Silver, S. Term Paper

Running head: MAINTAINING AND FOSTERING DIVERSITY
Turnitin Score: 16%
Maintaining and Fostering Diversity in the Workplace
Samuel Silver
University of Maryland, University College
Issues and Practices in Human Resource Management

There are many reasons for managers to ensure their companies’ are capable of fostering
a diverse work environment. From historic financial gains to incentives in improved creativity
and problem solving there are plenty of reasons for a company to have diversity in their
workforce. With business incentives aside, social and ethical drivers are also a reason why
companies feel the need to become more diverse. Regardless of these positive findings, only
53% of CEOs in a representative sample of employers believed diversity is important (Hays-
Thomas and Bendick, 2013, pg. 202). One reason for a low representation is because of the cost
of such an endeavor. For managers, managing diversity in a work environment is a daunting task.
Not only are organizations trying to find a balance between people with different multifaceted
backgrounds, but they are also attempting to find a middle ground for people who seemingly
have nothing in common besides employment. Utilizing a critically thinking psychological
perspective, as well as Human Resource knowledge one can begin to structure a plan that will
allow an organization to not only foster diversity, but also to obtain and maintain it.
Therefore, the key questions are defining and finding the origins of diversity so it can be
implemented into a company. Also, another key question is what things HR managers can do to
create an environment that is compatible with diversity training. Finding a way to implement a
diversity program and looking at how other occupations employ diversity and inclusion is crucial
to being able to maintain diversity as a manager. By drawing from different areas perspectives of
diversity, one can begin to formulate a plan to enable diversity as well as maintain it, which is
the ultimate goal.
Since the worlds’ population is increasing exponentially and many people are coming to
the United States for employment, diversity is a topic in which HR managers will need to
increasingly face on a daily basis and they must be prepared to do so. This can be a daunting

task, and even the “idea of inclusive and diverse teaching can be intimidating” (Iheduru-
Anderson, Kechinyere, 2015) and therefore seem unattainable for some HR managers. The
following will critically examine the different types of diversity, how company human resource
managers can foster diversity. Not only that, but also innovation that is possible when diversity is
a core integration in the company.
There are many challenges faced by an HR manager when dealing with diversity.
Unfortunately, there is no easy way to create an effective diverse team. A few reasons a team
could be ill fated for diversity are unconscious bias, stereotypes, even lack of role models and
unaware managers (Nelson, 2014). Biases that we have that are unconscious are beliefs we hold
toward people from other social groups. A bias can be based off a myriad of traits. One such
example of a bias is the finding according to Beryl Nelson (2014), “58% of CEOs of Fortune 500
companies are taller than 6ft.” (Nelson, 2014, pg. 89). This simple finding speaks volumes
because one would not associate height for competence or success, yet there are consistent
findings and strong correlations of height and career success. Having lack of role models is a key
component of
Though there is no single magical trick to ensure a company will have success with
diversity, it is imperative to understand the significance of being able to adapt to changes in
diversity in the workplace. Not only are there racial diversities within a company, there are
religious, age and gender aspects of diversity that should be mentioned. Diversity is defined as
simply “the existence of difference” (Lussier & Hendon, 2016, pg. 100) of different people in an
organization. Diversity is an important part of the central workings of an organization, it is the
people in the company that drive the company to success or failure. Therefore it is the utmost
importance that managers understand that fostering and maintaining diversity is key to success.

Diversity is becoming an increasingly important aspect within organizational development.
According to Lussier and Hendon (2016), birth rates for minority populations, more specifically
among Hispanic communities is outpacing Caucasian birthing rates. As of 2012, there are
roughly nine births for every one death for Hispanic populations compared to a one-to-one ratio
for whites (K. Wollard, 2011, pg. 526-537). Also, according to Lussier and Handon (2016), in
2010, in 10 US states, more than 50% of the under-15 population consisted of minorities.
Understanding the boom of minority populations and the implications it has for the workforce is
important in understanding why diversity has a place in the discussion of human resources.
Seeing the statistics regarding increasing cultural diversity in the workforce shows just how
important it is for organizations to put more focus on understanding how to foster and maintain a
diverse workforce, one of the “most challenging human resource and organizational issues of our
time” (Lussier & Hendon, 2016, pg. 101).To understand how to maintain and foster diversity,
one must first understand what diversity implies. The question of why diversity is important can
really be boiled down to one specific topic; and that topic is innovation and problem solving.
Diversity is the idea of bringing together people from different backgrounds and enabling them
to work cohesively and cooperatively. By looking how other companies handle diversity, as well
as different types of diversity, one can begin to understand how vital diversity is to the well-
being of the company as well as innovation and problem solving. There are three types of
diversity that will be covered here, sexual orientation and gender, racial diversity and age and
generational diversity. These three types of diversities are the most commonly talked about in the
workplace and therefore topics in which human resource managers should be aware and trained
on how to foster.

