Recruiting & Diversity

A. The authors of the textbook "Management of Human Resources" share the following regarding diversity in the workplace. "Recruiting a more diverse workforce is not just socially responsible; it’s becoming more of a necessity these days" (Dresslar, G. et al., 2007, pg 124). With the changing demographics in Canada's market, what can companies do to create a more diverse workforce, so they can stay competitive?

B. Well, creating a diverse workforce begins by developing recruiting strategies that are more attractive to the different groups. It may start by simply reevaluating HR’s policies and practices to ensure they do not discourage recruitment or advancement of diverse groups; for example, what are the career growth opportunities for women or visible minorities within your company?

A. Okay, so companies could do a survey examining the percentages of women or visible-minorities in management or executive positions; then adjust policies and procedures to help remove potential barriers.

B. Exactly. In larger companies, this may also include putting together a task force with specific objectives, such as "women in management". Part of the challenge is to overcome stereotypes and bias in the workplace; and this begins at the top, at the senior level, by creating an inclusive culture. RBC Financial Group CEO, Gordon Nixon (October 18, 2004) says,

“We need to ensure that our corporate cultures are able to embrace diversity; … to ensure that we are fully tapping the creative energy that a diverse workforce, thinking in a diverse manner, can provide. This is our competitive advantage in an increasingly competitive world” (para. 52).

A. Okay, so how do companies gain employee buy-in for diversity?

B. In the textbook “Managing diversity”, authors Lee Gardenswartz and Anita Rowe provide three techniques to encourage buy-in from employees. 1) Solicit and pay attention to the needs of all employees; this could be achieved through surveys or staff meetings. 2) Create options and alternatives; policies should be flexible enough to suit different priorities. And 3) focus on the benefits to individual employees. For example, “creating an on-site day-care center could lower the stress for employees with children, giving them convenient, accessible, safe, and affordable child care. [Whereas]; for managers it may mean less absenteeism and turnover of staff” (pg. 498).

A. That’s great. So, by helping employee see how they can benefit from a more diverse workplace, companies can increase the buy-in from their employees and created the inclusiveness that attract diversity. You mentioned creating options and alternatives. Can you provide some more examples?

B. Sure. There are a variety of attractive options such as flextime, telecommuting, personal necessity leave days, and subsides for child care or elder care. In addition to providing work options, companies can redesign jobs to attract and promote diversity. For example, companies have implemented technology to make the jobs less physically demanding, which can be attractive to a growing older workforce. Finally, employee training on diversity can increase awareness of the different working or communicating styles and help foster an inclusive work environment.

A. Okay. So, as diversity becomes more of a competitive advantage, companies can attract a more diverse workforce by:
1) re-evaluating their policies and procedures;
2) creating an inclusive environment;
3) developing flexible work and benefit options; and
4) providing diversity training.

Key Terms
This week’s HR terminology includes:
- diversity
- flextime
- telecommuting
- employment equity programs
- diversity

References
- Dresslar, G et al. (2007). Management of human resource, in-class edition, second Canadian edition. Retrieved from University of Phoenix library.
- Gardenswartz, L. & Rowe, A. (1998). Managing Diversity.
- Nixon, G. (October 18, 2004). Unlocking the power of diversity. Retrieved from www.rbc.com/newsroom/20041018nixon_1.html

Multiple-choice quiz
*Answer found at the end of the post.

1. Which of the following combinations accurately outline the four designated groups in employment equity programs?
A. women, visible minorities, aboriginal peoples, low income people
B. visible minorities, older workers, aboriginal peoples, people with disabilities
C. women, people with disabilities, aboriginal peoples, visible minorities
D. people with disabilities, low income people, older workers
E. visible minorities, aboriginal peoples, people with disabilities

2. Job redesign entails __________.
A. The practice of transferring employees for temporary periods of time between varying jobs within an organization. Often used as a training and development method.
B. The process of restructuring a job by adding, changing or eliminating certain tasks or functions in order to make the job more satisfying or challenging.
C. The practice of adding tasks to a job as a means of increasing the amount of employee control or responsibility.
D. The practice of two different employees performing the tasks of one full-time position.

3. Which one of the following is not a technique for recruiting designated group members?
A. overcoming stereotypes and biases;
B. providing flexible work arrangements;
C. nepotism
D. redesigning jobs;
E. investing in training and career development



Answers: 1) c, 2) b, 3) c