'Strategic Benefits of Effective Diversity Management\r'

'Abstract\r\n variety bangment acknowledges the reality that wad are antithetical with respect to factors much(prenominal) as gender, marital status, age, disability, friendly status, sexual orientation, somebodyality, ethnicity, religion, and culture. If a follow determine novelty in its workforce, it laughingstock manage its employees in a way that creates harmony in all(a) work practices and gamyer measurings of collaboration and teamwork. efficacious trouble of work clothe mixture results in an ripe culture where creativity has no boundaries and ideas continue to flourish. Thus, it is of prevailing importance for companies to integrate transition in their workaday operations.\r\n insane asylum\r\n vicissitude entails understanding, acknowledging, accepting, celebrating, and valuing differences among people based on their class, ethnicity, age, physical and mental ability, gender, race, language, religion, and sexual orientation (Hubbard 2004, p.27). In the con temporary world, hard-hitting charge of variety is prerequisite beca example the work-surround is characterised by a wide range of employees from various heathenish, social, and religious settings. Moreover, the success of any institution is super dependent on how s easily(p) the employees integrate and cooperative with each other at the workplace. In rig to ensure teamwork and collaboration among employees, it is imperative to find trenchant management of sort in the workforce (Combe 2013, p.273-277). In most cases, variety management involves removing barriers and allowing job appli so-and-sonisterts and employees to carry equal access to employment opportunities and promotion; hiring a workforce that reflects the communities within which the organisation operate; empowering all workers to pip their full potential, and encouraging personal growth, as well as professional development among all employees (Paludi 2012, p.123). This write up aims at exploring the st rategic benefits of effective innovation management, how innovation is handled at UKRD conference, and it provides some recommendations on how to enhance variety at UKRD.\r\nLiterature ReviewBenefits of effective transmutation managementDiversity confers unhomogeneous benefits to companies, and as a result, many scholars suggest that it should be a feature of every aspect of an organisation including employee development, succession planning, reviews, performance management, and rewards. To start with, employees from diverse social and cultural backgrounds bring unique skills, perceptions, and experiences to the table man workings in teams. Pooling the diverse skills and knowledge from dissimilar cultural and social backgrounds increases employees’ productivity, and responsiveness to variable conditions (Buhler 2010, p.91). Further a great deal, in a diverse workforce, each employee possesses distinct strengths and weaknesses, pinched from their diverse backgrou nds and their individuality. If a confederacy ensures effective diversity management is in place, it is possible to leverage the diverse strengths among employees, and compliment the weakness of each employee to make the productivity of the workforce more than the sum of its parts (Griffin 2012, p.241).\r\nBy bridging together employees from various backgrounds, businesses can market their products in effect to guests from polar ethnic and racial backgrounds. This is because by ensuring the workforce reflects the region within which the business operates, it is usually uncomplicated to know the expectations, demands, tastes, and preferences of their consumers. As a result, the company allow be able to produce goods/services, which conform to their client’s expectations and demands (Thiederman 2008, p.3). Moreover, effective diversity management strengthens the company’s relationship with a given family unit of customers by making communication efficient. This is a chieved by sexual union customers with customer-service representatives from their social or cultural background, making them shade comfortable and satisfied. For example, a company operating in the southwest of the U.S. can employ bi-lingual customer representatives in order to serve Spanish-speaking clients in their inbred language (Guffey & Loewy 2010, p.99).\r\nCompanies that fail to foster diversity in their workforce experience higher turnover rates than those that treasure diversity in the workplace. This is because they portray a hostile work environment, and consequently, make most of their employees to quit. inability to retain most of the qualified personnel leads to high turnover-related costs, which a company can avoid by embracing diversity. Losing an employee is highly detrimental to the company’s success because it results to lowered productivity; overworked remaining mental faculty; loss of knowledge and skills; and loss of company’s time whi le conducting interviews (Griffin 2012).\r\nIn addition, when employees are working in mathematical groups, diversity enables them to generate more and bump ideas. Since the group members start from a host of change cultures, they a great deal propose creative and unique solutions and recommendations, foreign when they come from same backgrounds (Paludi 2012, p.93). In other words, group diversity eliminates groupthink, which is often witnessed in companies that do non foster diversity in their workforce. pigeonholingthink makes participants in a team to think that their ideas and actions are valid, and those objecting them are all sabotaging their efforts or are uninformed. However, multicultural teams are non affected by such problems since the participants have diametric perspectives (Aswathappa 2013, p.769). By having a positive approach toward diversity at workplace, a company signals an ethical stand. Consequently, it can build and maintain a positive integrated im age. A positive corporate image enables a company to have stronger relationships with existing clients, as well as broaden the consumer base by attracting more customers. A strong consumer base is a treat incentive to a noteworthy competitive edge, and it enables companies to instance various challenges in the market such as the recession (Mor-Barak 2011).\r\nDiversity is also a strike aspect in the creation of effective international relationships. Employing international talent helps in enhancing the company’s reputation through outwardly encouraging cultural diversification to a broader consumer-base. If a company hires employees from different countries, it stands a greater chance of expanding and seizing spheric opportunities by establishing a network of languages and cultures (Guffey & Loewy 2010). Additionally, by creating an environment of inclusion and by making commitment to valuing diversity, motorbuss can boost employee morale and motivation. This is be cause acknowledging and accepting a person regardless of their social or cultural background makes them feel honoured, and as if they a part of the family ‘company.’ As a result, they will devote all their efforts toward fruition of the organisation’s goals (Abiodun 2010, p.82-87).Managing diversity at UKRD GroupUKRD Group is a multi-media company, based in the U.K. The company owns and operates a portfolio of websites, a software-licensing firm, and 16 local commercial receiving set receiver stations. The company has been ranked number one for three years in a row on the U.K’s top 100 best employers (Toten 2013). Diversity management is central to the company’s pitying resource strategic goals, which include the development of an inclusive and integrated workforce. UKRD Group acknowledges the benefits of a diverse workforce, and it invests much in ensuring that the work-environment is free from variation. Moreover, the company endeavours to pr omote the principles of diversity in all its operations with employees, job applicants, suppliers, clients, recruitment agencies, contractors, and the public (UKRD Group Ltd, n.d.).\r\nAccording to the company’s CEO, William Rogers, one of the key goals of the company is to build a supportive culture, based on various of import standards of behaviour including honesty, forthrightness, openness, professionalism, and fun. For instance, employees have the liberty to express their disparity with anything the group purposes to accomplish. However, they are expected to observe fairness and professionalism when presenting their views. Having such a splendid value-based culture portrays a good image of how the company is investing in diversity management. Furthermore, the company does not have a structured human resource department. All the HR functions are outsourced. It has adopted such as dodge in order to encourage the management to have a greater responsibility for their emp loyees. By having a structured HR department, the company’s management believes that the relationship between managers and employees would weaken, since matters such as airfield may be shifted from one department to another, and as a result, they may not be handled effectively. This is a viable strategy toward strengthening of the manager-employee relationship, which is key to the effective management of diversity (Toten 2013).\r\nAll employees as well as anyone who acts on behalf of the company is required to stick around to the company’s set principles of equality and diversity. whatsoever sort of unlawful discrimination in the workplace is not condoned, and the company has put in place demand measures to prevent its occurrence. Specifically, UKRD Group purposes to ensure that no job applicant or employee is subjected to unlawful discrimination based on gender, race, sexual orientation, disability, age, part-time status, or religion. This commitment is pee-peen into account at all aspects of employment such as training, recruitment, promotion and career-development opportunities, injury handling and the application of disciplinary procedures, and terms/conditions of employment. Because of the evolving spirit of the job market and the legislation changes, the company often reviews its policies regarding diversity, and implements relevant changes (UKRD Group Ltd, n.d.).\r\nRecommendations\r\nIn order for the UKRD Group to be at the forefront in ensuring diversity prevails in all its operations, it is necessary for its management to take into consideration the following suggestions. To start with, it should ensure it has a wide recruiting base. This can be achieved by adopting tools such as online job boards, where anyone with an access to the internet can view the job opportunities being advertised by the company. The company should also have a standard military rating form. By having a standard evaluation form, instances of discrimination will be eliminated, and it allows the hiring team to use the same criteria for all candidates (Thiederman 2008). Moreover, managers of UKRD should explain the benefits of diversity to the employees, and inform the new hires with the company’s culture. For instance, they can enlighten the roles the new hires are expected to execute, and explain to them the values treasured in the company (Hubbard 2004, p.85).\r\nConclusion\r\nThe supra discussion has explored the strategic benefits of diversity management, and examined how diversity is handled at UKRD Company Ltd. Since the market is becoming increasingly global, it is necessary for businesses to understand, acknowledge, and embrace diversity in their day-to-day operations, and in their workforce. Effective management of diversity is the key to leverage the benefits, and reducing the drawbacks associated with diversity in the workplace. Companies reap commodious benefits through effective management of diversity. For insta nce, pooling the diverse skills and experiences from different cultural and social backgrounds increases employees’ productivity and responsiveness to varying conditions. In addition, when employees are working in groups, diversity enables them to generate more and better ideas unlike when they come from the same social or cultural background. ground on this discussion, it is worthwhile arguing that companies should ensure diversity is well managed in order to thrive successfully.\r\nBibliography\r\nâ€Å"Diversity & Equal Opportunities Statement.” UKRD Group Ltd -. (n.d.). Available from . [14 August 2014].\r\nAbiodun, R. A. (2010). leaders behavior impact on employee’s loyalty, date and organizational performance:. [S.l.], Authorhouse.\r\nAswathappa, K. (2013). Human resource management: text and cases. New Delhi, McGraw Hill Education.\r\nBuhler, P. (2010). Human Resources care All the Information You Need to Manage Your supply and Meet Your Business Objectives. Cincinnati, F+W Media.\r\nCombe, C. (2013). Introduction to management. Oxford: Oxford University Press.\r\nGriffin, R. W. (2012). Fundamentals of management. Mason, OH, South-Western Cengage Learning.\r\nGuffey, M. E., & Loewy, D. (2010). Business communication: process and product. Mason, OH, South-Western/Cengage Learning.\r\nHubbard, E. E. (2004). The manager’s pocket guide to diversity management. Amherst, MA, HRD Press.\r\nMor-Barak, M. E. (2011). Managing diversity: toward a globally inclusive workplace. Los Angeles, SAGE.\r\nPaludi, M. A. (2012). Managing diversity in today’s workplace: strategies for employees and employers. Santa Barbara, Calif, ABC-CLIO.\r\nThiederman, S. B. (2008). Making diversity work: 7 steps for defeating bias in the workplace. New York, Kaplan Pub.\r\nToten, Mike. â€Å"Employee engagement case study: UK radio group.” Workplace Info -. Available from . [16 May 2013].\r\n'