The first type of diversity is age and generational diversity, a diversity in which a
company has employees born to different generations. HR managers are bearing the brunt of the
responsibility to ensure they are able to “manage the challenges posed by ongoing demographic
shifts” (Boehm, Kunze, Bruch, 2014). According to Lussier and Hendon (2016), between 2006
and 2016, 90% of workforce growth will come from workers ages 55 and older. Because each
worker may come from a different age group, it is important to understand the historical
experience differences that each employee has and how it impacts the company. The old adage
of out with the old and in with the new no longer applies, and companies must find ways in
which workers from different generational experiences can work together in an increasingly
diversified environment. Ensuring the company is able to manage and handle the challenges that
age demographic changes create, it is up to the HR managers to be aware of the existing shifts,
especially with expected life expectancies being higher every year.
Another type of diversity is gender diversity. Not only is it male and female, it has
become increasingly important for companies and organizations to recognize other gender
identities. There is a community of voices that have felt they have been drowned out and
ignored. For the LGBT (Lesbian Gay Bisexual and Trasngender) community it is their voice
which is unheard. According to Bell, Ozbilgin, Beauregard, and Surgevil (2011), “an estimated
8.8 million gay, lesbian, and bisexual individuals live in the United States…. What this means is
that companies must be aware of such diversities. With the rise of acceptance in the general
population, it is becoming increasingly important both legally and socially for HR managers and
companies to be able to foster environments compatible for employees who identify themselves
in the LGBT community. “The option to conceal one’s sexual orientation is sometimes used
strategically” (Bell, Özbilgin, Beauregard, and Sürgevil, 2011) however, doing so can create a

host of negative effects for an individual. Therefore, it is being seen that peoples’ sexual
orientation is becoming more an issue for workplace diversity rather than social taboo.
The other most talked about and covered type of diversity in the workplace is racial and
cultural diversity. Both types of diversity take front and center when one thinks about the topic
of diversity. These types of diversity involve workers from different racial and cultural
backgrounds. Whether that be religious, geographical or other difference between employees, it
is important to understand that in a culturally diverse workforce, one must understand how
imperative it is for managers to be aware of such difference in order to foster and maintain
diversity within the company. There are vast differences between minority workers and white
employees.
Maintaining and fostering diversity is not something that can be accomplished easily and
it takes time and commitment by management and employees alike to ensure an environment is
created that will foster and enable maintenance of diversity. However, organizations that
embrace and foster diversity, according to Beryl Nelson’s 2014 article titled The Data on
Diversity, see positive gains when diversity is a part of their company. Women in executive
committee from 2007-2009 had 41% greater return on equity. This trend is not just seen in the
US, it is also seen in Indian companies headed by women grew 64% over three years (Nelson,
2014, pg. 87). This positive outcome was also seen regarding race diversity where organizations
saw increased “sale revenue, a larger number of customers, greater market share, and greater
profits” (Nelson, 2014, pg. 87). It is universally seen that diversity from a business standpoint is
a hugely beneficial. In fact, the biggest incentives to increasing diversity in the company allow
organizations “access to larger talent pools, improvements in creativity, innovation and problem
solving” (O’Brien, Scheffer, van Ness, and van der Lee, 2015, pg. 1).

