Managing Human Resources: Diversity, Equality, and Inclusion in the Workplace

MANAGING HUMAN
RESOURCES

TABLE OF CONTENTS
1. Moral and legal case for diversity and inclusion in the workplace.........................................3
2. Business case for diversity and inclusion in the workplace....................................................3
3. Key legislations for underpinning diversity and equality in UK.............................................4
4. Impact of equality and diversity legislation on recruitment and selection..............................4
5.Issue of Glass ceiling and the steps to address this issue.........................................................5
6. Direct and Indirect Discrimination..........................................................................................5
7. Exceptional circumstances where the organisation in UK can claim exemption from
legislation.....................................................................................................................................6
8. Positive action and its legal position in UK.............................................................................7
9. Provisions of the Rehabilitation of Offenders Act 1974.........................................................7
10. Practical policies adopted for diversity, equality and inclusion............................................8
REFERENCES................................................................................................................................9

1. Moral and legal case for diversity and inclusion in the workplace
When the company decides to promote diversity and inclusion in its workplace and
workforce, then there are many barriers which are developed by keeping inequalities at the
workplace. The boardroom of UK focusses on the gender diversity which has not more benefited
the women of colour but the women who are not included in ethnic minorities. The main focus of
the people professionals is to champion the significance of an inclusive culture. In order to drive
change in the employee lifecycle regarding the cultural policy can be recommended in attracting
candidates, selecting them, accessibility to flexible working and even impacts the culture and
politics of organisations (Fires and Sharperson, 2017). The moral justifications led to outcomes
in form of programmes such as equal employment opportunity (EEO) and affirmative action
(AA). These helps in increasing workforce diversity. This involves commitment rather than legal
requirement. The moral case describes that the equal opportunities must be given to all
employees regardless of their culture, background etc. This will increase the motivation of the
employees and increases their job-satisfaction. The moral values of the employees must be
enhanced so that they can perform their tasks efficiently and there are many laws which are to be
followed by the organisations in promoting the diversity at workplace.
2. Business case for diversity and inclusion in the workplace
Diversity and inclusion also plays a major role in benefiting the organisations including
the employee retention, enhanced corporate reputation and financial performance. But, it is must
for the business case to hold both the business as well as human outcomes simultaneously and
must not only analyses its benefits from the organisational perspective but from both the societal
and individual too. Because, if the focus is only on the impact of diversity on the bottom line of
business, then there can be a danger which can lead to oversimplifying the relationship between
the organisational outcomes and diversity which results in failing of inclusion (Ng and Sears,
2020). Diversity can be considered undoubtedly as hiring a diverse pool of talent but in order to
be inclusive, hiring the employees from different backgrounds only is not important but it is
inculcating the looks and feelings of diverse workforce in the work is inclusion. Values and
virtues helps in bringing improvements in the recruitment and selection processes along with the
performance management. Using the virtues, the negative impacts of the existing stereotypes can
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