CERA & Diversity Management: Business Rationale Analysis Report

This report examines the business rationale for diversity management, particularly in the context of CERA. It delves into the need for diversity and inclusion, exploring how diversity management relates to recruitment and selection processes. The report discusses arguments for workforce diversity, including demographic and superior outcomes rationales. It emphasizes the importance of transparent and inclusive recruitment practices to attract diverse talent and support organizational goals. The analysis highlights how CERA can benefit from proactively managing diversity to enhance productivity, reduce workplace conflicts, and improve overall business performance. The document is available on Desklib, a platform offering a variety of study resources for students.

Running head: BUSINESS REPORT 1
Business Report the Business Rationale for Diversity Management
Student’s Name
Institution
Date

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Contents
Introduction…………………………………………………………………………………….…………………3
Need and Rationale for the Study…………………………………………………………………………3
what is diversity and diversity management……………………………………………..………4
how diversity management relate to recruitment and selection………………………4
From Equality to Diversity to Inclusion…………………………………………………………..….5
how the recruitment and selection practice should be constructed to attract wide
pools of suitable applicants and to select the right people to support organizational
goals?.............................................................................................................................................5
Types of business rationale Arguments regarding Workforce Diversity
Demographic business Rationale arguments………………………………………..5
Superior Outcomes business rationale arguments………………………………..7
Conclusion……………………………………………………………………………………………………….8
References…………………………………………………………………………………………………….…9

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OPTION 2 - THE BUSINESS RATIONALE FOR DIVERSITY MANAGEMENT
Question
Are you convinced by the business rationale argument for diversity management? What
argument would you make to Mark French regarding the business case for focusing on
diversity management in CERA?
INTRODUCTION
The topic chosen for this report is topic 3, which is associated with the business concept for
diversity management. I have chosen this topic considering the extent to which diversity is
widely spreading, especially in modern business (Agrawal, 2012). Diversity has also gained a lot
of significance within a concise period. In the modern day, organizations prefer to have a diverse
workgroup, to benefit from different schools of thought as well as ideas, which bring about a lot
of advantages for the organization. With this in mind, it is highly essential to understand the
reasoning behind diversity management. Based on this report, I have also considered the
rationale for diversity management, as well as arguments related to it. I have relied on
information from journals, and different sources which are available in referencing and
associated all business case arguments related to diversity management in CERA. I have also
provided a conclusion based on the current workplace environment, focusing on diversity
(Bruegel, 2015). This report provides a general overview of how diversity is becoming more
significant and meaningful in organizations, as well as what its advantages and disadvantages are
towards business in the modern world.
Need and Rationale for the Study
This study is focused on providing in-depth analysis and understanding of the concept of
diversity and diversity management. This rationale has been growing at a significant rate in most
organizations. Every individual in the workplace has to have an idea of the importance and
benefits of the sea aspect (Bruegess et al. 2017). The purpose of the study is to analyses different
arguments related to diversity management at CERA, and provide recommendations on the
correct course of action towards enhancing effective diversity management practices. CERA, just

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like any other entity is bound to have a personnel-related issue, and diversity management will
help solve such aspects, for the sake of organization effectiveness.
What is diversity and diversity management?
Diversity is associated with the differences which exist either in the workplace or any social
setting. Diversity management involves all practices which are used to create a diverse and
inclusive working environment (Charlesworth et al. 2012). Successful strategies in the
organization help boost the progress of diversity, which in turn, increases the efficiency of the
organization. Effective diversity management practices involve the embracement of employee
resource groups, encouraging mentorship and sponsorship programs, as well as executive
diversity councils for the sake of benefiting from motivation driven results.
How diversity management relate to recruitment and selection
Diversity management plays a significant role in the process of recruitment and selection
in every organization. There is a need for every organization to ensure that stereotyping as well
as discrimination is eliminated in the recruitment of personnel in the organization (Cope &
Kalantzis, 2016). The most important practice is to value the differences between individuals and
more so, getting to understand the positive benefits associated with the employment of a diverse
range of personnel. Taking a positive look at diversity allows the management in every
organization to select the best personnel for the job. This is based on merit only; hence bias is
also eliminated in the process. Aspects of disability, gender and race are, therefore, regarded
irrelevant especially in determining the ability of individuals to perform in the organization.
Employers that embrace diversity management in the organization have a higher chance of
selecting the best employees for the job and enhance progress in the organization. Everyone is
different, and this can only be realized where employers take a keen interest in recruitment,
retention, and engagement of talent to sustain and improving business performance.
Diversity management is, therefore, directly related to the recruitment and selection process of
personnel in the organization (Cope & Kalantzis, 2017). With diversity management, the
equality act of 2010 is bound to be upheld. The act is focused on the protection of people in
employment, who are vulnerable to victimization, harassment, and discrimination in the
organization. Employers need to be more open-minded, to ensure that every individual is

