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Executive Summary
Diversity management mainly refers to organizational activities which aim to support and
promote greater level of inclusion of employees from diverse backgrounds into an organization’s
structure through explicit regulations, policies and initiatives. Organizations have been
implementing effective diversity management strategies as a response to the increasing diversity
of workforce across the world. The concept of diversity management allows contemporary
organizations to show high level of sensitivity towards employees’ diversity values, approaches
and standards. Furthermore, it has been noted that companies have been effectively formulating
specific programs as well as policies in order to improve employee inclusion, support as well as
retention of employees belonging to varied ethnic and national backgrounds and cultures.
Moreover, the diversity management programs as well as policies have been formulated to create
a hospitable environment for groups which witnessed an absence of accessibility to employment.
The paper has offered a rationale for diversity management in CERA.

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Table of Contents
Introduction......................................................................................................................................3
Discussion........................................................................................................................................4
Role of Workplace Diversity Management in Organization-CERA...........................................4
CERA aiming to achieve workplace diversity.............................................................................4
Connections of Diversity Management and Performance Outcomes in CERA..........................6
Performance strategies in CERA.................................................................................................7
Recommendations for CERA’s improved recruitment strategies.............................................10
Conclusion.....................................................................................................................................13
References......................................................................................................................................14

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Introduction
With shifting analytical composition of workforces, diversity management in an
organization has developed as a highly critical factor for effective functioning. The incorporation
of diversity management in organizations has shed light on the importance of every member of
the organization to effectively contribute to the organization with utmost capacity. Noe et al.
(2017) have noted that such contribution can be achieved through systematic planning as well as
effective application of organizational strategies that relates to the managing principles of the
organization in diversity. Furthermore, as per the studies of Cascio (2015), the promotion of
diversity management tends to draw similarity with the successful use of human resource
management (HRM) practices in order to sustain discrepancies in human capital efforts and
further adding dimensions. However, effective use of HRM practices will make certain that any
forms of human capital divergences do not create any obstacles in the path of organizational
objective attainments, success and will support the effective attainment of organizational aims
and objectives. Comprehensive studies of Guillaume et al. (2017) have revealed that
organizations are increasingly adopting diversity management strategies as a response to the
growing diversity of the workforce across the world. At this juncture, the report will focus on the
implementation of diversity management in CERA, which is recognized as a renowned eye
research institute operating in Australia. The paper will evaluate the way CERA is implementing
diversity management in its workforce and changes such an approach will bring to the
organization. In addition to this, the paper will aim to provide a rationale for diversity
management in CERA. Additionally, it will offer relevant suggestions which the Human
Resource managers of the organization must focus on it obtain greater degree of effectiveness to
the organization.

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Discussion
Role of Workplace Diversity Management in Organization-CERA
Over the past few decades Workforce Diversity Management (WDM) has developed as a
decisive part of human resource management in organisations. According to Rice (2015),
effectively implemented policies in order to promote workplace diversity can lead to an
enhanced bottom line, elevated competitive advantage in addition to superior business
performance along with increased levels of employee satisfaction and loyalty and further
attracting most capable and competent candidates to the organization. CERA, recognized as a
major eye research institute of Australia has implemented diversity in its workforce (Cera.org.au,
2019). On the other hand, Ng and Sears (2018) have revealed that recently the company has been
encountering challenges in its workforce planning along with mismanaged selections as well as
reduced cultural fit. It starts with a brief overview of problems that are being faced by its HR
department.
CERA aiming to achieve workplace diversity
Recent reports of Rice (2015) has revealed that CERA has aimed to develop on
establishing an association between its goal and job designing in order to develop as a highly
innovative organization. Mitchell et al. (2015) have claimed that CERA has identified the
essential need of attributed job design in one of its leading initiatives along with the importance
of effectively promoting pioneering approaches among the accessible employees. At this
juncture, the senior management team of the organization has shed light on the HR unit of CERA
as a highly decisive factor in successfully achieving workplace diversity. Davis, Frolova and
Callahan (2016) have noted that organizations with the aim to promote workplace diversity must

