...Cornell University ILR School DigitalCommons@ILR Student Works ILR Collection Spring 2013 Which Organizations are Best in Class in Managing Diversity and Inclusion, and What Does their Path of Success Look Like? Pin Zhou Cornell University Daniel Dongjin Park Cornell University Follow this and additional works at: http://digitalcommons.ilr.cornell.edu/student Part of the Human Resources Management Commons This Article is brought to you for free and open access by the ILR Collection at DigitalCommons@ILR. It has been accepted for inclusion in Student Works by an authorized administrator of DigitalCommons@ILR. For more information, please contact hlmdigital@cornell.edu. Which Organizations are Best in Class in Managing Diversity and Inclusion, and What Does their Path of Success Look Like? Abstract Question: Which organizations are best in class in managing diversity and inclusion, and what does their path of success look like? What are the criteria to measure ‘best in class’? Keywords human resources, diversity, inclusion Disciplines Human Resources Management Comments Suggested Citation Zhou, P. & Park, D. (2013). Which organizations are best in class in managing diversity and inclusion, and what does their path of success look like? Retrieved [insert date] from Cornell University, ILR School site: http://digitalcommons.ilr.cornell.edu/student/46/ Required Publisher Statement Copyright by the authors. This article is available...
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...SURFACE LEVEL DIVERSITY, DEEP LEVEL DIVERSITY, AND ORGANIZATIONAL COMPETITIVENESS ABSTRACT Surface level diversity is the mixture of people who differentiate by sex, race or ethnicity, and the observably physically disabled. These differences typically cannot be changed and are easy to measure because they are visual. Deep level diversity are differences such as personality and attitudes that can be communicated through verbal and nonverbal behaviors. Diversity can be affiliated with socio-economic factors such as education, profession, job function, and social class. These three components of diversity affect how individuals operate in the workplace. Diversity can channel a sense of competitiveness, which has pros and cons. The purpose of this study is to understand how surface level diversity, deep level diversity, and competitiveness effect employees in the workplace. We also would like to understand the effect management has on diversity and competitiveness. INTRODUCTION What began for many as an effort to meet governmental and legal requirements has evolved into a strategic priority aimed at positioning organizations more competitively in the marketplace (Hansen, 2003). At a time diversity was just a guideline for organizations to meet, not something that was used as an instrument to truly improve the efficiency of an organization. Companies now put more effort into improving the diversity within their organization. Organizations devote resources to a variety...
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...Managing Diverse Employee at Starbucks: Focusing on the ethic and Inclusion Abstract Workforce diversity is a reality of the modern times for every organization and managing it effectively can lead to a sustainable competitive advantage. The purpose of this paper is to discuss how managers lead diverse employees in a global environment and what makes this company so unique. Effective management of diversity is not only employing diverse employees, but learning to appreciate, respect and respond to the needs, value, and beliefs of diverse employee and provide a positive work environment. Therefore, we will analyze the general environment and task forces that affect the diversity, as well as the challenges faced by Starbuck managers when managing diverse employees. Besides, the impact of diversity on the company performance will be subject of analysis through a value driven perspective. Lastly, we will identify some of the best practices for effectively managing diversity and propose some recommendations. Introduction One of the greatest challenges for managers today is managing the increase of diversity in the workplace. Diversity is defined as” dissimilarities or differences among people due to age, gender, race, ethically, religion, sexual orientation, education any characteristic that are used to distinguish between people. According to the Thompson (2005), organization who limits the kinds of people they are willing to hire, are limiting also the talent pool from...
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...Challenges of Diversity in the Military | Morgan Marais, Frank Porter, Cheryl Cameron, Larry Franklin1Q-HRL303X-A1-07January 28, 2016 | Abstract The problem of managing today’s diverse workforce, in my opinion, stems from the inability of humanity to comprehend the personal prejudice attitudes and the failure to see past another individual’s race, gender, or sexual orientation to see the positive potential and the ability to perform the job. “Immigration, worker migration (guest workers), and gender and ethnic differences continue to change, dramatically, the composition of the workforce” (Barak, 2013). The US Armed Forces is home to virtually every possible ethnic and religious group, a team with whom has a single purpose to protect our nation, to fight for and preserve our freedom. Introduction In the military, diversity is a complex subject, both conceptually and regarding managerial and practical implications. This is one of the most significant and challenging tasks that human resource management, and military leaders, over the past two or three decades, have had to face. Recruitment, training, and maintaining employment is challenging traditional military attitudes, norms, beliefs and values. Human resources have adapted, and revised programs, philosophies, practices, and policies. Diversity (or heterogeneity), in all its forms, is a topic of contemporary concern and debate, as well as an influence on transformation and change; which gives challenges for...