Before one can begin to solve the problem of how to maintain and foster diversity, one
must look at the beginning of where diversity originates from. Before there is diversity in the
workforce, diversity is seen in communities outside of employment. In the world, communities
are becoming increasingly diverse with many people from different cultural and geographical
background collecting in cities and towns. There is a concept called “spillover of community
diversity to the workplace” that is discussed in an article by Ragins, Gonzalez, Ehrhardt, & Singh
(2011). The “spillover” is the idea of diversity in the community affecting the diversity of the
workforce, and in turn having an effect on job stability and turnover. For instance, the
researchers looked at peoples’ intent to move caused by racial climate in their community. What
the researchers found was that Whites who were racially dissimilar than their communities
expressed stronger intentions to leave (Ragins, Gonzalez, Ehrhardt, & Singh, 2011, pg. 755).
Whereas for people of color, it was diversity climate that was an indication of intent to move
(ibid). According to the researchers, workforce turnover and job-searching is influenced by how
employees feel about their communities. In the study, the researchers found that their perceived
psychological construct of community diversity climate played an essential role in spillover for
both Whites and minorities. Those in more inclusive communities were less likely to leave their
communities, and in turn, stay in their jobs. This is extraordinarily important to know when
discussing diversity in the workforce, because if one can understand the external forces of
diversity, one can formulate a solution for maintaining and fostering diversity in the workplace.
Now that the external has forces that can influence internal diversity has been examined,
the next part is to see how diversity is seen when implemented through institutional change, as
would be the case for companies looking to begin those changes. In another research study that
looked at European soccer teams’ racio-ethnic diversity during institutional change, it was peer

relations and status that drove the most change. According to the study, it was peer relations that
served to legitimize practices of change (Sahib, 2012, pg. 214). Though this seems like a far cry
to organizational change and diversity, it offers a different perspective of diversity. As with
organizations, the companies look for the best qualified candidates for a position, so too the
European soccer teams are looking for the most qualified candidates for their teams. With the
implementation of the Bosman ruling, a ruling that “significantly increased labour mobility… the
ruling lifted restrictions on the number of foreign players that soccer team could recruit… (Rao
Sahib, 2012, pg. 205). However the biggest takeaway from the study is that the researchers warn
that those in human resources looking to foster and maintain diversity should know that racio-
ethnic diversity may not grow on its own, or at the same rate as other teams. It is therefore saying
that these changes may not occur in the timeframe desired during institutional change(Rao Sahib,
2012). Knowing this limitation about implementing diverse workforce objects is one key to
understanding how difficult the process can be.
To begin to understand where to start, one must look at how break the cycle of low
workforce diversity. Throughout the world, workplace diversity has been resistant to change.
Despite changes in legislature and company policies, many areas of the US sees
underrepresented minority populations in the workforce, especially in smaller towns. For
instance, according to the article How to Break the Cycle of Low Workforce Diversity: A Model
for Change, written by O’Brien, Scheffer, van Ness, and van der Lee (2015), “African-
Americans are well represented in police departments in larger US cities, but account for only 5-
6% of police in smaller towns” (O’Brien, et al, 2015, pg. 2). Progressive changes in diversity
regardless of whether it is gender or racial has become stagnate around the world. Thus, because

of the systemic nature of the issue at hand, it is hard to determine what the barriers are. The
researchers state that forming a “diverse group of new employees is only half the battle…”
These researchers looked at how inclusivity places a huge role in how companies can
increase workforce diversity. The three aspects of inclusion the researchers looked at were
applicant diversity, appointment bias and departure bias. What the study found was that the
biggest trap for diversity for applicant diversity was the diversity of employees. Departure bias
refers to lowered retention of employees. For the researchers they found that, regarding departure
bias, employees are leaving as a result of undermined diversity. Information and actions
proposed to help stop the departure, managers should investigate the reasons for the losses of
human resource, as well as, promote a more inclusive environment. Appointment bias in this
study refers to who the company is bringing into the company and the idea that there are implicit
biases seen when hiring. The biggest topic that creates a barrier in appointment bias are implicit
bias, institutional barriers and different career paths (O’Brien, et al, 2015, pg. 9). Opportunities
in which human resource managers can increase and enhance diversity for appointment bias is to
educate staff and leaders about the benefits of a diverse workforce. This study has shown how to
properly bring people onboard, and that is to educate the people hiring and even to allow
alternate pathways into employment to allow a more diverse applicant pool. What this entails is
the ability for people who need accommodations or special support to allow applicants the ability
to apply, thus increasing a diverse applicant pool. As is becoming increasingly obvious, diversity
in the workforce can be increased through education, but just how does educating employees
work?
The ability to break the cycle of low workforce diversity is something that every human
resource manager should strive for, however it is more difficult that it sounds. The next step for a

