MGMT1201: Analysis of Diversity at Boeing Canada Limited

This report analyzes Boeing Canada Operation Limited's approach to diversity in the workplace. It examines key diversity issues, including evolving job benefits, bridging the generation gap, and harassment policies. The report details Boeing's policies related to employee compensation, retirement, family benefits, and professional support, highlighting their impact on employee retention and motivation. It addresses challenges such as losses in productivity and skilled employees due to negative behaviors and attitudes. The report also discusses the improvements made by Boeing, such as enhanced benefits, mentorship programs, and non-discrimination policies. The conclusion emphasizes the value of a diverse workforce and the benefits of adhering to diversity policies, including increased productivity and a competitive edge. References to relevant literature support the analysis, providing a comprehensive overview of Boeing Canada's diversity efforts.

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DIVERSITY IN THE BOEING CANADA OPERATION LIMITED
DIVERSITY IN THE BOEING CANADA OPERATION LIMITED
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DIVERSITY IN THE BOEING CANADA OPERATION LIMITED
Introduction
The main aim of the report is to provide an analysis of how Boeing Canada Operation Limited
ensures respect for diversity in their workplace. Boeing Canada Operation limited is a Canadian based
company operating under the Airline industry which was selected as one of Manitoba’s top employers in
2019 (He, Hipel & Kilgour, 2017).
Diversity issues
The three diversity issues that Boeing Canada Operation Limited has reflected upon and
improved include evolving job benefits, bridging the generation gap and Harassment rights. Evolving job
benefits policies of Boeing Canada Operation Limited involves awarding employees various
compensations and benefits packages such as long term disability insurance, retirement benefits, dental
insurance, life insurance, paid time offs like vacation and sick days, health insurance and life insurance.
The diversity issue of “bridging the generation Gap” involves encouragement of the older employees in
the organization to work with the young generation without workforce conflicts. Harassment issues
include discrimination of employees in regard to their religion, race, sex and ethnicity.
Policies
In terms of evolving job benefits, Boeing Canada Operation Limited encourages its workforce to
take care of their mental and physical health through evolving job benefits policy that includes health,
insurance and wellness benefits like Health insurance, private health and dental plan, vision insurance and
disability insurance (Hoppe, 2016). Evolving Financial and retirement benefits policy include
performance bonus, retirement plan, pension plan and group saving plans. Family and parenting benefits
policy involves childcare, flexible time, unpaid extended leave, and paternity and maternity leave.
Vacation and time-off benefits policy include bereavement leave, sick leave and paid time off, Perks
benefits include employee discount and company car. Professional support benefits policy includes
apprenticeship program, diversity program and job training and tuition. The evolving job benefits is a
priority issue to the company as it ensures there is retention of skilled and talented staff, reduction of
employee turnover and motivation of employees to enhance the organizational performances.

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DIVERSITY IN THE BOEING CANADA OPERATION LIMITED
In terms of bridging the generation gap, Boeing Canada Operation Limited has policies as
offering equally recruitment of employees regardless of age and supporting the younger generation
through mentorship programs (Yang and Xinde, 2014). The “bridging the generation gap” diversity
issue is important to the company as it reduces workforce conflicts, narrows the gap between aged and
younger employees and further prepares and supports young generation towards future leadership roles in
the Boing Canada Operation Limited
Boeing Canada Operation Limited’s harassment policies include retaining and attracting skilled
and experienced staff available without regard to physical or mental disability, gender identity, religion,
race, sexual orientation, veteran status and national region (Klauser, Salvatore & Sherwyn, 2013). The
harassment policy is important to the company as it helps Boeing Canada operation Limited to have a
diversified workforce that is equipped with high- end skills. Furthermore, the harassment policy also
helps to improve the reputation of the company and improves the brand image to the public.
Challenges
There are challenges of diversity experienced by the Boeing Canada Operation Limited. The
losses of work productivity and skilled employees despite harassments and evolving job benefits policies
have grown. The losses in skilled manpower and work productivity are contributed by diversity issues
such as legal actions against the organization, complaints from key stakeholders, discrimination and
harassments. The negative behaviours and attitudes are also a diversity challenge of Boeing Canada
Operation Limited as it damages employees’ motivation, morale and working relationship. Despite
harassment policies, bridging the generation policies and evolving job benefits, some of negative
behaviours and attitudes include termination practices leading to costly litigation, stereotyping,
discrimination and prejudice.
How has the company improved?
Currently, Boeing Canada operation Limited has improved the diversity issue by including other
benefits which did not exist before. The evolving benefits include giving employees’ company cars, long-
term savings through contribution pension plans, gym membership, extended health care and employee

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assistance programs includes health, safety and wellness Expo, in-house wellness initiatives, a six week
physical activity challenge with incentives for employees, “Boeing on the move” program and annual
health assessment.
The company has improved the “bridging the gap generation” issue in the organization by
developing tomorrow talents through partnership with University of Manitoba’s and Tec Voc High
School that regularly promotes mentorship programs for the students. In addition, the company has
created a two-year self-nominated leadership next program that aims at developing next leadership
generation. The program combines learning experiences that include executive and peer mentorship,
group coaching, assessments and high projects with high impacts that teaches executive members to
inspire peers.
Boeing Canada Operation Limited has improved the diversity issue of harassment by
implementing non-discrimination policies to employees and applicants that covers all terms and condition
of employment including compensations and benefits, terminations, promotions, hiring, recruiting and
promotions.
DIVERSITY POLICY
OF BOEING CANADA
OPERATION LIMITED
Evolving Job benefit
Bridging the
generation gap
harrasment policy
CHALLENGES
costly to the company,
decreased work
productivity, low
motivation of
employees
prejudices, streotypes
descrimination
STRATEGIES OF
IMPROVEMENT
provide efefctive
benefits and
compesation plan to
promote employee
retention
treating all the
employees equal
regardless of gender
equally employer,
encourage conductive
working environment

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DIVERSITY IN THE BOEING CANADA OPERATION LIMITED
Conclusion
In conclusion, a diverse workforce brings high value to the Boeing Canada Operation Limited.
Adhering to diversity policies benefits the company by increasing productivity of work, creating safe and
fair environment where every employee access challenges and opportunities as well as creating a
competitive edge.

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DIVERSITY IN THE BOEING CANADA OPERATION LIMITED
References
He, S., Hipel, K. W., & Kilgour, D. M. (2017). Analyzing market competition between Airbus and
Boeing using a duo hierarchical graph model for conflict resolution. Journal of Systems Science
and Systems Engineering, 26(6), 683-710.
Hoppe, E. (2016). Outsourcing Under Systems Integration: The Long Run Benefits for Boeing and Other
Aircraft Producers. In Ethical Issues in Aviation (pp. 95-104). Routledge.
Klauser, J. D., Salvatore, P., & Sherwyn, J. D. (2013). The National Labor Relations Act Is Not Just for
Unionized Employers Anymore.
Yang, D., & Xinde, C. (2014). Innovation Research of Enterprise Human Resource Selection----The
Selection of Southwest Airlines. International Journal of Business and Social Science, 5(7).