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...In this paper, the role of HR Manager is assumed at a company that has recently received complaints from employees about a lack of inclusion. An overview for a training program on diversity and inclusion for your organization's first line supervisors will be presented. In addition to a plan for the types of exercises, role-playing, or activities that will maintain participant interest and enhance the learning outcome in the body of the training plan. The utilization of both "Social Learning Theory" and "Adult Learning Theory" will be displayed in this training plan. Provide rationale for the activities and how they relate to the two learning theories. Lastly, I will discuss how this diversity training can modify employee morale, improve workforce inclusion, and lead to more managerial success. Inclusion Methods Inclusion training plays an important role in creating the climate for a diverse workplace. It is important to ensure that everyone embraces inclusion. As an HR manager, if I was informed that an employee felt excluded I would seek improvement, accept feedback and listen to the concerns of all employees, there is always room for growth. A viable option for exclusion would include Team-building activities. Such activities provide an excellent opportunity that promotes employees interaction. Team building activities improve diversity with activities like picnics. I would consider holding a team-building exercise away from the office so that employers would consider...
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...The Study of Jespersen v. Harrah’s Mary Verhamme Abstract The decision in the case of Jespersen v Harrah’s might have shown that the claimant, Darlene Jespersen, was not illegal discriminated against because of her sex, it does show that organizations that want to succeed and be known as an employer of choice have to take diversity initiatives one step further then following employment law. Organizations have to employ strategies that support diversity by implementing a plan, communicating the plan, and follow thru and make changes to stay competitive in today’s marketplace. Introduction The plaintiff in the case, Darlene Jespersen worked for Harrah’s Operating Company at their location in Reno, Nevada for over twenty years in their Food and Beverage Department as a Bartender. Beginning in April 2000, Harrah’s launched a new program called their “Personal Best” employee appearance program in which employee’s were required to comply with the following policies as stated in Jespersen v Harrah’s (2006): Overall Guidelines (applied equally to male/female): * Appearance: Must maintain Personal Best image portrayed at time of hire. * Jewelry, if issued, must be worn. Otherwise, tasteful and simple jewelry is permitted; no large chokers, chains, or bracelets. * No faddish hairstyles or unnatural colors are permitted. Males: * Hair must not extend below top of shirt collar. Ponytails are prohibited. * Hands and fingernails must be clean and nails neatly...
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...Summary 3 1.0 Overview of the Organization 3 1.1 Corporate Hierarchy of Home Depot 4 2.0 Strategic Human Resource Management at Home Depot 5 2.1 Workforce Diversity Management at Home Depot 5 2.2 Disadvantages of Workforce Diversity 7 3.0 Strategy to Counter Diversity Issue at Home Depot 7 3.1 Employee Relations 8 4.0 Implementing Employee Relations at Home Depot 8 4.1 Team-working 9 4.2 Functional flexibility 10 4.3 Employee Involvement 10 4.4 Reward Mechanisms 10 5.0 Recommendations 11 6.0 Conclusion 11 7.0 List of references 12 Executive Summary Human resource management is a sensitive issue in an organization. The performance of any organization is determined by the workforce management practices in place. Owing to the competitive nature of workforce management, human resources are managed strategically (Aghazadeh 2003, p. 201). In this paper, a case study of strategic human resource management has been done. The company considered is called Home Depot. The paper briefly explores the company and its human resource strategy that was found to be diversity management. Thereafter, the paper has explored possible problems that company faces as a result of its diversity strategy. In response to the problems, the paper suggests inclusion of employee relation model in the diversity strategy already in place before making related recommendations and collusion. 1.0 Overview of the Organization The organization considered in this...
