Attraction, recruitment and selection. How can we take unconscious bias out o...Binna Kandola
Gaining access to an organisation can be a challenge to visible minorities. That’s why, whether it be facilitating access to influential networks, curbing discrimination in the shortlisting process or improving interview practice, we must ensure recruitment and selection processes are fair. Learn more about how you can make this happen.
Note: If this publication all links are dead, but you need to download files from this publication, please send me a private message and I'll try to help you or emai to info@presslounge.vn for supporting
Disclaimer: We do not encourage illegal activity. References to a content protected by the copyright law, are given exclusively in the fact-finding purposes. If you liked the program, music or the book – buy it.
Medical Institution’s Staff Motivation through Satisfying Their Needsinventionjournals
In the context of the external marketing for staff, the primary goal is that the hospital attracts the interest of potential new employees on the competitive market. For that purpose an employer’s own individual brand, if possible, should be created. The desired positive effect may be achieved by contemporary marketing tools attractive for the target group. In the process of staff recruitment, due to the lack of candidates, the requirements for the new jobs are often degraded. The less choice however does not mean that no selection is to be made. When a new employee is interested in and has chosen a given organisation it is of great significance to achieve integration during the period of induction. This includes the professional as well as the personal and social integration. Clearly expressed efforts in the sensitive induction period are a key precondition for the long-term emotional connection between any (new) employee and the organisation. Also with the individual support in the context of staff development it is possible to attract new employees and to retain the existing ones. Another aspect is the respectful situational or flexible management of employees to which the modern management and the human resources management shall actively devote to. The survey was conducted among 100 medical specialists and administrative employees in the period January – December 2016 at the Medical Complex Doverie, Sofia City, Bulgaria.
Attraction, recruitment and selection. How can we take unconscious bias out o...Binna Kandola
Gaining access to an organisation can be a challenge to visible minorities. That’s why, whether it be facilitating access to influential networks, curbing discrimination in the shortlisting process or improving interview practice, we must ensure recruitment and selection processes are fair. Learn more about how you can make this happen.
Note: If this publication all links are dead, but you need to download files from this publication, please send me a private message and I'll try to help you or emai to info@presslounge.vn for supporting
Disclaimer: We do not encourage illegal activity. References to a content protected by the copyright law, are given exclusively in the fact-finding purposes. If you liked the program, music or the book – buy it.
Medical Institution’s Staff Motivation through Satisfying Their Needsinventionjournals
In the context of the external marketing for staff, the primary goal is that the hospital attracts the interest of potential new employees on the competitive market. For that purpose an employer’s own individual brand, if possible, should be created. The desired positive effect may be achieved by contemporary marketing tools attractive for the target group. In the process of staff recruitment, due to the lack of candidates, the requirements for the new jobs are often degraded. The less choice however does not mean that no selection is to be made. When a new employee is interested in and has chosen a given organisation it is of great significance to achieve integration during the period of induction. This includes the professional as well as the personal and social integration. Clearly expressed efforts in the sensitive induction period are a key precondition for the long-term emotional connection between any (new) employee and the organisation. Also with the individual support in the context of staff development it is possible to attract new employees and to retain the existing ones. Another aspect is the respectful situational or flexible management of employees to which the modern management and the human resources management shall actively devote to. The survey was conducted among 100 medical specialists and administrative employees in the period January – December 2016 at the Medical Complex Doverie, Sofia City, Bulgaria.
Answer questions separately in 2 pages single spaced 12 font size..docxSHIVA101531
Answer questions separately in 2 pages single spaced 12 font size.
Can put questions in and increase font size for questions to 25 and make it to two pages.
Questions are listed on the bottom of this page. There are 5 questions in total.
What is the role of an organization in Diversity?
Organizations that are committed to equality and inclusion must take steps to combat the examples of discrimination and harassment that have been covered in this chapter. And they must take steps to make diversity a goal in the pre-employment stages as well as in the post-employment stages. Anyone with managerial or supervisory responsibilities should pay careful attention to hiring and performance-rewarding practices, and make sure to rely on relevant information for making decisions and ignore race-based stereotypes. The following are examples of what leaders and organizations can do make sure employees feel valued.
