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Successfully managing diversity in a hospitality organization is an inside-out, top-down proposition. CEOs, presidents, general managers, et al, must first “be the change they want to see” (to quote Mohandas K. Gandhi) and then demand no less from every manager and employee in their organizations. 2. “What gets measured gets done” is an old management dictum that also applies to managing diversity. What is your company doing to reward managers who “walk the talk” by hiring, developing, and promoting qualified diverse employees, supervisors, and managers? 3. As a new manager, one of my first A! HA! experiences with diversity was – at the insistence of my employees – noticing that we had theme meals for so many international cuisines, Italian, French, Mexican, while no one had ever had an African-American day. Diversity begins at home! 4. Having ESL classes for employees is a great start. Consider also offering second-language classes, such as Spanish, to English-only managers. Your employees will appreciate your effort to meet them half-way. 5. Beware public relations and marketing campaigns that promote diversity WITHOUT a foundation of true organizational change. You will create expectations that your staff is not prepared to deliver upon. The new markets you are attempting to attract can see through mere “window dressing” a mile away. And a bonus: There are so many resources for hospitality operators who are interested in working with diversity: Multicultural Foodservice and Hospitality Alliance Asian American Hotel Owners' Association National Society of Minorities in Hospitality Women's Foodservice Forum //posted by Farrary @ Permalink Echo 0 Items What is Diversity Management? There are many definitions of "diversity management", and numerous terms are used to describe essentially the same thing. For instance, there are various definitions of "diversity", "productive diversity", "diversity management" and "workplace diversity". In a pragmatic sense, the common ground in these definitions includes:
they acknowledge the reality that people differ in many ways;
The first channel focuses on how to tap into the benefits that flow from effectively managing diversity. perspectives and knowledge of their workforces are channelled into producing a diversity dividend. and of the workplace. decision-making. which imposes costs.• • they identify implications for the workplace. This is due to the powerful effects of diversity on problem-solving. in itself. capitalising on the benefits of diversity and minimising workplace challenges. and diverse customer bases. fostering superior decision-making. translate into bottom line benefits for companies. However. having a diverse workforce does not. Diversity management focuses on managing the difference within a company’s workforce. or society generally. that arise because of the they suggest or imply strategies to ensure that these issues are addressed. Diversity management contributes significantly to the bottom line. There are two distinct but connected channels in diversity management. The main ways diversity management produces the diversity dividend are: • • • • improving the efficiency of HRM functions. The second channel focuses on corrective strategies to address ineffective diversity management. or society generally. Effective diversity management leads to improved individual and organisational performance. Diversity management is a tool for capturing the diversity dividend. which will lead to superior company performance. innovation and creativity. problem-solving. key factors developing cross-cultural capabilities that facilitate operations in culturally complex implementing new product/service developments and new sales/marketing strategies for in the creation of knowledge companies. Companies must commit to effectively managing diversity to ensure that the unique skills. creativity. environments at home and abroad. in the interest diversity. Diversity must be managed in order for companies to reap a diversity dividend. Diversity and Sustainability . and innovation.
discrimination. and disruption to work teams results in a loss of productivity. employee turnover. For more info go to the information source: Diversity Australia Click here to go back to the Products and Services. An inclusive work environment is simply good business. Diversity in this context can encompass any way people differ. companies have expanded their understanding and approach to diversity. Managing Diversity for Success By Elizabeth K. business opportunities and the potential for charges of harassment and discrimination. sexual orientation. gender and disability. McArthur Businesses that fail to successfully manage diversity will suffer economic and social consequences. The loss of one employee due to poor management practices is too many! Managing Diversity for Success is a strategy that goes far beyond valuing individual differences or . they have broadened their understanding of what constitutes difference so that diversity is about acknowledging any difference that can impact on the fair or equitable treatment of people this can include differences in gender. marketplace and supplier base. Firstly. Businesses with an effective diversity strategy will have a leading edge in employee productivity and retention. companies have begun to capitalise on differences and extract the value to the business that can be gained from acknowledging. businesses will experience a shortage of workers to replace retirees. harassment. valuing and developing the business opportunities that arise from this difference. absenteeism. At a time when the pending retirement of the baby boomers will strip the workforce of massive numbers of skilled workers. religion. disability. Today. productive diversity is a strategy and approach that sees the positive opportunities for business from a diverse workforce. the outcome is a loss of productivity. A workplace culture that allows low morale. culture. When individuals are marginalized or isolated by their co-workers and/or managers because of cultural differences. or any other characteristic that helps to shape a person's perspective. age. In this context. race. Businesses that embrace a productive diversity model take advantage of these opportunities to enhance their competitive edge and deliver value and increased returns for shareholders.Traditional approaches to diversity used to primarily refer to how companies addressed legislative and regulatory issues of equal employment opportunity and affirmative action related to race. Secondly.
