Workforce Diversity Challenges in European Countries Some European countries have been experiencing a string of protests from immigrants. These immigrants sought to express their dissatisfaction with their current employment status and lack of consideration from employers when applying for jobs for which they met the required qualifications. This has prompted employers to reconsider their past and current practices in the management of workforce diversity and to reduce the economic and cultural differences that exist in these types of egalitarian societal organizational environments. The main problem derives apparently from a wide range of discriminatory employment practices inherent in European companies. These practices would set the tone for possible lawsuits from immigrants rejected as potential employment candidates and opportunities. Consider this example. Ewe Kikuyu graduated from a well-known European university with a degree in Architecture in 2007 and spent a full year sending out her Curriculum Vitae. Ewe is the daughter of South African immigrants and did not receive a single chance, call, or interview. At one point, Ewe attended an architecture job fair, where she witnessed one of the company recruiters to whom she had submitted her CV glance at her and immediately dump her CV into a waste receptacle. Ewe commented that, throughout her entire life of struggles, hard work, and commitment to achieve a good education, she never thought that her name, race, and nationality would become an issue in obtaining a decent job for which she would be qualified. Some of the major obstacles for managing diversity in European countries derive from the legal system, inherent employment practices, lack of accountability and existing laws, and regulations. Some of the requirements currently in place in some European countries when candidates are seeking employment opportunities are to reflect on and submit their CV information related to their nationality, religion, race, marital status, and a picture. These employment requirements and practices have set the tone for many potential employment discrimination acts. As a result of these discriminatory acts, complaints, and lawsuits, some European countries and employers have been mandated to institute and comply with some strict laws and regulations, and to introduce and manage proactive solutions to attract, recruit, select, and retain a qualified, diverse workforce to meet the supply and demand of a globalized, changing workforce. Consider this: Some European multinationals started to send managers to high schools in order to train students in writing résumés and provided proper etiquette and training tools to successfully achieve a job interview and enhance their employability. In addition, some of these companies initiated a national campaign to work with colleges and universities to recruit disadvantaged or minority students for potential internship or /full-time opportunities. Some major multin.

1. Workforce Diversity Challenges in European Countries
Some European countries have been experiencing a string of
protests from immigrants. These immigrants sought to express
their dissatisfaction with their current employment status and
lack of consideration from employers when applying for jobs
for which they met the required qualifications. This has
prompted employers to reconsider their past and current
practices in the management of workforce diversity and to
reduce the economic and cultural differences that exist in these
types of egalitarian societal organizational environments. The
main problem derives apparently from a wide range of
discriminatory employment practices inherent in European
companies. These practices would set the tone for possible
lawsuits from immigrants rejected as potential employment
candidates and opportunities.
Consider this example. Ewe Kikuyu graduated from a well-
known European university with a degree in Architecture in
2007 and spent a full year sending out her Curriculum Vitae.
Ewe is the daughter of South African immigrants and did not
receive a single chance, call, or interview. At one point, Ewe
attended an architecture job fair, where she witnessed one of the
company recruiters to whom she had submitted her CV glance at
her and immediately dump her CV into a waste receptacle. Ewe
commented that, throughout her entire life of struggles, hard
work, and commitment to achieve a good education, she never
thought that her name, race, and nationality would become an
issue in obtaining a decent job for which she would be
qualified.
Some of the major obstacles for managing diversity in European
countries derive from the legal system, inherent employment
practices, lack of accountability and existing laws, and
regulations. Some of the requirements currently in place in
some European countries when candidates are seeking
employment opportunities are to reflect on and submit their CV
information related to their nationality, religion, race, marital

2. status, and a picture. These employment requirements and
practices have set the tone for many potential employment
discrimination acts. As a result of these discriminatory acts,
complaints, and lawsuits, some European countries and
employers have been mandated to institute and comply with
some strict laws and regulations, and to introduce and manage
proactive solutions to attract, recruit, select, and retain a
qualified, diverse workforce to meet the supply and demand of a
globalized, changing workforce.
Consider this: Some European multinationals started to send
managers to high schools in order to train students in writing
résumés and provided proper etiquette and training tools to
successfully achieve a job interview and enhance their
employability. In addition, some of these companies initiated a
national campaign to work with colleges and universities to
recruit disadvantaged or minority students for potential
internship or /full-time opportunities. Some major
multinationals jumped on the bandwagon and implemented strict
guidelines to eliminate personal and biased information from
the candidates’ professional profile (CV), such as any racial or
ethnic data, before forwarding them to recruiters or head
hunters. These new practices would make it more difficult for
any prospective employer to discriminate on the basis of
nationality, religion, race, or ethnic background.
Case Study Requirements
You will be working as the VP of HR for one of these major
multinationals. Your new tasks will be to (1) analyze and
identify major problems in managing, attracting, recruiting,
selecting, and retaining a diverse workforce; (2) provide
recommendations and solutions; and (3) provide a solid
conclusion to this case study. You will be required to provide a
minimum of five references to support your findings when
analyzing this case.
Consider the following questions when you conduct your
analysis and findings:
What techniques and training tools are necessary to change the

3. organizational culture and create a cohesive environment that
manages a diverse workforce and provides opportunities that
would recruit qualified talent?
What measures and mechanisms are necessary to develop and
institute a proactive affirmative action program that would
secure and protect the rights of employees?
What type of training and development, policies and procedures,
compliance regulations, and communication programs are
required to ensure that the organization meets the goals and
objectives of seeking and maintaining a global, diverse
workforce to meet the future business and HR demands of a
competitive global sector?
What is the role of the organization, management, and
employees at large to ensure that these employment practices
would cease to ensure compliance of the law?
Students are required to work on, develop, and read the Case
Study "Workforce Diversity Challenges in European Countries."
Please consider and answer the above referenced questions 1–4
as part of your analysis, recommendations, and conclusions.
Please see the case study guidelines and format instructions in
Doc Sharing.
A cover page and references page are excluded from the three to
five page requirements. The written summary must meet the
APA style format.
HRM584: Case Study Grading Rubric
Category
Points
%
Description
Identification of Problem
15
25%
Describe the problem(s).
Describe the challenges leading the organization to fail in its
attempt to reach a positive outcome.

4. Identify causes leading to the problem(s)
Recommendations and
Solution
s
20
33%
Describe and analyze necessary solutions to improve or correct
the existing problem(s).
Use practical methodology and reasoning in the application of
policies and procedures, mechanisms, and management
techniques.
Conclusions
15
25%
Describe the overall mechanism and tools to use to achieve
success and improve efficiency and performance standards of
the organization.
Define words of wisdom to the management team to learn from
past mistakes.
Grammar and Spelling
5
8%
Paper is well-written and is college level writing

5. Rules of grammar, usage, and punctuation are followed
Spelling is correct
Follows APA format
Organization & Cohesiveness
5
8%
Paper was organized, had topical flow, and used appropriate
industry vocabulary, concepts, and theory.
Paragraph transitions are present and logical, and flow is
maintained throughout the paper.
Sentences are complete, clear, and concise.
Sentence transitions are present and maintain the flow of
thought.
Total
60
100%
A quality paper will meet or exceed all of the above
requirements.