Interview Selection Process
To ensure fairness for all applicants, organizations should use
highly structured interviews
during the selection process to avoid bias based on race or gender Highly structured interviews consists of the following 15 characteristics: “(1) job analysis, (2) same questions, (3) limited prompting, (4) better questions, (5) longer interviews, (6) control of ancillary information, (7) limited questions from candidates, (8) multiple rating scales, (9) anchored rating scales, (10) detailed notes, (11) multiple interviewers, (12) consistent interviewers, (13) no discussion between interviews, (14) training, and (15) statistical prediction.” Similarity bias can occur when interviewers prefer interviewees with whom they share similar traits. Organizations can mitigate this challenge if all 15 characteristics of a structured interview are used consistently with each job applicant.
Diversified Mentoring Relationships
Thanks to the rapid growth of international travel and globalization, managers are often called upon to manage a workforce that is increasingly diverse. Research has shown that racially and ethnically diverse firms have better financial performance than more homogeneous firms, because, as mentioned, employees from different backgrounds and with different experiences can give the firm a competitive advantage in various ways. It is necessary, however, that managers and those in positions of power are adequately equipped to manage diverse workforces in ways that are beneficial to all.
Diversified mentoring relationships
are relationships in which the mentor and the mentee differ in terms of their status within the company and within larger society. The differences could be in terms of race, gender, class, disability, sexual orientation, or other status. Research has found that these types of relationships are mutually beneficial and that the mentor and the mentee both have positive outcomes in terms of knowledge, empathy, and skills related to interactions with people from different power groups.
MANAGERI.
MBA 699- Merger Integration ReportDeyanira DiazSouthern New Hampshire.docxhye345678
MBA 699: Merger Integration Report
Deyanira Diaz
Southern New Hampshire University
MBA 699: Strategic Opportunity Management
Professor Steven Farina
January 15, 2023
Contents Guiding Coalition 2 Employee attrition analysis 5 Current Employee Demographics 5 Attrition Analysis 6 Retention 8 Actionable Steps 9 Alternative Buyer Research Report 9 Current Market 9 Financial Situation 10 Recent Developments 11 Buyer Rationale 12 Acquisition Road Map 13 Acquisition-related tasks 13 Gantt Chart 13 Exit strategy recommendations and plan 14 Change management strategy 14 Summary 16 Risk 16
Guiding Coalition
As you are aware, I was chosen to join the team responsible for strategic planning to help them access the exit strategy the company is laying out. I'm excited to share information about potential collaborators and their sway over the company and the intended audience. We are all aware that change is a constant in organizations, and the success of the change will depend on how well employers and employees can adjust. Businesses must also carefully choose the people who will spearhead the change. All other interventions will have access to the market if the right leaders are chosen to influence the community (Breuer et al., 2018). Introducing the drug to the market will require supportive influence from both the internal and external markets for our business. We'll begin by choosing a team of leaders who lead the other team and give their subordinates feedback. These leaders need traits and abilities that improve the organization's reputation. Their organizational expertise, which can be gauged by the years they have worked there, will be crucial in this process. Additionally, it will be necessary for them to be enthusiastic because it will affect how well they perform. The last factor is their role, which largely affects the process because they will use their expertise to encourage participation.
The first person selected is Omar, who is the Manufacturing Director. Omar manages three departments; Supply Chain Strategies, Middle Eastern Operations and North America Operations. He is also managing 12 manufacturing plants that have 580 hourly workers. He has served the organization for three years, but his job satisfaction is rated at the highest level. Omar influences three areas in this organization; manufacturing, supply chain and operations.
I chose Omar because his influence in manufacturing is enough to provide the organization with information about the capacity and the size of the market it can serve. He is also in a position to advise the business on regulatory standards and market demand. This leader manages supply chain individuals who are in a position to understand cost-saving products. The department will be at the forefront in selecting the best partners to work with and how to satisfy their customers. Operations will also be able to take the lead in quality and regulatory adherence.
The other person to be included in this coalition is J.
In any organization if they want to get best production and retain their employees, they have to
provide best organization culture to their employees. That culture should be satisfied by the employees to retain
them. The purpose of the present study is to analyze the organization culture factors influencing the job
satisfaction.