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introduce weekly communication among its management teams as well as HR department.
Similarly CERA has started supporting the concept of weekly interaction for successfully
generating employee opinions on current workplace culture along with its impact on the quality
of work they serve. Nevertheless, the HR practices in terms of recruitment and selection of
employees has been considered as a critical aspect for senior management team of CERA.
Comprehensive studies of Mitchell et al. (2015) have revealed regarding the absence of any type
of grievances or negative opinions from employees of modern organizations regarding the
practice of employee recruitment and selection. Conversely, Cascio (2015) in their study have
mentioned about a number of rumours related to high level of dissatisfaction many candidates
have been experiencing due to poor and destabilized cultural integrity along with inappropriate
or unethical employee recruitment and selection that has been conducted in several contemporary
organizations.
`On the other hand, Davis, Frolova and Callahan (2016) have noted that these types of
challenges have been occurring at a frequent basis in several culturally diverse organizations.
Thus, in order to mitigate these issues organizations like CERA must focus on effective
regulation of these calamities and further focus its operations in avoiding any form of potential
chaos in workplaces. Furthermore, drawing relevance to these factors Konrad et al. (2016) has
noted that organizations must ascertain effective and undemanding execution of business
operations. At this point of discussion, it is important to note that CERA to circumvent any areas
of challenges or issues in its recruitment method must aim to enhance its recruitment procedure.
However, Rice (2015) has noted that several contemporary organizations tend to incline towards
conventional tested strategies for executing their HR methods and show a tendency to overlook
critical key issues concerning the conduct and behavioural patterns of the applicants during

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interview sessions. Thus, considering these areas of challenges, it is imperative for organizations
to note that recruitment of competent applicants must not be taken for granted but rather must be
perceived as a form of accomplishment of effective execution of management control by senior
management. At this juncture, Cascio (2015) has mentioned that CERA to avoid any form of
unethical recruitment practices must efficiently emphasize on being attentive. Moreover, the
organization must show high level of understanding towards diversity aspects of all new recruits
or applicants instead of promoting a culture of inadequate homogeneity within the organization.
Connections of Diversity Management and Performance Outcomes in CERA
Culturally diverse groups exhibit greater efficiency in communication, job performance,
as well as corporate behaviour in comparison to the ones which support meagre homogeneity
practices. Comprehensive studies of Davis, Frolova and Callahan (2016) have noted that CERA
must engage teams which will efficiently mitigate diversity obstacles and will proficiently pursue
a universal vision and consequently progress towards an innovative as well as improved
organizational performance. On the other hand, Brown (2015) has argued that the degree to
which diversity will promote group performance will mainly rely on the strategies chiefly
pursued by HR managers in order to manage group diversity in the organization. Reports of
authors have revealed that organizations promoting multicultural ideas mainly depend on
employee recruitment evaluation techniques while employing applicants during internal staffing
processes. These types of recruitment tests primarily judge the cognitive ability or personality
tests of the candidates (Guillaume et al., 2017). Likewise, CERA will analyse and formulate
schemes for development and innovation. Moreover, the organization can use cognitive test in
order to predict employees’ work outcomes related to training performances as well as job
knowledge attainment. Such a process can be effective in representing the vital role of diversity

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management within the organization. However, on the other hand, even though personality tests
do not necessarily align to the predictions of employees’ job outcomes, it tends to serve as a
crucial decision point of diversity restoration in an organization. Meanwhile, Ng and Sears
(2018) have noted that implementation of social media platforms such as effective recruitment
tool can be taken into consideration.
However, Konrad et al. (2016) have noted that these tests if properly implemented can
be an explanation for organizations like CERA in successfully accessing potential applicants
who tend to show certain degree of submissiveness. Likewise, additional information that can be
obtainable on social media can be harnessed as well as merged by organizations’ for improved
access to personal characteristics of applicants. Thus, considering CERA’s approach towards
diverse management, it has been noted that the organization has proficiently focused on concepts
of effective staffing, recruitment and selection techniques to promote its role in diversity
management (Knoppers, Claringbould & Dortants , 2015). As a result, to better understand
CERA’s role in diversity management, a conceptual framework must be implemented in order to
recognize the areas of possibilities as well as implementation strategies.
Performance strategies in CERA
Diversity management in organization has been regarded as an essential part of
employees’ effective performance as well as the overall organizational success. Drawing
credence to such a factor, Davis, Frolova and Callahan (2016) have noted that it is highly
imperative for Human Resource managers to efficiently analyze the concept of diverse
management in a decisive manner and further strategizing the most effective method for
successful diversity implementation as well as restoration through considerate management