manager to take is to look at what can be done about reducing low diversity. One initiative to
consider is a diversity training program. In order to have a work environment that will enable a
fostering atmosphere for diversity, a manager must prepare their employees for diversity. New
employees are like children, they are uneducated about the environment of the workplace, and
they are in unfamiliar territory, the optimum time to introduce a company’s value of diversity as
well as implement the rules that are required to be followed. Not only that, but by treating each
new employee as a child, in respect to a tabula rasa, a blank slate, employees must be “trained in
the diversity policies and expectations so that they know exactly what they are going to deal with
in the workplace, in terms of diversity among other employees” (Grivastava & Kleiner, 2015).
Training is where the magic begins in regards to setting up initial expectations of new
employees. New entrants are there to learn what is expected of them, and if diversity training is
in the forefront of their mind and in the forefront of training managers’ minds, then it could have
an impact on how diversity in the workplace is established and maintained. According to Homan,
Buengeler, Ginkel, Eckhoff, & Voelpel (2015), diversity training saw a positive impact when the
team they were studying had “less positive diversity beliefs”. What this means is that diversity
training was seen as having a positive impact on team creativity and efficacy.
The impact of this is enormous. What this means is that companies looking to start a
diversity training program, because of the lack of work diversity, a training program could be
beneficial. A company that is medium size that has not had previous pre-training diversity beliefs
could observe benefit from a training program in diversity. The researches continue to say that
having diversity training programs for employees “enable them to build their KSAs in dealing
with nationality diversity” (Homan, Buengeler, Ginkel, Eckhoff, & Voelpel, 2015, pg. 1462).
KSA stands for knowledge, skills and attitudes, components of diversity training. These are

aspects of employees that increase understanding among their peers regarding diversity. It is
knowledge of the other employee and their differences that increases to allow more acceptance
of diverse workforces. Skills enable an employee to properly conduct themselves in the face of
diversity, being able work cooperatively regardless of cultural background. Attitudes are what
shape what a person feels towards another person from a different background. By increasing
these three aspects, it enables employees and teams to deal more effectively with nationality
diversity.
What a diversity training program would entail is education through a psychological
point of view. There is no better way in understanding people than from understanding where
people come from, what drives them. Just as individual is different from another, so too are
cultures and people with cultural differences. Not only in these differences are people different
but there are exponential differences between people concerning diversity in the workplace. A
training program could entail an educational portion to the employment process. The best way to
understand another culture is by learning about another culture and possibly even visiting the
culture at their home country. However this might be difficult to accomplish because of the cost
of travel. The best alternative for training diversity would be classroom teachings, seminars or
even alterations to academic requirements. In fact, diversity training program practices are
already in motion for some companies like Starwood and Marriot. Both hotel chains “have full
day diversity training workshops for their employees (Madera, 2013). One way in which
business majors, and those in human resource managerial positions, could prepare themselves
better to handle and enable and environment that can foster diversity is through their own
continuing education.

Having now established a plan on a diversity training program, it is crucial to also
understand that a program may not work, and to look at alternatives for training and instilling
diversity forming and fostering attitudes in the workplace. Looking at how diversity plays a role
in other contexts in life could give managers in Human Resources a necessary and helpful look at
how to create the environment prepared and suitable for diversity. In attempting to solve the
problem of the “how to” in diversity incorporation into a company, it would be extremely helpful
to look at diversity through another perspective. The best way to solve any problem that faces
someone is to stop, take a step back and take a breath. For diversity, managers should take the
same approach, a step back and see if the problem could be approached from a different angle.
Based on how the role of diversity plays out in other occupations, a manager in human resources
could take notes. Looking at diversity training through an education perspective one can see the
benefits of having a background in diversity. In a recent 2015 volume of the Australian Nursing
and Midwifery Journal, the idea of diversity inclusion in a classroom setting was discussed.
Obtaining an educational background in diversity, having taken class courses in diversity, can
prepare oneself for a career in which diversity will be prevalent.
This particular article was discussing the classroom setting for nursing and midwifery
students and how to incorporate diversity inclusion and the benefits of doing so. The key
concepts of the article written by Dr. Iheduru-Anderson, are self-awareness, knowledge, and
skills, just as did Homan, et al. (2015). According to Iheduru-Anderson (2015), self-awareness
is the ability for oneself to critically analyze one’s own values and beliefs in relation to cultural
differences. What this type of critical thinking does is “allows us to be less apprehensive of those
whose values and beliefs are different from ours” (Iheduru-Anderson, 2015, pg. 21). Further,
Iheduru-Anderson states that “diverse students benefit when educators participate in professional

