Diversity and engagement amongst employees: An empirical study

Running head: HUMAN RESOURCE MANAGEMENT
MANAGEMENT
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HUMAN RESOURCE MANAGEMENT1
Executive Summary
Current study has established that diversity amongst employees work concurrently with
enhanced employee engagement. Diversity and engagement together are an important
balance. However, if personnel be unsuccessful in depending on their employers, diversity
single-handedly cannot raise engagement between the employees. Nonetheless, when trust is
augmented to the equivalence, it raises the level of engagement. Companies who tend to
overlook these aspects often experience low employee engagement and high attrition. In
organizational context, creating an inclusive culture is highly beneficial in capturing the value
of diversity. For organizations employing diverse employee base facilitates it to utilize a
broad array of talent and expertise. Investments in diversity policies underwrite a tactic of
continuing value creation by generating as well as supporting individual and organisational
resources. Global and regional demographics change along with continual development of
organization tends to be contingent on attracting as well as retaining employees. embracing
inclusion in diversity strategies could be viewed as imperative for companies not only to
focus on attracting employees but also underline approachable attitude towards the recruited
employees. RBV advocated that continued competitive advantage draws high feasibility
where administrations hold the managerial competences to distinguish. Investment in
diversity training will set up suitable employee behaviour which will add to the strategic
goals of the company and increase the chances of disabled employees to engage with the
company. Under social exchange theory, high-performance work systems are likely to show
emotions and feelings. Engagement facilitation incorporates range of elements which
includes job design, training and development and social support. The following report has
been prepared by a HR consultant to be presented for the upcoming Board Meeting
addressing diversity and employee engagement in the Schwartz Group in the UK.

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Table of Contents
Introduction................................................................................................................................3
Discussion..................................................................................................................................4
Concept of diversity...............................................................................................................4
Benefits arising from embracing a diversity strategy............................................................4
Practical recommendations for the implementation of diversity in organizations.................5
Diversity Programs Link with Strategic Plans...................................................................5
Creating Diverse Organizational Climate..........................................................................6
Advancing from diversity branding to inclusive branding................................................6
Diversity training development and performance management............................................7
Concept of Employee Engagement with Key Dimensions....................................................8
Potential business benefits arising from adopting an employee engagement strategy..........9
Practical recommendations for the implementation of engagement strategy in organizations
................................................................................................................................................9
Engagement Facilitation Strategy....................................................................................10
Employee engagement and performance management....................................................10
Establishing Sense of Purpose and Support.....................................................................11
Conclusion................................................................................................................................11
References................................................................................................................................13

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Introduction
Employee Engagement is a current issue which has long concerned employers. No
organization has identified a relevant resolution for it. Irrespective of this, current study has
found that diversity among employees work simultaneously with improved employee
engagement. Diversity and engagement together are an influential blend. If organizations are
accounting employee commitment without taking into consideration workplace diversity, it is
only seeing part of the picture. However, to considerably expand employee engagement
necessitates evaluating diversity as well as inclusion in the organization. As per studies, trust
is considered to be a significant part of the connection between diversity practices and staff
engagement (McCuiston, Wooldridge and Pierce 2004). That is, if employees fail to rely
upon their employers, diversity alone cannot elevate engagement among the employees.
However, when trust is enriched to the equation, it upsurges the level of engagement. Thus,
building trust and reliance with employees necessitates surpassing diversity practices to
utmost inclusion for all staffs at the organization. According to Nkomo et al. (2019),
recruiting employees from only minority sections will not raise employee engagement.
Moreover, diversity and inclusion must be entrenched into the entire organization as well as
the whole employee development in lieu of all employees. Companies who tend to overlook
these aspects often experience low employee engagement and high attrition. The case study
of Schwartz Group has revealed that the company has been overlooking diversity which has
led the domestic division of the company to employ 66% of women employees whereby only
33% of them are managers. The company has also been experiencing declining levels of job
satisfaction. Sickness absence levels have augmented with staff citing hours along with the
pressure of achieving targets as reasons due to low employee engagement. The following