(a) Provide two (2) justifications for a diverse workforce.
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Diversity Management at Coblenz Boutique Hotel
Janice Edwards was employed as the new General Manager of Coblenz Boutique Hotel located in Grenada. Janice took up her post in January 2022 as the world was slowly climbing out of the effects of COVID-19. She is now faced with a unique issue at her organization, a very young workforce and it has been increasingly difficult to find anyone with institutional knowledge or experience. During the pandemic, Coblenz Boutique Hotel had to find unique ways to cut cost and stay afloat, such as offering its ageing workforce over the age of 55 to proceed on early retirement. Now her workforce does not even resemble her clientele, who are retirees in the winter of their life looking for a quiet affordable get-away. The younger employers lack patience and are often unable to relate to the guests. Janice knows that a multi-generational workforce is key to business success.
You have been employed as the Human Resource Manager to assist Janice.
(a) Provide two (2) justifications for a diverse workforce.
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- Kindly develop a Diversity Management Manual for a multinational company – The Marriot with a subsidiary in the Jamaica. Please address the below with diversity strategy recommendations for given country to include - thorough evaluation of current diversity policies and sound recommendations and justifications for the inclusion of new/improved policies provided. Please insert citations. 1. Give three suggestions on new policies, programmes etc. that will enable better inclusion of the two identified groups that are currently being excluded in the company. 2. What are the barriers for inclusion of each group? 3. What are the current practices for inclusion of each group? 4. Discuss two diversity evaluation instruments/tools that can be used by the company.DIVERSITY MANAGEMENT GOLDENTRUST MERCHANT BANK, CANADACASE INTRODUCTIONPaula Lee was appointed the HR Director at Golden Trust Merchant Bank in Quebec, Canadaon August 5, 2018. Being the first female HR Director and originating from the Caribbeanworkplace diversity was one of her priorities, and she was determined to make it happen.LEGAL AND SOCIO-DEMOGRAPHIC CONTEXTIn 2001 there were over 700,000 immigrants in Québec, 500,000 of whom were members ofvisible minority groups. While at the turn of the 20th Century, most immigrants were from theUnited States or European countries, the percentage of immigrants from these countriesgradually decreased, as immigration from Asia and other parts of the world inclusive of theCaribbean increased. Slow at first, this change became more visible in the eighties. Today, thevast majority of immigrants are Asian (including South Asians) or Black. Legislation has beenadapted in order to deal with this new reality. The Canadian Charter of Rights and…Kindly develop a Diversity Management Manual for a multinational company – The Marriot with a subsidiary in the Caribbean. Please address the below with diversity strategy recommendations for given country to include - thorough evaluation of current diversity policies and sound recommendations and justifications for the inclusion of new/improved policies provided. Give three suggestions on new policies, programmes etc. that will enable better inclusion of the two identified groups that are currently being excluded in the company. What are the barriers for inclusion of each group? What are the current practices for inclusion of each group? Discuss two diversity evaluation instruments/tools that can be used by the company.
- a. What is diversity management? b. Which deversity paradigm do you think is most useful in contemporary work life? Explain the major points of the paradigm. c. Why you think the paradigm you chose is most useful. Thank you for you help!1. The reputed company of Karachi has a minority inclusion program in place and has hired several employees who are part of minority groups. Working relationships between some of the minority employees and some white employees of longer tenure have not functioned as well as they could. As a leader of the company what diversity management strategies you will make to address this situation?Workplace diversity training programs aim to educate employees about the importance of diversity, equity, and inclusion (DEI) and provide them with the necessary skills to foster a more inclusive work environment. These programs typically cover topics such as unconscious bias, cultural competency, and respectful communication. Through interactive workshops, discussions, and case studies, employees are encouraged to reflect on their own biases and assumptions and learn how to recognize and mitigate them in the workplace. Additionally, diversity training often emphasizes the value of diverse perspectives and expériences in driving innovation, creativity, and problem-solving. By raising awareness and promoting understanding of different backgrounds and identities, diversity training helps create a more welcoming and respectful workplace where all employees feel valued and empowered to contribute their unique talents. Question: How can organizations ensure that diversity training…
- What can you determine about the key differences between EEO, affirmative action, and diversity management? Please be sure to include your sources. Also, if you come across an interesting article about EEO or affirmative action, then share the article and lessons learned.After you have discussed how multiculturalism is included in the resource management process, prepare a composite outline, presenting concrete strategies and tools that you would use as a leader to effectively manage diversity in a transportation and product distribution company. agricultural. To develop the outline you must choose and create strategies to ensure the inclusion of at least four of the groups studied in the course: diversity by ethnicity, race, sexual orientation, gender, functional diversity, religious group, generations and social classes. In this outline, you must identify at least two strategies and one tool for the inclusion and fair and equal treatment of each selected group for the following stages of the human resources process: recruitment, selection, training and induction programs, and compensation. Develop a conclusion where you justify the use of the strategies presented.You have been employed as the Human Resource Manager to assist Paula in convincing the Executive Team to adopt a culture of diversity. (a) Provide two (2) justifications for a diverse workforce. (b) Recommended and explain three (3) strategies to manage diversity at the Golden Trust Merchant Bank to achieve the benefits mentioned above. (c) Identify the two (2) challenges you expect to encounter in implementing these strategies.
- Do you think workplace diversity should be driven by balancing differences or by hiring and selecting the most qualified person for the position? Why? Part 2 (optional): Should the position be developed to the individual or the individual hired to fit the position?Define the three types of diversity and compare them using examples for each type. How are the demographics of the workforce changing? What are some major challenges that women face in organizations? What is the model minority myth? How does it compare to how Blacks and Hispanics are stereotyped? What are some benefits of hiring older workers? Why would an employee “pass” or “reveal” at work? What are the positive and negative consequences of doing so? Explain the six benefits of workplace diversity described by Cox and Blake’s business case for diversity. Compare how the cognitive diversity hypothesis and the similarity-attraction paradigm relate to diversity outcomes. Based on the justification-suppression model, explain why individuals act on their prejudicial beliefs. Describe the challenges that managers must face when managing diversity. How can employees ensure they are compliant with the laws and legislation enforced by the EEOC? What are some recommendations for managing…When does an individual's religious belief become an employment issue? Give examples of such instances. What is the significance of "reasonable accommodations" for diversity management in workplaces?
