Work and Diversity: Strategies for Workplace Diversity Implementation

This article discusses strategies for workplace diversity implementation, including sourcing diversity, developing workplace policies, diversity integration, and regular reviews of diversity implementation. It also provides examples of relevant persons to collaborate with and types of diversity training that can be implemented.

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Running head: WORK AND DIVERSITY

WORK AND DIVERSITY
Activity 1B
Estimated Time 15-20 Minutes
Objective To provide you with an opportunity to qualify and quantify the sources of
diversity in the industry sector, community and workplace.
Briefly describe the main opportunities for sourcing diversity for your industry
sector. Does this exist in your community or would you need to look at other
sources for suitable skills and attributes?
According to Sharma (2016), main opportunities to source diversity in the
shipping company are to make investment in ‘Experience Tool kit’-guidance for
engaging 45+ employees, ‘Corporate Champions Programme’ to work towards
best practices for them, and ‘Restart Programme’ offering a wage subsidy for
mature employees. The company would need to look for other sources such as
Indigenous Cadetship Support (ICS) for gaining suitable skills and attributes. These
sourcing opportunities exist in community.
Activity 2A
Estimated Time 45 Minutes
Objective To provide you with an opportunity to develop and review workplace policies,
procedures and planning in accordance with the scope of diversity.
1. Develop a workplace policy containing a range of procedures in accordance
with the scope of diversity for your organisation.
According to Goswami and Kishor (2018), Diversity Policy of the shipment
company guides development and implementation of plans, programs and
initiatives for recognising and promoting workforce diversity across all
work areas besides underpinning its values focusing on Can Do approach,
integrity, and commitment to people, teamwork and delivery of quality.
The company’s commitment to diversity include but are not limited to:
 Providing equal opportunities
 Encourage respect for dignity, beliefs and ideas
 Building a safer working environment by acting against unacceptable
workplace behaviour not valuing diversity including discrimination,
harassment, bullying, victimisation and vilification.
2. Review the workplace policy that you have just developed and make any
changes considered necessary.
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On reviewing the policy developed it is evident that it lacked measurable
objectives for monitoring diversity against its effectiveness and procedures
associated. To consider this key performance indicator will be set for the Board,
Chief Executive Officer and senior executives accountable for achieving the
diversity objectives.
Activity 2B
Estimated Time 15 Minutes
Objective To provide you with an opportunity to establish where diversity integration
meets the needs of the enterprise and diverse persons.
1. How can you establish the diversity integration within the needs of business
and with the diversity of your workforce?
According to Fujimoto and EJ Härtel (2017), for establishing diversity integration
with the business needs of shipping industry and diverse workforce the work
areas will be effectively managed for achieving the maximum potential between
working tasks, skills and employees performance. Besides, availability of
resources, training, equipment’s or adaptations requisite for helping the needs of
diverse workforce will be ensured and factorized within budgets for meeting
company’s needs.
2. What does diversity management include?
Diversity management includes preparation (work plans, schedules, project
objectives and individual requirements of employees), needs assessment (staffs
available, resources, timings and methods to carry out working tasks should be
assessed), development and implementation of strategy (determine and select
strategies to carry out work with diversity and inclusivity) and evaluation of
strategy and progress (check and monitor progress of work systems).
Activity 2C
Estimated Time 15 Minutes
Objective To provide you with an opportunity to review existing policies, plans and
procedures to identify areas where diversity can achieve positive impact.
1. Briefly describe the policy review process conducted at your place of work.
According to Holck, Muhr and Villesèche (2016), at the shipping company policy
review process revolves round evaluating the current policy followed by
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determining needs for new policy and obtaining feedback and looking at issues.
2. List three areas where diversity can have a positive impact in the workplace.
Organisational culture: diversity can be positively felt by employees contributing
in increased productivity and performance.
Team work: diverse workforce will positively effect on creativity and innovation in
working solutions.
Skills and learning: diverse workforce will help employees to share their skills and
experiences.
Activity 2D
Estimated Time 10 Minutes
Objective To provide you with an opportunity to monitor and review workplace processes
to guide implementation.
Briefly describe how would you monitor and review your workplace processes
to ensure diversity implementation is successful?
According to Trittin and Schoeneborn (2017), for monitoring and reviewing the
workplace processes businesses activities of the shipping company will be
assessed for establishing the success level in relation to the working outcome and
building a clearer idea about the processes and systems needing specific
attention.
Activity 3A
Estimated Time 15-20 Minutes
Objective To provide you with an opportunity to consult with management and teams to
champion the diversity implementation.
What ways have you, or would you, champion diversity in your workplace or
business industry?
According to Ng and Sears (2018), the shipping company has championed
diversity in the workplace by promoting the profile of diversity and inclusion,
standardizing and maintaining inclusive practices, assisting and guiding employees
through inclusivity, modelling appropriate behaviour for inclusion, representing
individuals and the department, and giving feedback to management on diversity
and inclusion besides helping the transition of change.
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Activity 3B
Estimated Time 15 Minutes
Objective To provide you with an opportunity to ensure work teams incorporate diversity
processes into work activity.
1. How can you ensure that work teams incorporate diversity processes into
work activities?
According to Holck (2016), by producing new working documentation on diversity
policy and procedures, new work processes and any change to the organisational
philosophy or ethics at meetings the shipping company can ensure work team
incorporates diversity process. Time and a point of contact/contacts will be