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...Executive Summary Human resource management is a sensitive issue in an organization. The performance of any organization is determined by the workforce management practices in place. Owing to the competitive nature of workforce management, human resources are managed strategically (Aghazadeh 2003, p. 201). In this paper, a case study of strategic human resource management has been done. The company considered is called Home Depot. The paper briefly explores the company and its human resource strategy that was found to be diversity management. Thereafter, the paper has explored possible problems that company faces as a result of its diversity strategy. In response to the problems, the paper suggests inclusion of employee relation model in the diversity strategy already in place before making related recommendations and collusion. 1.0 Overview of the Organization The organization considered in this case study is a retail business company called Home depot. Home Depot is an American company retailing in construction and home improvement products. The company was founded in 1978 by Ron Brill, Bernie Marcus, Pat Farrah, and Arthur Blank. The initial focus during its inception was to come up with a home improvement warehouse. The company commenced with two stores in Metro Atlanta. Going by the success and good market reception from the public, the company invested further within the same line by establishing two more stores in 1979. At the time of its establishment, the company...
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...HR 582 DIVERSITY AUDIT WALMART Yeliz Makuloglu Executive Summary An organization’s success and competitiveness depends upon its ability to embrace diversity and realize the benefits. When organizations actively assess their handling of workplace diversity issues, develop and implement diversity plans, they make business sense for both for profit and not for profit companies. Creating a diverse workforce provides tremendous opportunities for organizations and individuals to tap into the ideas, creativity and potential contributions inherent in a diverse work force. In this paper we will be analyzing WALMART and its diversity workforce. Most of the information was conduct from the manager who is working at WALMART located Clearlake. Organizational Background This paper will be evaluating the diversity initiatives of Wal-Mart. Sam, who first brought the idea of this corporation, traveled the country studying everything he could about discount retailing. He became convinced American consumers wanted a new type of store. Trusting his vision, Sam and his wife Helen put up 95 percent of the money for the first Wal-Mart store in Rogers, Ark. Discounters such as Kmart quickly expanded in the 1960s, while Sam only had enough money to build 15 Wal-Mart stores. In 1972, Wal-Mart stock was offered for the first time on the New York Stock Exchange. With this infusion of capital, company grew to 276 stores in 11 states by the end of the decade. The first Supercenter opened...
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...SUNY Empire State College Diversity Research Paper: M5 Diversity Audit Angela Politzi Diversity in the Workplace BME-213164 Dr. Robin Churray June 7, 2015 Criteria For the criteria of measuring the effectiveness of the diversity within MasterCard, I will research different aspects that reflect their commitment to having a strong diversity image. I will assess their various diversity programs and analyze how they are benefiting the organization, in terms of capturing market share and retaining and attracting diverse employees. I will also look at their hiring practices, and search for statistics on how many diverse employees hold executive positions. I will also research their supplier diversity commitment and see how their business shows their dedication to this commitment. A strong diversity image should be visible just from the company’s website, as in this day and age, a website is a common place for one to find out more about a company. There should be bountiful information about how MasterCard embraces diversity, and it should be easily found, not buried deep into the contents of the website. They should have a prideful and excited attitude about how diversity can shape their organization. Their diversity programs should show a lot of initiative. A strong organization would have multiple resources for diverse employees to use, being sure not to leave out any one diverse group. Everybody should have a home, and should have others that they will be able to relate...
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...Equality, Diversity and Inclusion: An International Journal Managing complexity: using ambivalence and contingency to support diversity in organizations Iris Koall Article information: Downloaded by Roehampton University At 03:40 24 January 2016 (PT) To cite this document: Iris Koall, (2011),"Managing complexity: using ambivalence and contingency to support diversity in organizations", Equality, Diversity and Inclusion: An International Journal, Vol. 30 Iss 7 pp. 572 - 588 Permanent link to this document: http://dx.doi.org/10.1108/02610151111167034 Downloaded on: 24 January 2016, At: 03:40 (PT) References: this document contains references to 76 other documents. To copy this document: permissions@emeraldinsight.com The fulltext of this document has been downloaded 2271 times since 2011* Users who downloaded this article also downloaded: Christina Schwabenland, Frances Tomlinson, (2008),"Managing diversity or diversifying management?", Critical perspectives on international business, Vol. 4 Iss 2/3 pp. 320-333 http:// dx.doi.org/10.1108/17422040810870033 Charbel Jose Chiappetta Jabbour, Fernanda Serotini Gordono, Jorge Henrique Caldeira de Oliveira, Jose Carlos Martinez, Rosane Aparecida Gomes Battistelle, (2011),"Diversity management: Challenges, benefits, and the role of human resource management in Brazilian organizations", Equality, Diversity and Inclusion: An International Journal, Vol. 30 Iss 1 pp. 58-74 http://dx.doi.org/10.1108/02610151111110072 ...