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strategies. Furthermore, Madera et al. (2017) have noted that with the increasing level of market
globalization, organisations such as CERA in Australia require to draw high level of sensitivity
regarding its employee management in contexts whereby the organizations’ environment has
been experiencing significant transmutations. Meanwhile, research conducted by Downey et al.
(2015) have noted that there can be obtained factual evidences which further sheds light on
several issues encountered by managers in upholding equality as well as diversity in its
workplace setting. Diversity management in organizations through effective Human resource
management must proficiently execute at strategic, operational as well as planned levels.
Ashikali and Groeneveld (2015) have noted that at the strategic level, an effective management
viewpoint properly aligned to aims, mission, vision and business strategy of the organization
serve an essential role.
At this level, organizations like CERA must aim to represent its top management level
and its assurance and loyalty towards diversity (Cera.org.au, 2019). Furthermore, Madera et al.
(2017) have noted that at the tactical level, organizations must focus on the diverse array of HR
policies which are important to be formulated in order to advocate and promote the management
values and approaches of the organization. These policy developments as per the view of
Knoppers, Claringbould and Dortants (2015) must be rely on responses and criticisms received
from current workforce regarding the current diversity practices by HRM.
On the other hand, Konrad et al. (2016) have noted that at the operational level,
successful implementation of these polices and strategies tend to occur by incorporating
employee training and knowledge development programmes along with flexible employment in
addition to communication objective amongst affinity group individuals as well as identity-based
association. However, drawing relevance to these factors, Rudolph et al. (2017) have noted that

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the role of line managers during the execution of these levels will be of great importance in
successfully practicing diversity management within the organization. Hunt, Layton and Prince
(2015) have claimed that similarly delegation of accountability has been understood as a
thematic foundation in the practice of HRM and in sustaining diversity management.
Furthermore, Rudolph et al. (2017) have found that line managers tend to face critical challenges
with employees’ perspectives while dealing with frequent repetitions of organization’s racial or
ethnic equality policies. As a result, involvement of line managers in the process of decision
making in order to efficiently understand and implement approaches of diversity management.
Comprehensive studies of Olsen and Martins (2016) have noted that number of
multinational organizations such as ANZ Banking Group, Woolworths Group, Common Wealth
Bank constituting diverse workforces have been promoting successful recruitment of women as
well as minorities for their aim of diversity restoration. Authors have noted that ANZ bank has
efficiently established Equal Employment Opportunity (EEO) targets in the company’s
recruitment practices. Research conducted by Ashikali and Groeneveld (2015) has revealed that
the organization comprises a special provision of six months internal employee knowledge
development programmes and training for newly recruited candidates. Such a training
programme has been mainly executed through a range of demo-classroom projects along with
skill development trainings by shedding light on the aspects of the organization’s cultural
practices. Furthermore, through these occurrences of demo organizational settings, newly hired
employees will be able to gain a certain level of association with the organization’s cultural
patterns and further acclimatize them for the pending diverse environment. Such an approach as
per the view of Madera et al. (2017) will ascertain improved performances as well as diversity
management during employment tenures. As a result, Sharma (2016) has claimed that successful

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implementation of a related method can serve advantageous and productive outcomes for CERA
if executed efficiently.
Recommendations for CERA’s improved recruitment strategies
Considering these evidences along with related business situation in CERA’s HR
practices, it is highly suggestive for the organization to align its diversity management with its
recruitment process. Knoppers, Claringbould and Dortants (2015) have suggested that the solely
incorporating the concept of diversity into the organization’s employee selection process will not
be adequate for CERA to effectively sustain its intended diversity management approaches.
According to Konrad et al. (2016), the organization should focus on successfully restoring its
diversity within its current personnel base through implementation of efficient employee
performance appraisals, promoting socio-cultural approaches, gender equality, and equal
employment opportunities in addition to legal compliances in order to improve qualification
standards and principles. At this juncture, use of Performance appraisals by organisations like
CERA will develop managerial as well as employee performance level and further will create
effectual motivation among its workforce (Cera.org.au, 2019). Moreover, concept of equality
must further be implemented in the organizational practice of modern organizations through
effective execution of management systems as well as cultural assessments. Downey et al.
(2015) have noted that such a form of assessments must attain successful competence of
releasing occurrences of potential predispositions and biases to cultural groups and further
recognize corporate cultural patterns which are intended to mitigate any types of indifferences.
Moreover, research conducted by Rudolph et al. (2017) have revealed that several
organizations operating in the U.S have created critical challenges and obstacles for women and