provided for developing a full understanding, making discussions and clarifying
any questions and future issues besides providing training and education.
2. How can you provide guidance to your work areas and department
managers to assist in diversity implementation?
The shipping company according to Holck (2016), can provide guidance by
educating them about diversity, its impacts on workplace and community through
raising the profile of diversity and significance of inclusion to comprehend the
company’s objectives and relating them to work environment. Department
managers will be provided information about the diversity and inclusion
objectives, implementation methods, and tools for assistance, resources, clear
strategies and work plans.
Activity 3C
Estimated Time 20 Minutes
Objective To provide you with an opportunity to establish and enable enterprise and
individual support processes.
1. How can you enable diversity enterprise within your workplace?
The shipping company can enable diversity enterprise in its workplace by
positively and openly the diversity implementation to all personnel besides
providing information about how the company is championing diversity in the
workplace, highlighting the benefits and creating a solid standpoint for showing
the thought, consideration and new processes supporting it.
2. What support processes could you use at your place of work for diversity
integration?
According to Okoro and Washington (2012), support processes that the shipping
company can use in its workplace are mentoring or a ‘buddy at work’ program
encouraging employees participation in open communications and gaining their
support, providing flexible working environment and a manager or contact person
for discussing issues, seeking advices and clarifying information on diversity and
inclusion, offering career guidance and planning, and arranging networking and
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social groups that encourages a blend of people.
Activity 3D
Estimated Time 15 Minutes
Objective To provide you with an opportunity to provide for training and coaching in
diversity implementation and promote and model inclusive behaviours.
1. Identify five types of diversity training that could be successfully
implemented within your organisation.
The types of diversity training shipping company can successfully implement are
Contact officer training, Coaching and mentoring, Teambuilding, Workplace
mediation skills and leading diverse workforce.
2. How can you show inclusive behaviour in the workplace?
According to Okoro and Washington (2012), inclusive behaviour in the workplace
can be shown by listening and engaging with others, working for common good of
employees, encouraging all diverse groups in applying to job vacancies,
recruiting and selecting eligible employees heedless of their background, being
open in challenging own and others behaviours, taking feedbacks from employees
about a relevant work process or initiative, building trust with staff and honouring
confidentiality, creating a safe environment for all and taking action for carrying
out inclusivity.
Activity 4A
Estimated Time 20 Minutes
Objective To provide you with an opportunity to conduct regular reviews of diversity
integration with relevant persons and evaluate workplace diversity against
workplace policies, procedures and planning objectives and identify and
recommended improvements to diversity integration.
1. Why should you review diversity implementation in the workplace?
According to Okoro and Washington (2012), reviewing diversity implementation
will help the shipping company in ensuring that diversity and inclusion practices
are maintained besides promptly addressing any issues raised and reassessing if
processes are working as intended and employees are complying with diversity
implementation.
2. Give four examples of relevant persons who you may collaborate with when
carrying out reviews of diversity integration.
Relevant persons who might collaborate are Senior management/company
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directors, Department managers, Supervisors and Shift managers.
3. How may you evaluate your diversity implementation?
According to Okoro and Washington (2012), the diversity implementation may be
evaluated by ensuring that evaluation of workplace diversity is executed against
company policies and procedures and taking into account how employees are
accommodating and embracing new practices, if policy is precisely translating
within business procedures and if improvements are seen.
4. How would you make your recommendations to your organisation for
making further changes to diversity implementation?
By looking at the evidence and documentation produced as a result during review
and evaluation, the shipping company can make recommendations for making
further changes to diversity implementation.
References
Fujimoto, Y. and EJ Härtel, ,Charmine. (2017). Organizational diversity learning framework: Going
beyond diversity training programs. Personnel Review,[Online] 46(6), 1120-1141. Available:
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Goswami, S. and Kishor, B. (2018). Exploring the relationship between workforce diversity,
inclusion and employee engagement. Drishtikon : A Management Journal,[Online] 9(1), 65-89.
Available: https://search.proquest.com/docview/2024034410?accountid=30552 Accessed on 29
Nov. 2018
Holck, L. (2016). Putting diversity to work. Equality, Diversity and Inclusion: An International Journal, ,
[Online] 35(4), 296-307. Available: http://dx.doi.org/10.1108/EDI-12-2015-0107 Accessed on 29
Nov. 2018
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Holck, L., Muhr, S. L. and Villesèche, F. (2016). Identity, diversity and diversity management. Equality,
Diversity and Inclusion: An International Journal,[Online] 35(1), 48-64. Available:
http://dx.doi.org/10.1108/EDI-08-2014-0061 Accessed on 29 Nov. 2018
Ng, E. S. and Sears, G. J. (2018). Walking the talk on diversity: CEO beliefs, moral values, and the
implementation of workplace diversity practices. Journal of Business Ethics,[Online] 1-14. Available:
http://dx.doi.org/10.1007/s10551-018-4051-7 Accessed on 29 Nov. 2018
Okoro, E. A. and Washington, M. C. (2012). Workforce diversity and organizational communication:
Analysis of human capital performance and productivity. Journal of Diversity Management
(Online), 7(1), 57. Available: https://search.proquest.com/docview/1418717001?accountid=30552
Accessed on 29 Nov. 2018
Sharma, U. (2016). Managing diversity and cultural differences at workplace. IPE Journal of
Management, [Online] 6(2), 63-79. Available: https://search.proquest.com/docview/1894952768?
accountid=30552 Accessed on 29 Nov. 2018
Trittin, H. and Schoeneborn, D. (2017). Diversity as polyphony: Reconceptualising diversity
management from a communication-centred perspective. Journal of Business Ethics,[Online] 144(2),
305-322. Available: http://dx.doi.org/10.1007/s10551-015-2825-8 Accessed on 29 Nov. 2018
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