Presentation on Managing Human Resources: Diversity & Inclusion

This presentation delves into the critical aspects of managing human resources, focusing on diversity, inclusion, and equality within the workplace. It analyzes the moral and legal cases for diversity and inclusion, highlighting the importance of HR departments in fostering an equitable environment. The presentation explores the business case for diversity, the impact of equality legislation on recruiting and selection, and addresses issues like the 'glass ceiling' and different forms of discrimination. It also examines positive action strategies and the Rehabilitation of Offenders Act 1974. Practical strategies for companies to adopt are discussed, alongside the benefits of an inclusive workforce, with examples from companies like Tesco. The presentation concludes by emphasizing the importance of these strategies for workforce development and organizational growth.

Managing Human Resources

 The presentation will be discussing analysis of various organisation culture issues
where there is higher specific shift towards generating multiculturalism, diversity
and inclusion within workforce aspects for creating larger growth domains.
 The presentation will be discussing also wider potential analysis on topics of
multiculturalism, diversity and inclusion among working domains which will
keenly evolve on varied paradigms to bring on keen arenas of efficacy goals
INTRODUCTION

 The HR department shall bring on high focus on equality, diversity and inclusion
scenarios for keeping up work growth domains synergy where there has been
various paradigms analysed to be widely essential for larger work growth
diversity.
 It can be analysed that in recent years there have been various protests underwent
like the black lives matter, me too movements where unequal treatment and racism
has been shown among employees.
Moral and legal case for diversity and inclusion in the workplace

 There has been continuous rise coming on wide efficacy aspects where work
culture aims to reduce any sort of biases or employee discrimination within
working avenues, where there has been continuous rise coming on new quest
horizons to be widely informative on larger arenas.
 It has been also analysed that varied aspects of larger innovative HR strategies
where there are higher working scenarios to be framing essential goals to keep new
quality aspects of innovative business skills which are also discussed in
brainstorming sessions.
Business case for diversity and
inclusion in the workplace

 It has been also analysed that HR
department’s heads have been also
potentially focusing on procedural
decision making where there are
higher focus on promoting flexibility
aspects, career goals enhancement
scenarios and also for building
functional innovation widely.

Impact of equality and diversity legislation on recruiting and
selection activities.

 The glass ceiling can be understood as metaphor which represents invisible barriers
preventing barrier from given demographic from raising beyond certain level in
hierarchy within business horizons actively among company business goals.
 Companies shall focus on building sensible steps within business domains for
bringing effective steps for addressing this particular step where companies shall
develop best strategies for enriching diversity among employees.
 Leaders shall play strong role to promote female empowerment within business
domains by bringing on larger goals actively wide among new growth efficacy
operations and also to pertain higher developed productive strengths.
Glass ceiling

 Direct discrimination occurs when somebody is treated unfavourably because of a protected
attribute in company, whereas the indirect discrimination occurs when a requirement (or rule)
that appears to be neutral and the same for everyone in fact has the effect of disadvantaging
someone.
 Example of direct discrimination is based on aspect where employees are treated unfairly and
discriminated based on their sex, colour or any other scenario whereas the indirect
discrimination is based on where one or more employee are largely discriminated based on
operational parameters widely.
Difference between direct and indirect
discrimination,

 The positive action can be understood as entirely voluntary action where
requirements for employers are used either in general provisions and those relating
to recruitments and promotions among company business scenarios. The positive
action enable to deliver best targets actively among company long term goals
positively, bring on positive growth within retaining synergy and also functionally
enhance overall productivity.
 The positive action enhances business functional standards of larger efficacy
operational metrics, also to pertain larger new targets among employees for
keeping up motivation and higher morale value widely.
Positive action

 The Rehabilitation of Offenders Act 1974 gives people with spent convictions and
cautions the right not to disclose them when applying for most jobs, and buying
insurance in companies.
 Apart from those given prison sentences of more than 4 years, most people with
convictions will benefit from it at some point in their lives where organisations
actively focus for keeping higher innovation widely and also form higher
informative goals widely.
Rehabilitation of Offenders Act 1974

 Inclusion of higher efficacy brings on keen scenarios of new governed on efficacy
scenarios on which companies shall quickly witness larger productive ideas among
departments and also to program our higher yielding synergy on various aspects
within quick enrichment.
 Diversity and inclusion among employees strengths where main focus has been
pertained widely towards creative shift of larger work efficacy scenarios, where
brainstorming sessions are also worked on for stronger motivation standards to be
analysed on .
Practical strategies that companies shall adopt within equality and diversity,
inclusion strategies

 The presentation has concluded various
factors of HR strategies for enhancing
workforce diversity aspects, new leveraged
goal functional scenarios to build on keen
growth innovation among employees and
also be highly resourceful.
 Report has concluded various factors to be
analysed for keeping multicultural
workforce, where Tesco as one of the largest
retail company has been heading towards
informative goal functional strengths.
CONCLUSION


 Bakshi, R. D., Workforce Diversity in Organizations. HGPI INTERNATIONALL
JOURNALL OFF MULTIIDIISCCIPPLIINARRY RESEARCHH ANDD
DEVELOPMENTT, 1(1), pp.29-32.
 Luanglath, N., Ali, M. and Mohannak, K., 2019. Top management team gender
diversity and productivity: the role of board gender diversity. Equality, Diversity
and Inclusion: An International Journal.
 Wieczorek-Szymańska, A., 2020. Gender diversity in academic sector—Case
study. Administrative Sciences. 10(3). p.41.
 Zhuwao, S., Ngirande, H., Ndlovu, W. and Setati, S.T., 2019. Gender diversity,
ethnic diversity and employee performance in a South African higher education
institution. SA Journal of Human Resource Management, 17(1). pp.1-8.
RREFRENCES
Books and journals