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accountable for their actions and more so, that the employee selection process is free from bias.
Having a diverse team in the entity is bound to enhance increased productivity, which will be
facilitated by idea sharing, increased workplace cooperation, and understanding and appreciating
others strengths and weaknesses respectively. Successful multinationals have identified the
benefits of diversity management, a practice which should also be significantly adopted at
CERA. With the application of diversity management concepts and principles, increased
productivity will be realized, as well as reduced workplace conflicts (Dickens, 2009).
From Equality to Diversity to Inclusion
The recruitment and selection processes at CERA evidently, need to be reviewed. The
organization is used to implementing practices that everyone else is embracing in the industry.
Hence the entity ends up not benefiting from a wide range of experiences and perspectives on
management. Change is a common aspect in positively impacting the human resource in every
organization. Diversity in the organization cannot work without inclusion (Dickens, 2010).
Management in CERA ought to recognize that a diverse workforce includes people of color,
women in specific job positions, LGBT groups, and other different individuals with different
backgrounds and orientations. There is a need to recognize the gap that exists especially in
leadership, behaviors and the capability to practice best human resource actions. Diversity and
inclusion are in most cases, lumped together. Diversity will always have everything to do with
representation. Without inclusion, the most critical connections which attract diverse talent to the
workforce and encourage participation to foster innovation will not happen, which will end up
affecting the growth of the organization. Diversity alone, however, does not drive inclusion in
the organization.
How should recruitment and selection practice be constructed to attract extensive
pools of suitable applicants and to select the right people to support organizational goals?
Without inclusion, diversity cannot always work. Therefore, embracement of diversity
management practices has first to come in, and inclusion follows for increased efficiency in the
organization. The recruitment and selection practices at CERA need to be made more transparent
and clear, especially to attract broader pools of talent and encourage suitable applicants. The
process should also help in the selection of the right people, to support the goals of the

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organization in general (D’Netto et al. 2014). From the case at CERA, making rush judgments is
the beginning of the detriment of any entity. Therefore, issues related to human resource
recruitment and selection should be well handled and at the same time, considered from different
angles. CERA needs to look into building relationships with different cultural groups, and
organizations which are focused on working with diverse communities (Cope & Kalantzis,
2016). The entity could consider contacting the local immigrant service agencies and
international recruitment agencies.
This way, it will be easier to bring in new and diverse talent into the organization. In this
case, vacant positions at CERA will be advertised in different platforms including community
boards, service agencies, cultural community groups, newsletters, newspapers, and organizations
which work with diversity strategies, and have realized the success of the same (Van & Lievens,
2009). Such practices and efforts need to be extended beyond the standard online and sector-
specific job boards. The recruitment and selection process at CERA, should, in addition, be
associated with professionalism, and skilled management for the sake of absorbing only those
suitable for the job (Doherty, 2010). The goals of the human resource docket should be wholly
aligned to those of the entire organization, which will lead to increased efficiency in the long run.
Finally, the management should be ready to proactively deal with issues facing the recruitment
and selection process for increased effectiveness.
Types of business rationale Arguments regarding Workforce Diversity
Demographic business Rationale arguments
The demographic business case arguments are keen to emphasize the fact that workplace
diversity is inevitable, considering the trends in labor supply and workplace interactions.
Diversity is becoming increasingly common especially among consumers, suppliers, and
competitors in the organization. According to the demographics business case argument, every
organization can leverage its diversity to achieve the desired outcome, based on cost and
resource acquisition (EOWA, 2009). The cost argument under this concept argues that the
presence of women in the workplace as well as other minorities has to be adequately managed.
These costs can be direct or indirect, and organizations that manage to leverage such costs will
be able to remain competitive in the long term (Cope & Kalantzis, 2016). The resource