14Emad, this is a better effort than the other paper. HowevAnastaciaShadelb
1
4
Emad, this is a better effort than the other paper. However, you still have some sentences that lack clarity and are hard to understand by the reader. I made changes to the paper to help it to flow better. It is best to match this paper up with the one I change to understand better what changes and why. As I stated before, to write academically, you must write precisely and succinctly. Let me know if you have any questions. Hang in there, I know you can get this done. I am here to help! Be safe,
Ensuring Diversity in the Workforce
Emad N. Alkhadabah
Central Michigan University
Master of Science in Administration
MSA 698: Directed Administrative Portfolio
Dr. Larry F. Ross
March 28, 2021
Ensuring Diversity in the Workforce
In the workplace, diversity refers to the encompassing of different aspects of individuals such as race, ethnicity, gender, personality, education level, organization leadership occupation among other factors. Diversity can also be looked into as how people perceive themselves and others in the workplace. When an organization is having a diverse workplace, they understand the demographics and what it’s involved in such groups of people.
. When an organization does not have diversity inclusion it can pose disadvantages since there are potential lawsuits on the creation of equal employment opportunity. These legal suits are a disadvantage to any business since they tend to be costly and diverse of the organization’s resources. It can also lead to the creation of a negative perception of the customers, potential investors, and future employees. Having diversity inclusion in an organization is not enough to guarantee the success of an organization.
Diversity and transformational leadership
Diversity is connected to transformational leadership; in a diverse environment, there will be a lot of assessment that will take place because different people are involved, and this will help to monitor the work they are doing. Leaders will have to be very keen to know the kind of employees they may need assistance. The other issue connected to transformational leadership is that once many people from different parts and with different cultures are involved in the organization, they will be in a fair and healthy competition. The reason for this is because different people have different ways in which they are going to work to make sure that the organization is in safer hands and it is getting profit just as it is supposed to be doing. Another important aspect in transformational leadership is that it brings training since it enables the organization to appreciate the individual differences among the employees while at the same time providing an equal opportunity for all the employees to exercise potential regardless of their differences. This will make the organization to have a very smooth working relationship with all other employees.
When it comes to diversity training, it is supposed to target everyone in the organizat ...
14Emad, this is a better effort than the other paper. HowevMatthewTennant613
1
4
Emad, this is a better effort than the other paper. However, you still have some sentences that lack clarity and are hard to understand by the reader. I made changes to the paper to help it to flow better. It is best to match this paper up with the one I change to understand better what changes and why. As I stated before, to write academically, you must write precisely and succinctly. Let me know if you have any questions. Hang in there, I know you can get this done. I am here to help! Be safe,
Ensuring Diversity in the Workforce
Emad N. Alkhadabah
Central Michigan University
Master of Science in Administration
MSA 698: Directed Administrative Portfolio
Dr. Larry F. Ross
March 28, 2021
Ensuring Diversity in the Workforce
In the workplace, diversity refers to the encompassing of different aspects of individuals such as race, ethnicity, gender, personality, education level, organization leadership occupation among other factors. Diversity can also be looked into as how people perceive themselves and others in the workplace. When an organization is having a diverse workplace, they understand the demographics and what it’s involved in such groups of people.
. When an organization does not have diversity inclusion it can pose disadvantages since there are potential lawsuits on the creation of equal employment opportunity. These legal suits are a disadvantage to any business since they tend to be costly and diverse of the organization’s resources. It can also lead to the creation of a negative perception of the customers, potential investors, and future employees. Having diversity inclusion in an organization is not enough to guarantee the success of an organization.
Diversity and transformational leadership
Diversity is connected to transformational leadership; in a diverse environment, there will be a lot of assessment that will take place because different people are involved, and this will help to monitor the work they are doing. Leaders will have to be very keen to know the kind of employees they may need assistance. The other issue connected to transformational leadership is that once many people from different parts and with different cultures are involved in the organization, they will be in a fair and healthy competition. The reason for this is because different people have different ways in which they are going to work to make sure that the organization is in safer hands and it is getting profit just as it is supposed to be doing. Another important aspect in transformational leadership is that it brings training since it enables the organization to appreciate the individual differences among the employees while at the same time providing an equal opportunity for all the employees to exercise potential regardless of their differences. This will make the organization to have a very smooth working relationship with all other employees.
