DWRC: An Analysis of Diversity and Inclusion Policy Report

This report addresses the critical need for effective diversity and inclusion policies within DWRC, a large health and care organization. Following a diversity audit revealing issues such as underrepresentation of culturally and linguistically diverse (CALD) employees in higher positions and instances of workplace harassment, the report analyzes the benefits of a diverse workforce, emphasizing its positive impact on recruitment, employer branding, multilingual capabilities, and innovation. It proposes comprehensive policies for recruitment, workplace conduct, training, and management, with an emphasis on equal opportunity, safe work environment, and fair evaluation processes. The report highlights the importance of feedback mechanisms, such as anonymous surveys, to gauge employee perceptions and guide policy improvements. Ultimately, the report aims to enhance DWRC's reputation and ensure the retention and well-being of its diverse workforce.

Running head: MANAGING DIVERSITY AND INCLUSIVE POLICY
MANAGING DIVERSITY AND INCLUSIVE POLICY
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Table of Contents
Introduction................................................................................................................................2
Issues of Diversity in DWRC.....................................................................................................2
Why Diversity is Important for DWRC.....................................................................................3
Policies for DWRC Diversity and Inclusion in Workplace.......................................................4
Policies for Recruitments and Workplace..............................................................................4
Trainings and Workshops......................................................................................................5
Management Policies.............................................................................................................5
Inputs Inclusion......................................................................................................................6
Conclusion..................................................................................................................................6
References..................................................................................................................................8

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Introduction
Diversity and inclusive work culture are the new trend in the industrial venture. In the
age of globalisation, the company that have the maximum innovation and creativity would
survive the intense competition. This is why, organisations like DWRC are trying to increase
their diverse workplace culture and having a positive workplace for all. DWRC is well
reputed for their employee and employer relationships. Recently this organisation is facing
some issues in diversity context. The company has a huge number of culturally and ethnically
diverse workforce in every sector of its organisation (Barak 2016). Therefore, there need to
be an effective policy in the workforce management that would solve the problems with
diversity and discrimination. The work retention is also depended on these policies and their
effectiveness. This report would discuss the issues related to DWRC diversity context and
analyse the policies that can be implemented in the organisation to ensure sound
inclusiveness.
Issues of Diversity in DWRC
The organisation has enjoyed its hard earned title of “employer of choice”. This
shows that the organisation have the expectation to have an ideal work culture of its own.
Recently, after the diversity audit, some of the facts do not cater the expectation associated
with the title and reputation. The audit shows that people with CALD identity or the people
who are culturally and linguistically diverse are mostly limited in the lower positions in the
Healthcare outlets of the organisation. Some of them are not getting the chance or resources
to grow in spite of their being over-qualified for a job role. Again, some of the employees
have resigned the company and most of them are of CALD group. They have posted in the
social media that they were the prey of sexual harassment in the workplace. Therefore, it can
be said from this situation that the company needs a strict and effective diversity and

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inclusion management policy. This policy will be giving special reference to the inclusive
work culture and an equal opportunity for the employees of all culture and ethnicity.
Why Diversity is Important for DWRC
To understand the importance of diversity in the context of DWRC work culture, the
benefits of the diverse workforce need to be evaluated. The first benefit of diverse work
culture is that it adds extra dimension to recruitment process. For example, the organisation
that have greater scope for diverse workforce would get huge number of applicants for their
posts (Graham, Belliveau and Hotchkiss 2017). This will increase the probability of choosing
the more competent candidates in respect to the companies that do not have diversity in their
consideration.
Second benefit of the diversity in the workplace increase4s the employer brand for a
company DWRC is now in a condition where they have to face criticisms for their intolerant
and discriminatory abusive work culture. In this stage of organisational context, the company
has to reconsider their decision of making workplace full of diverse ethnicity people to
increase their brand reputation.
Multilingual workforce in the organisation can be effective for the international
ventures of the DWRC. The company can use their CALD members to improve
communication in the foreign lands and also with the foreign patients. Some of the other
benefits of diversity in DWRC are-
 The employees of diverse ethnicity can help the organisations to take better ethical
and other decisions for the patients and situations. According to Foster and Jacobs
(2017), there would be more innovative and creative ideas in the organisations which
would be the outcome of the cultural experiences of the employees.