development opportunities focused on working with diverse student populations”. This means
that if human resource managers want to have change in their companies, they should lead by
example, it is not sufficient to solely depend on a diversity training program. Just as students
benefit when their instructors are educated and informed in the subject matter, so too, managers
in human resource positions.
Human resource managers can take note regarding these findings in another way, it is
important to be culturally competent. In fact Purnell and Salmond (2005), developed a model for
cultural competence that was later adapted by Iheduru-Anderson. In the model there are four
competencies: Unconscious incompetent, consciously competent, consciously competent, and
unconsciously competent. The purpose of the continuum is to gauge how conscious one’s
cultural competency is, from the very low competence of unconscious incompetent, meaning not
being aware of what one knows. On the other end of the continuum, the cultural competence
takes on an automatic role in the sense that one is using “culturally congruent educational
methods for students from diverse backgrounds” (Purnell and Salmond, 2005). This continuum
could be used for human resource managers as well, and could be quite useful in gauging the
competencies of managers regarding diversity. The article written by Iheduru-Anderson is geared
toward an educational perspective, however the findings could be applied to business and human
resources.
The effectiveness of such training programs are determined by a multitude of factors. The
major characteristic of an effective training program is dependent on “initial intent and training
quality” (Cocchiara, Connerley and Bell, 2010, pg. 1094). Many variables can take a toll on the
viability of a diversity training program including, environmental differences in “size, available
resources and national culture”. A shortcoming of the research regarding diversity training

programs has mainly focused on larger corporations, and these companies can devote more time
and resources to such a program. However according to the article “A Gem” for Increasing the
Effectiveness of Diversity Training, written by Cocchiara, Connerley and Bell, the best predictor
of an effective training program is “the degree to which diversity training measures were
established prior to implementing the training”. Based on this finding, it would then be the
responsibility of the managers in human resources to initiate the change before implementing the
change toward their employees. A way in which managers can do this is through continued
education.
Iheduru-Anderson’s article is in regards to nursing and midwifery educators, however the
same approaches that Iheduru-Anderson has can be applied to human resource educators, or
managers. The conclusion of the article states a crucial point regarding diversity training
programs and the implementers of such programs. The conclusion states that it is important for
educators (managers) to “address both the diversity of our students and the topics of our courses”
(Iheduru-Anderson, 2015). Regarding human resource managers, the sentence can be eluded to
the fact that managers need to target their diversity planning to their students, or employees, and
the goals of the company (courses). By using this framework of diversity training set forth by
Iheduru-Anderson, it would be a great way for managers in human resources to educate their
employees. The best education as stated earlier is through knowledge. Having the knowledge of
diversity and cultural knowledge, as stated by Iheduru-Anderson, is the “process of seeking and
obtaining a sound educational base concerning” various worldwide differences in cultures. To
become competent in cultural diversity it is important for managers and employees, alike, to
educate themselves and to immerse themselves in other cultures, which is why cultural diversity
training is important.

Cultural diversity preparedness for educators has been shown as the first step of creating
diversity and inclusion. Therefore, it is the managers, the educators, who should be the masters
of diversity and inclusion if they are to create an environment that will be able to foster diversity.
Continued education in diversity is an invaluable tool for human resource managers. Not only is
educating oneself in diversity and inclusion important for a manager to stay ahead of the bell
curve, it will enable a manger to create an environment compatible for diversity. So now, the
next step in diversity in the workplace is how to maintain it once it has been obtained. Becoming
an environment that can foster and compatible for diversity is key, because the “credibility to
stakeholders outside the human resource management ﬁeld is particularly important”. As has
been seen in another article, Nelson (2014), the benefit of having diversity and inclusion far
outweighs not attaining that environment. However, the question remains, how exactly can a
manager establish and achieve a diversity training program that is effective?
Cocchiara, Connerley and Bell (2013) has a way to establish and achieve an effective
diversity training programs. There are four steps discussed, Approach, Goals, Executive
Commitment, and Mandatory Attendance.
Through using diversity training programs and viewing diversity through different lenses,
a manager will have the necessary skill set to create an environment that is ultimately compatible
with diversity. This environment now created is where employees are educated through training
on cultural difference and educated on how to handle disagreements through culturally sensitive
negotiations or dialogues. Now that this hurdle has been overcome, it is time to focus on the next
issues; maintaining the diversity that has been established.