When it comes to diversity training, it is supposed to target everyone in the organizat ...
Have You Heard About "Win Win Selection" !Nicole Payne
The importance of viewing the selection and interviewing process as a basic precursor to establishing trust and positive identification with a company's objectives. Using the LIFO Method, it illustrates how shared information between a candidate and company can provide a good first step towards building a mutually rewarding relationship for future OD efforts. Contact us for more info!
2-2 Interview Reflections I felt that my interviewee understo.docxeugeniadean34240
2-2: Interview Reflections
I felt that my interviewee understood that the job of HR needed to change to stay relevant. According to Grossman, being a “credible partner” is part of the competencies that are required in the new reality that is HR. With speaking to Joe, my interviewee, it appears that he recognized a long time ago that to survive, HR was going to have to make changes and become relevant to the business they are in, which is the moving industry. With doing this, they have looked for ways to outsource the “usual” HR functions and become involved with supporting the staff that they have, getting great talent, and being a source of knowable for the company. Taking an early lead in being a part of the development of their tariff has allowed Joe’s HR division to be taken very seriously within the company. They continue to evolve into the HR of today and even the future.
3.2 The Organizational Culture
After taking the survey, I realize that the organizational culture that I would want at my “Best Place to Work” would be similar to what I have now. My current company believes that HR is the responsibility of everyone. We have a benefits manager but recruiting top talent is such an important part of our cincture, that we receive a $10,000 bonus for recruiting staff.
Credibility- It is important that staff and clients feel that they can trust us. We find that we have repeat customers within the client base and recommendations due to our credibility.
Respect- Clients and staff are treated with prospect. The CEO understands that we make the company run. He rewards the staff with many different gifts and shows of appreciation.
Fairness- Being fair is a hallmark of a good company. Nothing ruins moral faster than favoritism.
Pride and Camaraderie- Staff are happy and proud to tell people they work for the company. This is due to the stellar reputation.
4-4: Leading Change
With my industry, which is hirer education financial aid, change is driven by new policies and regulations that come from the federal government. These changes are inevitable and uncontrollable. Within my consulting firm, we stay ahead of the change by paying attention and participating in negotiated rulemaking, which allows the financial aid industry to have a say in the policies that re coming down the pipe. We definitely use the analyze/think/change model.
The emotional reactions to change that I see very often is fear. Many times, staff is afraid that within the change, they will seem incompetent if they don’t take on the change as quick as other staff. During my current project, which is redesign of the student employment office, the staff involved went through all the emotions in varying levels. They eventual got to renewal and are fully vested in the process.
It is import for HR to take a front seat when change happens. This helps staff to understand that they are supported. It is also important for staff to be able to have their negative feelings openly, .
GenderDiversity and Inclusion Efforts ThatReally WoMatthewTennant613
/
Gender
Diversity and Inclusion Efforts That
Really Work
by David Pedulla
May 12, 2020
Summary.
Rusty Hill/Getty Images
A Stanford and Harvard professor convened a symposium on what’s
actually working to improve diversity and inclusion in organizational life. In this
article, David Pedulla summarizes the main findings. First, organizations should set
goals, collect data, and hold people accountable for improving diversity within the
organization. Second, organizations should abandon traditional discrimination and
harassment reporting systems — these often lead to retaliation. Employee
Assistance Plans (EAPs), ombuds offices, and transformative dispute resolution
https://hbr.org/topic/gender
https://hbr.org/search?term=david%20pedulla
/
systems can play a critical role in not only reducing retaliation but also provide fuel
for organizational change. Third, organizations should check to ensure that
technologies used to assist in hiring and promotion aren’t inherently biased.
Fourth, companies must avoid tokenism. Finally, organizations should get
managers and other leaders involved in diversity programs from the start. This will
increase buy-in and lead to smooth implementation.
In the wake of major social and political changes over the past
decades, leading companies are taking steps to increase diversity,
equity, and inclusion. Yet progress in most sectors remains tepid.