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 If an organisation is been able to establish discrimination free work culture. The
employees would be able to have effective interactions with each other and enrich
themselves with diverse experiences.
 A safe and discrimination free workplace is the ideal workplace for DWRC or for ny
organisation. The more there would be possibilities of cultural equilibrium in the
organisation, more the patients would be interested in the healthcare services offered
(Syed and Ozbilgin 2019). This is important for the interaction with the patients and
their families as well.
 Again, if the right talent is recognised, irrespective of their culture and language, that
would be beneficial for DWRC’s overall operations and functions.
Policies for DWRC Diversity and Inclusion in Workplace
Policies for Recruitments and Workplace
 The first thing that the company need to consider is the policies of recruitment of the
right talent irrespective of the origin, caste, race or language. The educational
qualification and experience of the candidate would be the sole criteria for the
selection of a candidate (Eginli and Narin 2017).
 The second most important thing is to build a body of members from the organisation
who would keep an eye on any kind of discrimination or sexual harassments of the
employees. It is crucial that the DWRC provides a safe and positive work place for
their employees. Hence, the employees would have direct access to this cell and they
can file any kind of complaint regarding discrimination or sexual harassment within
the workplace. No such behaviour of discrimination by the fellow employees or the
higher authority would be tolerated at any cost.
 The applications for the jobs should be submitted to the managers without names.
Only the qualifications and educational certificates would be there in the applications.

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So that the managers will not get distracted by the name, race or ethnicity and a fair
selection is possible.
 Numbering system for the appraisals would be introduced where the candidate and the
manger both have the scope to number the employee’s performance (de Aquino and
Robertson 2018). Therefore, at the time of appraisals, the candidate would also get the
chance to defend their work performance and get the promotion accordingly.
Trainings and Workshops
 The company will arrange training sessions for the employees of the organisations
where they will be given the training for managing diverse work culture. These
trainings will be designed for the managers of the organisations. The trainings can be
organised once in a year.
 For the other employees of the DWRC, this trainings would be more in the form of
workshops where several inclusive activities would be designed for the. These
workshops would be arranged twice a year so that they would learn to work in
collaborations and without any workplace discriminatory mind-set.
 Interactive communications will be given special preference for the work culture of
the organisations. This will decrease the cultural barriers among the peer employees.
Management Policies
 Management of the human resources need to be done in a way that it can provide
examples of inclusiveness and diversity in the organisation.
 The high rank mangers will be selected from the organisation or outside on the basis
of their experience and skill and not on the basis of their race, culture and ethnicity
(Dahanayake et al. 2018). This way, employees of the organisation would get the
message of discrimination free work culture.

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 Along with that, DWRC would make sure that the rewards and appreciative measures
for the employees would be completely free of any racial or cultural discrimination
and would be based on talent and performance.
Inputs Inclusion
 Inputs or feedbacks are the great medium for knowing the work place and its
condition. Feedbacks would be collected from the employees about their opinion of
the workplace discrimination in DWRC. The feedbacks would retain the information
of recent discriminatory behaviour by any employee or any sexual harassment or any
such things in the organisational context.
 Employees would be asked to participate in the monthly surveys designed to know
about what they think of the diversity and inclusiveness of DWRC. These feedbacks
are important as they would give perspective about the workplace culture in the
ground level.
 The feedbacks or the inputs about these stuffs would be collected anonymously. The
feedback forms can be filled by the employees with detailed descriptions without
sharing their personal details through computer system (Jin, Lee and Lee 2017).
 These inputs are important to understand the before and after situation of an
organisation. The employees are the one who are working in the ground zero and their
feedback of the new policies can provide the scope of any kind of improvement in
future days.
Conclusion
DWRC is well reputed for their employee and employer relationships for a long time.
Hence it has to maintain that reputation so that the organisation reputation is not hampered.
The company has a huge number of culturally and ethnically diverse workforce in every
sector but they need to be managed more strategically in respect of their diversity and

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ethnicity. The CALD group of the organisation should get same kind of support and exposure
as the other employees. While designing the policy the main aim was to reduce any kind of
workplace discrimination and the retention of talent. The policies would be applicable in the
recruitment, management, trainings and inputs. Each of the policies are designed keeping
with context of DWRC and its culturally diverse workforce.

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References
Barak, M.E.M., 2016. Managing diversity: Toward a globally inclusive workplace. Sage
Publications.
Dahanayake, P., Rajendran, D., Selvarajah, C. and Ballantyne, G., 2018. Justice and fairness
in the workplace: a trajectory for managing diversity. Equality, Diversity and Inclusion: An
International Journal.
de Aquino, C.T.E. and Robertson, R.W., 2018. Diversity and Inclusion in the Global
Workplace. Springer.
Eginli, A.T. and Narin, A., 2017. Managing diversity in international companies: A case
study for diversity management of PricewaterhouseCoopers. Communication and Digital
Media, 301.
Foster, L. and Jacobs, L., 2017. Inclusive Workplace Practice in Canada: Competing
Equalities in an Industrial-Mobile Society.
Graham, M.E., Belliveau, M.A. and Hotchkiss, J.L., 2017. The view at the top or signing at
the bottom? Workplace diversity responsibility and women’s representation in management.
ILR Review, 70(1), pp.223-258.
Jin, M., Lee, J. and Lee, M., 2017. Does leadership matter in diversity management?
Assessing the relative impact of diversity policy and inclusive leadership in the public sector.
Leadership & Organization Development Journal.
Syed, J. and Ozbilgin, M., 2019. Managing diversity and inclusion: An international
perspective. SAGE Publications Limited.