There are opportunities for managers to learn about cultural differences and diversity.
According to Dalton, D’Netto and Bhanugopan (2015), manager feel that most of the
opportunities for learning about other cultures was only confined to formal learning, whether it
be in classroom or lectures. However, learning can occur in other aspects of one’s life. For
instance, “in local cultural events, actively watching the TV news and teaching yourself where
cultural news comes from” (Dalton, D’Netto and Bhanugopan, 2015) are all examples of ways in
which a manager can educate themselves in diversity. By understanding and having a basic skill
set through training to become a manager in human resources, a manager can better handle
diversity in the workplace. This is why the first step of maintaining diversity in a workplace is by
hiring the right person to do it. The job of the human resource diversity manager would be to
ensure certain standards and guidelines are kept and abided by. What the guidelines are there to
do it ensure that the company employees are able to handle a diverse work environment.
Instead of tackling all three types of diversity, the best way to maintain each diversity discussed,
age, gender and sexual preference and racial, is by a targeted approach to focus on each
individually.
The first to be discussed will be age related diversity. HR manager can maintain diversity
of age and generation by ensuring that employees are aware of diverse differences of fellow
employees from different generations. Knowledge is a key aspect of maintaining diversity of age
in the workplace. Knowledge that each employee from different generational backgrounds has
experienced life differently and had historical events change the way they view the world. HR
managers need to know and be aware of generational differences between employees. Not only
that, but managers should understand that in order to maintain a diverse workplace that is pro-
age-diversity, they should “actively speak about them, increase their employees’ awareness of

them, and ultimately make these practices a key component of their so-called corporate DNA”
(Boehm, Kunze, and Bruch, 2014). By actively discussing age related diversity, it will promote
levels of diversity.
Another way for HR managers to maintain age diversity is ensuring that they are careful
not discriminate. This is more likely to occur in manual labor jobs, however in order to maintain
the diversity, HR managers should ensure that people are hired for the right jobs, as not to create
an environment where employees are resentful toward the structure of the organization.
Maintaining diversity can be obtained in a generationally diverse workforce by ensuring that HR
managers are open about it, allow employees to discuss it openly without fear of being ridiculed.
Age is an important aspect in diversity, with higher birthing rates and people living longer, it is
only a matter of time until a company could see several generations working in a company.
According to Lussier and Hendon (2016), the greatest population to make this impact are the
baby boomers. Living longer and healthier lives, HR managers need to be prepared to manage
the challenges of the possibility of 80+ year old employees. To create a fostering environment
for generation, HR managers should ensure that the employees are hired into positions in which
they can do the greatest good. To maintain age diversity, it is crucial for HR managers to ensure
open communication between not only employees and management, but also between other
employees. Maintaining age diversity can be difficult, but having open communication can ease
the challenge of age diversity for HR managers.
In order to maintain racial diversity, HR managers should have a three-pronged approach:
education, communication and self-education. Racial diversity is complex and therefore difficult
to foster, let alone maintain. For HR managers employees need to be able to cooperatively work
together. The first prong on maintaining diversity is through communication. Not only has

