Diversity Management in CERA

Running head: HUMAN RESOURCE MANAGEMENT
HUMAN RESOURCE MANAGEMENT (HRM)
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HUMAN RESOURCE MANAGEMENT1
Executive Summary
A diverse labour force consists of ideas, understandings, principles, and ways of viewing the
world in addition to exclusive information. The increasing rate of internationalization as well as
globalization has improved the importance of workforce diversity. A cross-cultural and
multicultural labour force has been recognized as a widespread thread not only in business
organizations in western nations but also in companies internationally. As a result, diversity
management has turn into an important subject in political, legal, business as well as educational
arenas. However, the approach towards a varied workforce in these businesses and from
researchers has been very diverse. It has been noted that the organizational outlooks tend to
extend from intolerance to broadmindedness, acceptance and even approval of diversity. On the
other hand, a significant number of businesses have been showing reluctance to employ and
uphold female employees and racial subgroups, particularly for senior positions. Diverse
workforce can develop the bottom line of the company leading to a satisfied and highly dynamic
team and further driving improvement among employees. The paper has provided a business
rationale for diversity management for CERA.

HUMAN RESOURCE MANAGEMENT2
Table of Contents
Introduction......................................................................................................................................3
Discussion........................................................................................................................................4
Importance of diversity management in CERA...........................................................................5
HR diversity management practices............................................................................................6
Recruitment and selection............................................................................................................6
Training........................................................................................................................................7
Conclusion.....................................................................................................................................13
References......................................................................................................................................14

HUMAN RESOURCE MANAGEMENT3
Introduction
Diversity management in workforce acknowledges the truth that individuals show
divergences in several ways, observable or unobservable, particularly in gender, wage, social
standing, sexual orientation, conviction, personality, civilization and culture. However, the chief
diversity complexities in each nation are different. In recent times, diversity is increasingly
viewed as a vital subject matter in the context of business management (Madera, Dawson &
Neal, 2018). This is essentially because of the increasing divergences in the populace,
globalisation process, rising expansion of international business as well as cross-borders business
transactions. The latest concept of diversity management demands for recognition of
contributions of the employees with diverse background. Diversity management as per the view
of Ashikali and Groeneveld (2015) emphasizes on management of organisation to successfully
embrace difference as well as inclusiveness not only by accepting individuals belonging to
diverse backgrounds but also celebrating these differences in the business management domain.
While the advantages of diversified workforce are increasingly acknowledged, successfully
developing as well as implementing strategies in order to build a successful diversity
management tends to remain critical challenge for many business leaders. Trittin and
Schoeneborn (2017) have claimed that a diverse workforce can improve the bottom line of the
business resulting to a contented and highly productive team and further driving innovation
among employees. However in order to cultivate the benefits of a diverse workforce,
organisations must ensure that recruitment strategies reach applicants regardless of nationality,
gender, ethnicity sexual orientation in addition to disability or socio economic background.
However Donnelly (2015) has noted that despite 85% of organisations and recruitment managers
have been claiming to include diversity in their employer base has been seen as a priority, an
insignificant percentage of employers on the other side, have been unable to position these
recruitment initiatives successfully for attracting as well as retaining an inclusive workforce. The
following report will intend to highlight the strategies used by CERA for maintaining its
diversity management in the organisation’s recruitment process. In addition to this, the paper will
provide insightful information regarding the organisation’s recruitment strategies and provide
recommendations for organisational leaders to adopt the diversity management strategies for
their recruitment processes.