Now That The Importance Of Both Professionalism And Diversity

Diversity is a wonderful asset to an organization and brings with it many benefits. Employees bring in their own personal experiences and knowledge to the team (Burns & Kerby, 2012). Having diverse teams allows for the possibility to fix a problem or perfect a process by using different employee’s experiences and past knowledge to find solutions. A diverse workforce can drive economic growth and capture a greater share of the consumer market (Burns & Kerby, 2012). With diversity as a core value, the recruitment pool is widened to find the most qualified candidate and reduces employee turnover as a result. An organization can be highly competitive with a diversity initiative by adapting to a changing environment (Burns & Kerby, 2012).

The purpose of this paper is designed to introduce, educate, and promote diversity within your company. Your company will be shown the merits of diversity and how diversity within your organization can be a benefit. This paper will be broken down into three main areas: Benefits of Diversity, Challenges of Diversity, and Recommendations for an effective diversity within your organization..

As nonprofit boards have the responsibility of solving complex issues and a diverse array of problems it would be auspicious to ensure boards employ individuals with a diverse backgrounds/points of view to arrive at creative solutions. Unfortunately, that is not happening in board rooms across the social sector. BoardSource, the recognized leader in nonprofit board leadership, conducts a biannual study, Leading with Intent: A National Index of Nonprofit Board Practices. The study gathers information from chief executive officers and board chairs about board practices, performance, and composition. According to BoardSource 2015 Leading with Intent report of nonprofit boards, 89% of CEOs identified as white. When surveyed again in 2017, the statistic remained the same, 89% of CEOs identified as white. This suggest a lack of diversity within nonprofit boards and the process to change will be slow.

Three ways of gaining executive commitment to diversity are to gather data and to assess the organizations current commitment to diversity to show where and why there is a need for change. The development of diversity council can also garner executive support because it offers a way for executive members of an organization to have a dialog with other members of an organization about diversity. Systematic changes are also necessary such as hiring from a diverse roster of candidates when filling a position. (Moodian, 2009,

The top managers of Bass Pro Shops are reluctant to apply diversity practices on their recruitment processes, which has significantly damage their reputation and organizational climate. The successful implementation of a training and development method focused on promoting diversity will attract more customers and skilled employees to Bass pro shops stores. Thus, improving the reputation of the company in both employees and customers. The lawsuits derived from their discrimination practices has already damage Bass Pro’s reputation and might jeopardize their cost structure. Thus, the implementation of a diversity training method

Discuss the six diversity components and associated diversity initiatives that make up the systematic approach to diversity management. Why are these components important in managing diversity?

The target of this research is to explore the diversity strategies of the U.S. Department of Veterans Affairs ' (VA) with the objective of supporting its efficacy. Accordingly, this paper organizes this exploration into three correlating sections, the first of which introduces an overview of the Office of Diversity and Inclusion (ODI) within the VA. In addition, this area summarizes the ODI installation of the VA diversity plan. This leads to the second exploration section, which outlines specific focus areas of the VA diversity plan as defined in the Standard University Publication: Best Practices for Managing Organizational Diversity (2007). The third and final segment offers a concluding synopsis along with recommendations for

A career as a solicitor is open to anyone and the Law Society is actively promoting diversity in entrants to the profession. In recent years more women than men have been qualifying as solicitors and at least 18 per cent of people qualifying have been from minority ethnic groups.

The City of Grande Prairie HR Department differs from most organizations in its role of recruitment. Managers are responsible for their own recruitment, interviews and orientation. During the recruitment and selection process, the right type of applicants is far more important than the number of applicants. If hiring managers do not support or understand the importance of diversity or rush the process it can has negative impacts, both short and long term. Often a variety of factors including financial constraints, stiff competition for talent, mandates for efficiency and effectiveness and the decision making structure make service delivery and recruitment challenging. To ensure that a diversity policy and program becomes a part of the organizational culture management will need to be educated and supported in regards to the importance of hiring and effectively managing a diverse team.

Board members who have been serving on the nonprofit organization’s board are dedicated to their organization’s mission, but sooner or later, their term will end. Many board members want to continue to help this nonprofit organization reach its mission, which means that they would have to be reelected to the board again. Most board members would be reelected to the organization’s board, but only some board members realize that it is time to give other people an opportunity to serve on the board to share their perspectives on the organization’s mission. Although many nonprofit organizations have started to move towards limiting the number of terms on the board, there are still some nonprofit organizations that have not limited board members’

For some organizations diversity training is limited to informative programs, providing networking avenues and sensitivity training. While some organizations wholly embrace incorporating diversity as paving the road for the organizations future success. The Bureau of Labor Statistics report dated August 2014 states that for 2013 out of the total employed in the category of Accountants and Auditors 77.8% White, 8.6% Black / African American, 11.9% Asian and 7.3% Hispanic. These numbers far from represent the face of clients accounting professionals are currently managing. Corporate diversity programs are visible to employees and easily accessible. Corporate efforts and accomplishments in strategic planning and implementation of programs are publicly celebrated. Yet labor statistics demonstrate recruiting and maintaining talented diverse employees in the profession of accounting is a current and ongoing challenge. Based on a 2013 survey diversity in accounting is lagging with only about 25% of ethnically diverse employees in the accounting profession. (Supply and Demand for Accounting Talent at Record Levels., 2013). Public accounting firms, private industry and associations such as American Institute of CPA’s, National association of Black Accountants, Association of

When organizations recruit individuals to sit on their board, they recognize that they are competing with other organizations for the select few individuals that have the qualifications to sit on a nonprofit board. To entice individuals to sit on their board opposed to another, not-for-profits tell potential board members that the commitment is minimal, while in reality, that couldn’t be further from the truth. Board members not only need to show up for meetings, either “give or get” a donation, but they also need to understand how the organization is using their money and how their financial decisions are being portrayed by the outside world. They need to understand the investment portfolio of the organization and believe that the organization is using donor dollars to allow the organization to further their mission.

population. Companies need to focus on diversity and look for ways to become totally inclusive organizations because diversity has the potential of yielding greater productivity and competitive advantages (SHRM, 1995). Stephen G. Butler, co-chair of the Business-Higher Education Forum, believes that diversity is an invaluable competitive asset that America cannot afford to ignore (Robinson, 2002). Managing and valuing diversity is a key component of effective people management, which can improve workplace productivity (Black Enterprise, 2001).

In response to the growing diversity in the workforce around the world, many companies have instituted specific policies and programs to enhance recruitment, inclusion, promotion, and retention of employees who are different from the privileged echelons of society. The privileged groups may vary from one country to the next. The workforce of the world is a dynamic environment, and in order for this dynamism to be put to use for the benefit of organizations, they must develop an effective strategy for managing diversity. Global Diversity Management refers to the voluntary organizational actions that are designed to create greater inclusion of employees from various backgrounds into the formal and informal organizational

Businesses are recognizing the need and importance of investing in diversity and addition as part of their inclusive talent management practices and to frequently challenge their organizations to make the connection between those values and their group performance.. Diversity is especially fundamental in today’s global marketplace, as businesses cooperate with