having a diverse workplace shown to be beneficial, especially in regards to novel innovation and
problem solving. According to Payne, McDonald and Hamm (2013), and their contact theory,
diverse teams allow the formations of networks that promotes respect and cooperation. In order
to foster diversity, HR managers should ensure an open line of communication between
employees. Employees of different backgrounds will have misunderstandings, and it is important
for HR managers to prevent these miscommunications from happening as much as possible. To
maintain racial diversity it is important for HR managers to instill in their employees of the
importance of communication and understanding.
The second prong to maintaining diversity is through education of employees.
Understanding fellow employees not just based on job description, but also as a person and their
individuality. Therefore it would be beneficial for HR managers to have ongoing classes of
diversity training programs. In addition to having these programs, it would be beneficial to have
refresher courses as well. The classes and group meetings would allow fellow employees to
better understand each other not just from work and allow them to connect on deeper levels and
connections. No longer is their connection just work related, it becomes deeper than that. An
analogy that could be used is in sports. In baseball, players are traded frequently to different
teams, and each team is quite diverse in regard to race. However the unifying factor is their team,
their identity. By doing the same in a business setting, the employees who are different,
culturally, would connect and form friendships based more on a global identity, maintaining
diversity through inclusion.
The third prong of the three-prong system of maintaining diversity is the most important
and that is having educated managers. By having educated managers in diversity, a company
would be prepared to foster and maintain racial diversity. By using classes and communication

techniques, HR managers can help facilitate the fostering of friendships and increased
cooperation (Payne, McDonald and Hamm, 2013, pg. 343). In terms of ongoing education,
Hayes-Thomas and Bendick (2013) would recommend HR managers look into industrial and
organization psychology education focusing on diversity and inclusion. Through further
education and continued education, HR managers can prepare themselves on the challenge of
maintaining a racially diverse workforce. In fact, according to a brief report titled Outcomes of
an Organizational Diversity Initiative: Diversifying Trainers to Diversify Psychology, the
findings state that after a diversity mentorship program, that 92% participated in supervision, and
80% took on administrative training roles (Renninger, Magnus, CaHill, Savinom Vajk, Phillips,
Armstrong, Herman, and Taylor, 2015, pg. 233). This shows the influence that having such
programs could have. Not only that, but participants stated that being involved in the diversity
mentorship program contributed to their knowledge base and energized their involvement in
training and diversity (Renninger, et al. 2015).
Maintaining a gender diverse workforce is challenging as well. Not only are the explicit
challenges, there are implicit, and hidden challenges. According to Bell, Ozbilgin, Beauregard,
and Surgevil (2011), “sexual orientation is an invisible, but important, aspect of diversity” and it
cannot be ignored. As the United States becomes ever increasingly tolerant and open to the
LGBT community, the influences, as with all social issues, will make an impact in the
workforce. Knowing how to maintain a sexually diverse workforce is crucial for HR managers to
be aware of. For HR managers the best way for them to maintain a sexually diverse workforce is
to adopt an inclusivity stand. In order to maintain diversity of this type, HR manager should keep
in mind and consider their particular, unique concerns (Bell, Ozbilgin, Beauregard, and Surgevil,
2011, pg. 142). Through understanding the employees’ point of view regarding gender diversity,

a manager would be better prepared to maintain the diversity. The researchers found that by
understanding the employees’ unique concerns, organizations can expect higher levels of
satisfaction, organizational commitment, and positive work attitudes from GLBT employees
(Bell, et al. 2011).
There is a paradox however that emerges when like-minded people are grouped together.
For diversity, this can occur and it could mean the undoing of much effort put in. According to
Hackett and Hogg (2014), uncertainty-identity theory is that people identify more strongly with
groups when they are feeling uncertain. What this mean is that in general, for groups that value
diversity may seek each other out and those who value diversity as a group attribute may want to
be with people who also value diversity. However when there is uncertainty there is a pulling
apart of the group where the individuals seek out their homogeneous groups. Low uncertainty
makes individuals appreciate their community’s commitment to diversity, however higher
uncertainty is a threat that raises the likelihood of people seeking their own comfort zones.
Uncertainty is a problem that HR managers will need to be able to handle. However it is an
inevitable process and so HR managers can only hope to alleviate the impact uncertainty has.
By looking at every perspective and seeing the problem in a fuller light, HR managers are
able to better handle the challenges that diversity plays in the workplace. Through looking at
educational perspectives to how diversity plays out in other professions, an HR manager can
attain a better understanding of the bigger picture of diversity. By understanding the origins of
diversity’s influence in the workplace through “spillover” to understanding that education and
inclusion are keys to maintaining diversity, managers can be prepared for diversity. Employees
will always be diverse, and it is up to HR managers use their knowledge and expertise to solve
the problem. Utilizing a critically thinking with a psychological perspective, as well as human

resource knowledge, one can begin to structure a plan that will allow an organization to not only
foster diversity, but also to obtain and maintain it.

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