Programs designed to increase diversity and inclusion in the
workplace often fail. So that leads to a natural question: What’s
actually working?
Focusing on solutions to the diversity challenge — rather than on the
failures — was top of mind when Devah Pager and I designed a
convening in 2018. We brought together leading experts on bias,
technology, discrimination, and organizational design, and – rather
than documenting the problems that abound – we asked everyone to
focus on answering one simple question: What works? (Pager, who
was the Peter and Isabel Malkin professor of public policy and
professor of sociology at Harvard University, passed away in 2018.
The ongoing aspects of our project, I hope, are a testament to her
pathbreaking work on racial discrimination and social inequality.)
It was challenging to keep our emphasis on solutions. As became
clear, there is no silver bullet. No single solution. Yet, in pushing
ourselves to think outside the box and draw on the best empirical
evidence that exists, the convening participants identified promising
areas where investment, focus, and experimentation have the ability
to serve as remarkable engines of change
We dove into these promising areas and produced a report, titled
“What Works? Evidence-Based Ideas to Increase Diversity, Equity,
and Inclusion in the Workplace.” Here, I highlight five key insights
close
https://www.mckinsey.com/featured-insights/gender-equality/women-in-the-workplace-2019
https://hbr.org/2016/07/why-diversity-programs-fail
https://www.umass.edu/emp ...
GenderDiversity and Inclusion Efforts ThatReally Wo
Diversity article
1. www.humancapitalonline.com62 N July 2016
CASE STUDY
H
Is Diversity
The only Destination?
emang has been recently
promoted as the engagement
manager at the BIG 4
consulting firm. He is a fellow
sense in the proposal for workforce
diversity management. John
recollected that a few women
employees of the client company had
left in the recent past citing
discrimination in the workplace as the
reason, which was bad publicity for
the client in the social media forums
as well as the print media. Hemang
understands that in his new role selling
- BY PROF. MANISH KUMAR
from one of the top IIMs and has an
industry experience of 5 years. His new
role expects him to bring in clients for
the organization, and he is keen to
continue the fast track of success he
has achieved in his organization. This
While the students at the Management schools are taught that
initiatives driven by diversity possess the potential to address
internal and external concerns and aid the development of
varied skills within the organization, the business environment
is divided as to support the cause or maintain a neutral stance.
morning, John-his boss-came over to
him asking him to prepare a pitch for
a banking client on gender diversity
initiatives. The client is mostly
concentrated in metropolitan cities
with significant number of customers
from diverse backgrounds.
John briefed Hemang that the client
is facing difficulties because of fast
growth and would like to see business
2. www.humancapitalonline.com July 2016 N 63
matters the most, but he also recalls
the New Year resolution in which he
decided to lead his life (including
professional life) with utmost integrity.
Hemang had earlier worked on two
projects related to gender diversity
initiatives. However, he is not sure
whether he should focus on suggesting
initiatives with respect to gender
diversity, or suggest a more exhaustive
list of initiatives as part of diversity
management. The top management
team of the client comprises of all male
members and, none of them has
management as their educational
qualification. In the past, typical
questions from the management have
been regarding the rationale for
increasing the number of female
employees (from 10% to say 50%), and
its anticipated tangible benefits.
Hemang fears that if all the
members of the top management team
are not on the same page, then
politicking may influence the decision,
and the desired ratios would be
relegated to "non-strategic" functions,
like HR. On the other side, Hemang
has learnt from his friends about
clients, who are extremely enthusiastic
about gender diversity.
Hemang is unsure of the way to
address the stereotypical notion of the
client, that most of the female
employees leave them post marriage
or post progeny. In this scenario, the
client has a view that other employees
have to fill in for their female
colleagues' absence, as well as, very
often for their inability to keep pace
with the fast changing work
environment.
Although Hemang has access to a
plethora of research reports that
demonstrate the financial benefits of
diversity initiatives, he is not sure how
some of the above concerns are
addressed by such reports. For
example, he recalls a recent report1
that spoke of organizations with better
gender initiatives doing 15% better
financially as compared to their peers.