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acquisition context argues that organizations that can retain women and minorities in the
workplace, and engage them in different activities will gain a competitive edge in the market.
In other words, a workforce that embraces a diverse setting should improve marketing
capabilities, be able to meet all needs of the consumers, and positively represent the organization
in values diversity. Business case arguments that are centered on the promotion of diversity have
a positive impact on the human resource function of very organization as well. Better decisions
are made, and motivation is also increased continuously, for the sake of overall performance. At
the organization level, diversity is still upheld especially where all elements of bias are
eliminated, and professionalism is embraced in the long run (Fine, 2015). Every manager needs
to consider the long-term objectives of the organization, rather than remain focused on executing
personal interests while hurting the interests of others and the organization at large. Appreciating
the weaknesses of others, and learning to boost strengths will help the entity grow at a faster rate
rather than sticking to stereotyping, which affect the overall operational effectiveness of the
entity.
Superior Outcomes business rationale arguments
The superior outcomes argument places a lot of emphasis on the importance of harnessing the
positive aspects of diversity in leading and management. According to this argument,
organizations can be able to leverage diversity in the workplace through making the most out of
what individuals contribute towards the entity (Gerxhani & Koster, 2015). The positive elements
of diversity have been classified into two; diversity perspectives and the competencies related to
culture. Based on perspectives of diversity and attitudes, some researchers are keen to consider
that problems are bound to exist, especially where the group is coerced into a process which may
lead to the development of different alternatives. The argument has been related to elements of
skill set, organization tenure, age, occupation and the position of individuals in the entity.
Cultural competencies, on the other hand, are considered to dictate the level of flexibility among
individuals, and the creativity when it comes to thinking (Holterman, 2015). Cognitive abilities
of different personnel differ, based on gender, race, and ethnicity.

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CONCLUSION
CERA, just like any other entity in the modern world, ought to be focused on proactive outreach
and recruitment efforts, which are deliberately focused on increasing the practices of diversity in
the organization, and supporting entities while engaging the audience (Kluemper & Rosen,
2009). Management of diversity is highly associated with the promotion of the organization as a
viable place to work. Once a talented workforce is aware of the excellent and flexible working
environment, this will help attract more talent and skill, from different dimensions. There is also
a need to work towards partnerships with different nonprofits in the case of CERA to increase its
favorable profile in the entire industry and the labor market (Pathak, 2015). The organization
needs to have clear and transparent policies focused on fair and non-biased hiring procedures.
Workplace effectiveness is not only centered on increased efficiency of personnel but what the
workforce is made up of. Diversity and diversity management practices may be considered costly
for entities, but the related benefits which are long-term, also need to be considered while
making recruitment, and selection decisions in the hiring process (Nga & Sears, 2010). The
success of CERA is substantially determined by human resource practices, with the most evident
being diversity management strategies employed for the effectiveness of the organization.

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References
Agrawal, V. (2012). Managing the diversified team: challenges and strategies for improving
performance. Team Performance Management: An International Journal,18(7/8), 384-400
Bruegel, I., Perrons, D. (2015). ‘Where do the costs of unequal treatment for women fall? An
Analysis of the incidence of the costs of unequal pay and sex discrimination in the UK’ in
Humphries, J., Rubery, J. (eds) The Economics of Equal Opportunities, Equal
Opportunities Commission, Manchester, pp. 55–175.
Burgess, J., Henderson, L., Strachan, G. (2017). ‘Work and family balance through equal
employment opportunity programs and agreement making in Australia’, Employee
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Charlesworth, S., Campbell, I., Probert, B., Allan, J., Morgan, L. (2012) Balancing work and
family responsibilities: Policy implementation options, Report for the Victorian
Departments of Premier and Cabinet and Innovation, Industry and Regional
Development, Centre for Applied Social Research, RMIT University, Melbourne.
Cope, B., Kalantzis, M. (2016), Productive Diversity: A New Australian Model for Work and
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Cope, B., Kalantzis, M. (2017) Productive diversity: Management lessons from Australian
companies, Occasional Paper no. 20, Centre for Workplace Communication and Culture,
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Dickens, L. (2009) ‘Beyond the business case: A three-pronged approach to equality action’,
Human Resource Management Journal, 9(1), pp. 9–19.
Dickens, L. (2010) ‘Promoting gender equity at work: A potential role for trade union action’,
Human Resource Interdisciplinary Gender Studies, 5(2), pp. 27–45.

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