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...Vision Statement: Universal Responsibility Solutions seeks to be the social responsibility stewards for today and tomorrow and the future. D. Shared Values: Fairness: It is important to be impartial and to treat everyone equally. Reliability: Since this is a group project, we’re relying on one another to perform all tasks and duties assigned. It is important that each member performs to the best of his/her abilities and remains accountable for his/her actions. Diversity: Instill a more racial and gender diverse workplace environment. We believe that diversity helps us embrace a broader approach to issues and solutions. Ethics and integrity: Each member is doing quality work to the best of his/her ability. E. Desirable team behaviors and consequences for non-compliance: Respect: Show others respect in discussions by having an open mind about different positions. Communication between group members should always be courteous. We can respectfully disagree. Activity Documentation: Document progress (decisions and processes) Accountability: Tasks assigned should be completed on time. Each team member is accountable for accomplishing assigned tasks within the agreed time frame. Responsiveness: All communications should be answered within 24 hours. It is important that team members respond promptly to questions. Punctuality: It is important that team members adhere to the agreed schedule and come to meetings on time. Consequences for non-compliance: First: Verbal...
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...EXAMINING THE CRACKS IN THE CEILING: A Survey of Corporate Diversity Practices of the S&P 100 March 2013 Table of Contents FOREWORD ....................................................................................................... 1 EXECUTIVE SUMMARY ................................................................................. 2 EXAMINING THE 10 KEY INDICATORS .................................................... 7 1. Equal Employment Opportunity (EEO) Policy ........................... 8 2. Internal Diversity Initiatives ...........................................................10 3. External Diversity Initiatives ..........................................................12 4. Scope of Diversity Initiatives...........................................................13 5. Family-Friendly Benefits....................................................................14 6. EEO-1 Disclosure ..................................................................................15 7. Highest-Paid Executives ...................................................................16 8. Board Representation .......................................................................18 9. Director Selection Criteria ...............................................................20 10. Corporate Commitment ................................................................21 DIVERSITY SCORES BY SECTOR ................................................................22 CONCLUSIONS AND NEXT STEPS...
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...years, with more to come. has ver tch rmer CEO Jer roen van der V Veer.1 —Royal Dut Shell’s for Peter V Voser, CFO an soon-to-be CEO of the oil and gas c nd e company Roy Dutch She (hereafter Shell) yal ell realized th the “optic surrounding the comp hat cs” position of his just-announ s nced Executiv Committee (EC) ve e were not g good. It was May 27, 2009 and Voser w addressin 200 of She 9, was ng ell’s top mana agers in Berlin His n. all-white, male, Swiss, American, an British eig nd ght-person team was a sig gnificant depa arture from th of hat his predecessor, Jeroen van der V n Veer. Absent were the two female members: Linda Cook, a 25 year o a 5 veteran w who had lost the battle to become CE and whos track recor in growin the firm’s LNG o EO se rd ng business h had brought her wide rec cognition, an Roxanne D nd Decyk, forme erly Corporat Affairs dir te rector, who took on a new po osition as hea of governm ad ment relations in the Unite States. The were no D s ed ere Dutch members, strange for a firm headqu uartered in Th Hague and founded in 1907 through the alliance of the he d h oil compa any Royal Du utch Petroleum Company and the Brit tish Shell Tra ansport and T Trading Com mpany. Nor were there any Asian membe e A ers—despite i being a ma it ajor thrust of Shell’s strategic growth (See f h. Exhibit 1 for the 2008 and 2009 EC Voser wo Cs.) orried that the new EC wo e ould be...
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...encompasses. Workplace Etiquette: Is our system broken Workplace etiquette covers a wide range of topics in today’s business environment. Business leaders are expected to fully understand office and business etiquette, email etiquette, international etiquette, etiquette utilized in dining, etiquette utilized in business meeting and etiquette used with contacts outside of an office setting, just to name a few. Additionally business leaders must comprehend the value of diversity and understand cultural differences. Workplace etiquette can range from how to conduct yourself in the workplace, to how early to arrive for a business appointment, to the appropriate way to utilize email. First, I would like to take a closer look at office etiquette. Office Etiquette is basically minding your manners in the workplace. It can also be defined as the “showing of respect to others who share the same workspace as well as being respectful to others as they work and perform their tasks” (Schmidle 2008). According to Sabath (1993), there are several areas that fall under office etiquette umbrella. These include “guest etiquette which governs how guests should be treated when they have been invited to your office. It also includes everything from how to conduct a meeting...
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