Similarly, organizations with better
racial and ethnic diversity initiatives
were doing 35% financially better than
their peers. He is aware that critics
have questioned such findings by
stating that obviously organizations
those who do better, have resources
and motivation to indulge in such
initiatives. Further, such findings are
often criticized by Indian organizations
as not applicable to Indian realities.
Hemang recalls his own findings
based on his prior consulting
assignments. He had done a survey on
the perception of organizational
climate in two large organizations in
India2. He was pleasantly surprised to
learn from the survey that female
employees in fact were more flexible
towards change. They reported higher
levels of comfort with changing
customer needs, and the dynamic
nature of organizational environment.
Female employees were further
reported by their bosses in survey to
indulge less in inappropriate and
disruptive behaviour as compared to
male employees. Although, aware of
limitations of the survey, which was
being specific to the two organizations,
Hemang, was however happy that the
results were based on contexts that
were closer home and based solely on
his own work experience. He however,
was in dilemma whether he should
share other aspects of the study with
the client-i.e., in the same study,
women participants were found to
have less clarity regarding various
aspects of their work, and had less
attachment towards their organization.
To add to the confusion, the results
were also different for the two
organizations. Scores for women were
higher than men over the appreciation
of welfare mechanisms and fairness in
systems and processes in the first
organization, while men did better in
the second organization. On
subsequent detailed enquiry from the
two organizations, Hemang learnt that
the first organization, although being a
bureaucratic setup, had put in
mechanism on gender issues including
policies regarding recruitment,
promotion, postings, and other benefits
including maternity leaves, while in the
second organization, which was a
private sector organization, there were
no policy arrangements on aspects of
gender.
Hemang himself wanted to be
logically convinced of the idea of
diversity initiatives before approaching
the client. He also wanted to bring in
some numbers to highlight the business
aspects of gender diversity initiatives.
He could not stop recalling his course
on organizational behaviour in his first
year, in which diversity management
topic was taught. He could still vividly
recall lively discussions the topic had
generated. The professor had finished
the session by stating that any diversity
initiative has to be able to take care of
internal and external concerns, and
enhance the development of diverse
skills. If internally, employees of diverse
background are happy and satisfied
with the systems and processes, and, if
diversity is able to enhance the
organizational ability to solve external
aspects such as business problems and
serving customers better, then it
definitely makes sense to bring in the
diversity initiative. Beyond these, what
is needed is just to ensure the diverse
personal and professional needs of
individuals are taken care of, and saying
this, the professor had walked out of
the class.
While Hemang is a true believer in
gender diversity, he would like to
provide well-rounded counsel to the
client- encompassing the company's
culture, the environment, abilities of
both the sexes that result in a
successful workplace and delivery to
customers of the bank.
1. The findings of the research and consulting
assignments mentioned in the case are based
on real studies.
2. The Indian survey mentioned in the case is a
research work undertaken by the author of this
case along with three co-authors.
Prof. Manish Kumar is an
Assistant Professor in OB and HR Area
of IIM Kozhikode. He is a Fellow of IIM
Lucknow. He teaches courses on
Organizational Behaviour, Negotiation
and Conflict Management, Research
Methods and HR Analytics.
CASE STUDY
3. www.humancapitalonline.com64 N July 2016
gender diversity initiatives he might
propose because of two reasons
probably. One, he is in a fix to
presume the incompetency of the
management in realizing the need for
a comprehensive initiative structure
and second, he is not sure how
research reports will address the
issues in the organization.
A Collaborative Effort
Hemang should put across the fact to
the management that removing such
kind of gender biasness calls for a
collaborative effort. Women should be
given due opportunities in
organizations, as they have a barrage
of innovative and creative thoughts,
which can have an astounding impact
in organizations. Over here, the
management can ask the human
resource function to play a pivotal
role in bringing women to the fore,
and, also bring out the best in them,
by eradicating any form of
discrimination. More women should
be brought into the leadership funnel
assigning bigger responsibilities. Men
also have a role to play in providing
the right support. Men should realize
that the rise of gender balance has
been and will be beneficial to them as
well.