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employees belonging to Asian nations due to their ethnic as well as gender discriminations thus
positioning them in a highly disadvantageous positions in the competitive corporate world. Hunt,
Layton and Prince (2015) in their studies have shed light on the role of sustaining gender
diversity management within organizations by promoting equal pay and opportunity. Companies
like Woolworths, Coles have been experiencing improved efficient teams along with their
productive performances by successfully incorporating diversity management in the cultural
pattern of their organization. Thus, it is highly imperative for organizations like CERA to follow
similar diversity management techniques within their organization and proficiently perform
diversity as well as ethnic audits for its organizational diversity reality assessments. Meanwhile,
on the other hand, Stahl et al. (2017) have focused on a biased appraisals have improbable and
outstanding future performance efforts. Research conducted by Alhejji et al. (2016) has noted
that ratings of low performers have been exaggerated thus guaranteeing importance of local
cultural values, standards and norms during appraisal processes. However, Bello-Pintado and
Bianchi (2017) have noted that the universal perspective of all of these cases primarily relies on
the lack of performance assessment of the role of managers. For that reason, periodic assessment
of performance of managers must be done in order to analyse any issues related to acts of bias
and discriminations during recruitment procedure. Meanwhile, Rajan-Rankin (2016) has
mentioned that cultural fit along with its associated components of power distance along with
framework of paternalism must be critically evaluated by senior managers of the organization for
improved understanding of socio-cultural dimensions.
Furthermore, Stahl et al. (2017) have noted that ‘cross-cultural communication’
frameworks that involves factors such as individualism, masculinity, short-term emplacement
versus long-term emplacements with special attention to paternalistic leadership, power distance

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must be taken into consideration while establishing management approaches for diversity
management. Comprehensive studies of Hunt, Layton and Prince (2015) have mentioned that
Paternalistic leadership has been regarded as an omnipresent factor in cultural patterns of
businesses executing its operations in countries such as Latin America, Pacific Asia and Middle
East. Moreover, Rudolph et al. (2017) have noted that paternalistic cultural standards if
implemented successfully in organizations such as CERA will aid its manager to take into
account the welfare factors of the organization’s subordinates as a critical obligation for attaining
their loyalty and engagement towards the organization. On the other hand, Olsen and Martins
(2016) have focused on another vital aspect of this cross-cultural communication framework
which relies on power distance as it means limitations for an employee to be engaged in
organizations reflecting high power distances in its hierarchical structures.
At this point of discussion, Ashikali and Groeneveld (2015) have noted that CERA
having its business operations in Australia- low power distance nation must note that several
employees of MNCs in Australia reveal that employees are often subjected to high power
distances. These experiences however shed light to the recurrent incidences of workplace biases
and acts of discrimination and thus have posed relevant recommendation of its importance of
incorporating approaches of diversity management. Such an approach tends to efficiently curtail
or reduce the effect of power distance associated problems within the organization. Madera et al.
(2017) have further claimed that such an approach further has its impact on customer relations.
The incorporation of diversity management is highly important as wide range of customers in
high power distances tend to show expectations of subordinate service qualities. As a result, it is
highly essential for organizations like CERA to efficiently analyze this approach for attaining
improved satisfaction levels from the clientele.

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Conclusion
Therefore, from the above discussion it can be concluded that employee staffing and
recruitment strategies serve a decisive role in workforce functioning and maintaining workplace
diversity and equality. It is important to note that human resource management system must
guarantee knowledge development in relation to employee turnover reasons as well as the
participation of workplace environment. Therefore, diversity management in organization
emphasizes on the importance of managers to show high consideration of diversity values of
candidates during recruitment process. Thus, managers should be responsive to the
organizational environment of organization and further maintain a periodic assessment for
regulation of effectual implementation and its related effects on workforces. Furthermore, the
suggested recommendations of several companies will facilitate CERA in effective planning of
recruitment strategies which tend to support diversity in their organizational environment.
Additionally, it has been noted that the senior management of CERA can implement the effective
Paternalistic cultural framework to ascertain its ability of attaining competitive advantage in the
industry and its competence of improving its organizational culture.

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