Eli Lilly and

Diversity can be defined on two (2) multidimensional basis namely “demographic and human capital diversity”. However, diversity is a management process where varying views and perspectives are harnessed into strategy decisions that would help managers address business plans for a diverse customer base and encourage innovative judgment (Slater et at., 2008). In view of the ever-changing business environment, and the need to meet and surpass the organizational goal, the drive for diversity by companies is key to a sustainable market share and competitive advantage. In diversity management as researched by Robinson, and Dechant (1997), companies adopt gender, ethnic, age, sexual orientation and physical differences in driving the concept of diversity in their organizations. However, Slater et al., (2008) posit that for diversity as a concept to be achievable and forms part of an organization’s culture, there must be a purposeful commitment from Lanx’s senior management, accountability from line managers and training programs designed to achieve its benefit. Hence, the commitment to diversity by organizations and its human capital are strong sources of its competitive