Breaking workplace barriers
If we consider the traditional jobs as
against the non-traditional ones, then
what we observe is that women are
relegated or considered for low-
paying, clerical or administrative jobs,
as opposed to men who are placed
on their career paths straightaway. In
the manufacturing sectors, women are
more often assumed as not very strong
enough to tackle the shop floor
hassles. They are considered only for
table or back office jobs. The
perceptions of people influence their
thought process and they are driven
by that. Hence is the case for such
biasness in the work place. Globally,
only about half of working-age women
are employed, and, they earn only
about three-quarters as much as men
do, even when they have the same
level of education, and are in the same
occupation. Women are
overrepresented in informal,
temporary, and low-productivity jobs
with low pay and limited opportunities
for advancement. There are certain
he mentioned case is a typical
example of protruding gender
diversity at workplace. GenderT
kind of leaves which when availed, is
considered as not a mere sabbatical
for them, but more of a stopgap in
their career. This also hinders their
employers, and their thoughts are
curtailed to consider them for any
future leadership roles as such in their
organization. Even in management
functions, things are limited for them
because of their partial impediment
related to mobility and sojourn. Since
they have to manage their domestic
front as well, it adds as a catalyst to
the cause. Security in the context of
the society in such cases is also a
concern.
The gender diversity initiative
should present the management the
scope of refueling their policies, to
ensure that women get an equal
chance to represent themselves
wholly within the organization.
Whether it comes to driving business
strategy, or bringing ideas onto the
table, or, for that matter setting
examples at work place, women
should be given equal opportunities,
and, there should be a pro rata
representation for them everywhere.
We should appreciate and respect the
role a women plays in her life, and,
the way she perfectly balances
personal and professional life. Hence,
in order to lend a helping hand to
this cause, organizations should
inscribe policies in a manner, which
will enable them to reap maximum
benefits from their productivity.
Successful implementation of
diversity depends mainly on a
manager's ability to understand what
is best for the organization based on
teamwork, and the dynamics of the
workplace. Managing diversity is a
comprehensive process for creating
a work environment that includes
everyone. Managers must focus on
the skills, competencies and
adaptability of people to work
towards a common goal. Personal
awareness is the key element in
identifying and steadying a diverse
workforce. There should not be any
room for biases and prejudices
coming in the way of taking decisions.
A good way to bolster the chances
of success is imparting training to
people on the benefits of diversity.
Teamwork and communication are
the key to create and nurture
bonding between people.
bias occurs because of personal
values, perceptions, traditional and
orthodox ideologies one holds on to
in his life. Here, we are unsure of
what has resulted in imbibing such
perceptions or values etc. Is it because
of the absence of managerial acumen
of the top management team, or, the
absence of any female member on
the board? At an age, where people
and activists are advocating the
thoughts of emancipation of women
and the need of 'socent' culture to be
elicited to transcend any dogmas
pertaining to the biasness for women
fraternity, there is a surprising fact
that says that only 4.2% of CEOs in
Fortune 500 companies are female.
The fact that we are still living in
a patriarchal society is clearly visible.
Hemang is in a lurch to figure out the
Rajesh Tripathi is Vice President and
Head - Human Resources, GHCL Ltd.
Rajesh brings to his job over 17 years of
experience in varied industries, like
Manufacturing, Telecom, IT,
Pharmaceuticals. He holds a Post
Graduation in HR from XLRI,
Jamshedpur and a Post Graduate
Diploma in Psychology from Amity
University.
HC
CASE STUDY
4. www.humancapitalonline.com July 2016 N 65
iversity has become a huge
focus area for a number of
organizations in the past fewDyears,andwithgoodreason.Havingthe
besttalentwiththerightskillsisvitalfor
any company, and, is critical to success
in competitive markets. Competing for
talent is particularly difficult, given that
many of the roles that offer critical
experiences and career pathways for
future leaders, may be difficult for
women.
Facilitating Change
Change is something that all of us are
resistantto.Ifthechangessuggested,gets
supportedbytheleaders,andwithvalid
reason,thentheplannedchangecanbe
ahugesuccess.Inthisscenario,theclient
has come forward to bring the change;
hence,Hemangcanhelptheclientbuild
the reputation of having an inclusive
culture.
Given the above scenario, it is
recommended that Hemang study the
existingframeworktosupportdiversity.