Businesses taking a strategic approach for Managing Diversity for Success will be in a position to gain a competitive advantage. iv. Communicating with employees Communicating with employees begins when management commits to the four-step process for Managing Diversity for Success. Implementing an action plan for organizational change. implement. Costs can include the diversity council. Managing Diversity for Success is a four-step process: 1. communicating with employees at this step of the process will prevent or lessen opportunities for the circulation of misinformation and rumours that could undermine the MDS process. communication.Developing an effective strategy for Managing Diversity for Success i. and potential employment law mistakes. be sure that the person is a respected employee who consistently demonstrates a commitment to the principles of inclusion. ii. Establishing a diversity council/task force Does the organization require a diversity council or task force? Generally. and customers that management is serious about bringing about changes to enhance productivity and opportunities for growth. Demonstrating a commitment to this process requires management to allocate a budget in order to ensure that the diversity action plans are not subject to shifting priorities and efforts. 4. Allocating a diversity budget sends a clear message to employees. Business leaders that recognize these changes as a business and social opportunity to increase productivity and growth will invest the time and money needed to develop. Significant consideration is required in the selection of the individual who will lead the strategy for Managing Diversity for Success. The method used to communicate will vary depending on the number of employees and locations. products. a task force is time and . diversity assessment. Assigning responsibility It is the responsibility of management to develop. and services. Recognizing the economic consequences to the business. monitor. 3. iii. monitor. It takes into account the globalization of the world economy. Allocating financial resources There are costs to implementing the four-step process for Managing Diversity for Success. suppliers. and review a diversity strategy that will have a positive effect on business. and review the organization's diversity efforts. employee turnover. suppliers. To avoid these consequences. customers. decision makers need to recognize this deficiency as a business problem and acknowledge the need to develop an effective strategy for Managing Diversity for Success. Evaluating the diversity strategy. As well. Developing an effective strategy for managing diversity.Recognizing the economic consequences to the business Businesses that do not have an effective strategy for managing diversity will likely experience all or some of the following consequences: loss of productivity. lost opportunities. 2. and that the person is a decision maker with the authority to lead and act on recommendations.developing human resources policies. Informing employees of the diversity efforts the business will undertake will position the MDS process as an opportunity to enhance productivity and growth. Step 2 . implement. Step 1 . When selecting the individual to lead this process. and employee training. employees. as well as changes to the domestic demographic characteristics of the population (diversity).
and customers. iii. it is time to walk the walk. Although achieving diversity business success is the responsibility of all employees. implementation. The process utilizes the diverse knowledge. measurable. sexual orientation. Including all employees in the diversity assessment provides information about the organization as a whole as well as its employee groups. Achieving diversity requires management to set specific. years of service. not a quick fix program. The goal is to bring about real organizational change to benefit the business. Building accountability Building accountability into the organization's diversity efforts begins with a clear statement from the CEO stating his/her expectations and outcomes for the diversity strategy.. and realistic goals based on business needs and by selecting key areas . Communicating the action plan The components of an organization's diversity action plan will vary depending on corporate strategic goals. suppliers. and directors do not reflect the diversity of society. and human and financial resources. customers) to one that reflects the demographic characteristics of the population within all functions and organizational levels. it is time to conduct an organizational diversity assessment. v. Be aware that the organization is now potentially exposed for its shortcomings." Many factors need to be considered when selecting committee members and determining the committee's goals. opinions. i. and employee working relationships. The diversity assessment results will give insight into the perceptions of employees relating to the workplace environment. and skills. Setting diversity business goals Achieving diversity means a shift from a non-diverse business (workforce. thinking. The diversity assessment results provide a baseline of information to measure future progress. age. etc. and customers about the importance of diverse ideas. If senior management. or very quickly employees and the public will know that there is no commitment or action for real organizational change. suppliers. position. A business leader that sets standards and leads by example in organizational and personal actions demonstrates commitment to employees. long-term sustainability is achieved by holding management accountable for integrating diversity within all business functions. size of the organization. suppliers. change is required. As the business moves to the implementation of the diversity action plan. advisory boards. One of the key components for success is communicating with employees throughout the Managing Diversity for Success process to deliver a clear message: MDS is an ongoing process. ii. management's contribution to creating a harmonious and productive workplace. Utilizing the diversity assessment results to plan future initiatives ensures the organization's diversity efforts are developed based on a solid foundation of information.Implementing an action plan for organizational change i. gender. time for committee work. ending with a report of the findings prepared for management. race. and talent of employees and community alliances to meet business diversity goals.task specific. monitoring.e. responsibility for MDS is shifting from a top-down to circular approach that involves all business functions and organizational levels. Step 3 . Conducting the initial diversity assessment Now that employees are informed about the MDS process. employees. and review of the action plan. knowledge. The diversity council is an integral business partner in the development. and by evaluating managers based on their ability to achieve diversity goals. Establishing a diversity council is an opportunity to directly involve employees who often are the company's "diversity champions. achievable. products.
Elizabeth McArthur . and new opportunities in order to revise the diversity strategy. Managing Diversity for Success is an ongoing process. Begin with awareness building to ensure that all employees understand the business and ethical reasons for implementing a diversity strategy. Communicating the outcomes and future goals of the diversity strategy should be expanded beyond employee groups to include additional stakeholders and the public. Diversity At Work Ltd. Good diversity training gives employees the skills that they can use to deal with workplace diversity. Opportunities for diversity training must be provided for employees to further develop their understanding of diversity and to learn the necessary skills to achieve diversity business goals. suppliers. its implications and effects. Providing employee training and development Memos and team discussions clearly state that achieving diversity is the responsibility of all employees. workforce assessment. customers. and the public as an inclusive organization that places a high value on diversity that is reflected in the business products and services. ON L9L 1G4. a company that specializes in diversity consulting. To achieve MDS. Contact Information: 1 Orchard Rd. it is imperative that management evaluates each component of the diversity strategy to determine successes. The purpose of your communication strategy at this point is to talk about business goals and achievements relating to the diversity strategy for Managing Diversity for Success. The goal is to be recognized by employees. A second-stage diversity program should further develop employees' skills and knowledge to contribute to business success in a meaningful way. knowledge and skills development. Step 4 .where diversity can help move the business forward. Port Perry. iv. The goal for MDS is to establish diversity as an organizational and business value. not a program. Telephone: 905-985-1594 – .Evaluating the diversity strategy To restate. President. setbacks.
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