Addressing cultural diversity in organisations is a vital process that should not be ignored. Both employers and employees should individually and collectively embark on developing and implementing procedures that would strengthening cultural harmony among individuals from various groups. The end result would include individuals feeling highly appreciated and therefore improve their performance. Most importantly, the trend would results to improvement of team culture and thus increase group and departmental job satisfaction and productivity. Owing to the important of incorporating diversity in day to day running of organisations, concurrent parts of this essay would highlight ways of analyzing, developing and implementing diversity programs in organisations.
The department of human relations in respective organisations are tasked with the responsibility of seeing diversity being incorporated in day to day activities. To make this happen HRM (Human Resource Management) should first embark on understanding the nature of diversity. In other words, the department should strive to understand how employees from different cultural groups interact with each other without being directed. Such observations helps in the process of understanding the ability of employees to independently implement strategies that would be developed. Further, the HRM will understand weak diversity areas that would need to be improved, as well as the strong areas that will be used as stepping stones. This learning process should be taken seriously by HRM and the overall organisational management. Indeed, failure to have a prior understanding on how well employees are implementing strategies could lead to development and implementation of poor strategies and therefore fail to achieve the intended results. Further, the learning process provides for opportunities of comparing the employees’ diversity conduct with the best practices (Leopold, 2004, p. 144). This forms the basis of changes that will be made in the current diversity program.
After developing an understanding on how well respective members of staff were interacting with each other with regard diversity, HRM should embark on investigating how well employees were following into organisational diversity guidelines. This is in understanding that organisations have their own instructions regarding the importance celebrating cultural diversity in the labor force. Given that members of staff are provided with the guidelines upon their employment, HRM should undertake surveys. Employees would then express their concerns regarding treatments by colleagues from the other cultural groups. The surveys should further illustrate on how well strategies of the current diversity programs could be working. All these would provide management with better understanding on the efficiency of current program and start making changes.
The above observations and surveys would help in the process of understanding current program’s strengths and weaknesses (Mullins, 2006, p. 120). The observed strengths should be enhanced. In fact, the should make the key foundations by which diversity strategies would be anchored. All the members of the staff should therefore be asked to copy the best practices responsible for current success in respective organisations. Considering that employees would have individually felt such practices impacts, it is more likely that they would embark on copying colleagues. On the other hand, the weaknesses observed in respective practices should be made into challenges or be eradicated all together.
In the surveys mentioned above, employees should be requested to propose strategies that would have a bigger positive impacts on organization’s diversity program (Kandola. & Fullerton, 1998, p. 98). This is in consideration that employees are the ones dealing with diversity strategies in the course of respective interactions. These members of staff should feel obliged to take part in this important progress, because they are key beneficiaries. HRM and other senior management should be on the forefront of using organisational best practices. Setting the best example to rest of the labor force would indeed encourage colleagues to follow suit. Any failure to follow that process would rob organisational leaders the most important moral authority to demand that stakeholders embark on celebrating cultural diversity.
HRM should further ensure that employees suggestions on ways of improving diversity issues are incorporated in the new strategies. Employees whose suggestions become incorporated in the new program should be asked to be on the implementation team. Organisations should further provide incentives for members of staff to participate strategy development processes. This could lead to the entire labor force embarking on developing strategies that will help in improving cultural diversity in respective organizations. The provision of incentives could further lead to employees joining hands to develop policies for their work groups, department and even the entire organisations.
HRM should invite professionals in the field of cultural diversity to embark on overlooking the intended program and contained strategies. Given that professionals have experience in working on various programs, they will end up providing most qualified advice, which will help respective organisation in the long run. The professionals should further get invited to investigate and consequently provide advisory on implementation process. Taking such measure will greatly help in seeing potential problems, and therefore develop and implement solutions before matters get out of hand. The bottom line for successful diversity program should, however, be seen as inviting all members of the labor force to take part in strategy development and implementation.
Kandola R., & Fullerton, J. (1998). Diversity in Action. Upper Saddle River: Prentice Hall.
Leopold J., (2004). Strategic Management of Human Resources. New York: CIPD.
Mullins L., (2006). Essentials of Organisational Behavior. Philadelphia: Pearson.