It will help in validating and making his
business case stronger, but at the same
time, he also needs to be cautious. As
already cited, the reports are skewed,
and, we also fear the politicking by the
senior management due to perception,
so it is important to position well.
Expanding offering in diversity
Hemang needs to define diversity at a
slightly broader level. It is one thing to
know that the organization needs to
expand its diversity offerings, but an
entirely different thing to know exactly
how and where to start. Before diving
into a broadly ambitious initiative that
may not fit well with the organization,
conducting a thorough analysis of the
business'needisessential,and,itcanhelp
ifhelooksdeeperintofindings.
Hemangshoulddiscoverthespecific
circumstancesthatneedtobefixedfirst.
This analysis is the first critical step in
effectivelyreinventingtheorganization's
diversity strategy.The diversity strategy
should be anchored by a mission
statement,andinfluencedbyemployee
preferences. Following a current state
assessment, Hemang should define or
review the organization's business-
focused diversity mission statement,
whichwillserveasaguideforadiversity
strategy.Boththemissionstatementand
the output from the current state
assessment, should direct the major
areas of strategic focus for diversity.
It is recommended to craft a diversity
strategy, which could include the
following-
G A vision and mission for the change
championstolead
G Thesamelanguagethataddressesall
thestakeholders,thusprovidinga
common ground to contribute
G Itisequallycriticaltounderstandthe
elementsthatwilldrivethisforwardalong
with the metrics to define success
G Accountability and responsibility, if
clearlydefined,willhelp
G Aprojectplanwithfrequentintervals
to take stock of achievements or
milestones.
Once the strategy is finalized, it is
important to agree upon the metrics to
measure success, which should be
deployedatmultiplelevels.Thesemetrics
need not be limited to gender diversity
alone,butcanconsidersomeaspectslike
customer portfolio, occupational
background,etc.
People
G Theleadershiphastounderstandthe
components of the model
G Leaders have to drive the change
process to make it effective
G The leadership should take into
consideration the internal and external
scenarios and demographic changes to
makeinformeddecisions
G The selection process of volunteers
driving this change is critical. If they are
effective in creating quick turnarounds
and success stories, they can maintain
themomentumofchange
G Create core committees to focus on
allaspectsofdiversitytogetthepulseof
employeesandhelpingettingapproval
fromthemanagement.
Products and Services
G Product offerings and services are
differentiableanduniquelypreferredby
itsmembersandcustomers
G Product and service suppliers are
diverseandembracestrategicdiversity
Processes
G Strategic diversity as a key theme
needs to be deployed through multiple
sources including performance
management,professionaldevelopment,
andsuccessionplanning
G Should provide diverse offerings in
terms of initiatives, projects, and
professional businesses to enable the
change
G Incorporate'StrategicDiversity'asa
core competency, and include it in the
leadershipdevelopmentcurriculum
G Develop training resources to be
used in orientations, training
conferences, and for self-study
G Create targeted development
programs for women to build the case
ofgenderdiversity
Policies
G Policies and practices should
promote and accelerate the theme of
strategicdiversity
G Createacultureofinclusivityandnot
diversity
An organization with a brand
focusingoninclusiveculturepromoted
through multiple channels helps in
attractingandretainingtalent.Hence,it
is time to focus on Employee Value
Proposition, by projecting itself as a
changingcompanywithincreasedfocus
on gender diversity. It can be done by a
multi-pronged strategy, which could
includethefollowing-
G Conducting some events and
interviewsfocusingongenderinclusivity
G Sharingsuccessstoriesofwomen
G Creating a persona of being an
inclusive workforce celebrating
company
Increasingfocusoninclusivityhasbeen
linked to the innovative capacity of an
organization.Thisshallgeneratedifferent
perspectives, provide a more holistic
analysis of the challenges a company
faces,andincentivizegreatereffort,thus
leadingtobetterdecisionmaking.
Debashis Ghosal is the Head of HR
for CDK Global (India) Pvt. Ltd. Debashis
possesses over 20 years of experience in
managingcompleteemployeelifecycle.
He has worked for many notable
companies in leadership role including
SHARP, Oracle, Microland and
PlanetOnePte (Singapore) Ltd. Debashis
is an MBA, and a PDI 360 certified coach.
CASE STUDY
HC
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