Diversity and Inclusive Policy
The need to constantly enact relationship-building in order to surpass mechanisms and legalistic perspectives on social work and in the process re-examine organizational culture is vital to any company. As the Senior Director at Premium Care, regulatory systems such as standardized-setting, objectives, performance-oriented goals, and auditing, having altered workforce duties from association reliant socialization among service users are some of the most common ways of affecting inclusivity in the workforce (McGuire, and Bagher, 2010,p126). A culturally inclusive work atmosphere is fostered through mutual respect, effective socialization, effective communication, clear comprehension of expectations, and vital self-awareness. Within an inclusive surrounding, individuals from all cultural alignments have the right to express their emotions, manifest their true identity, fully take part in all the company activities, and feel safe within the working environment.
Developing a Value Diversity and Respectful Relationship Policy
The first step is coming up with tangible defining competencies. Competencies are primary characteristics essential for any individual to have before being considered or shortlisted for a specified task (Kundu, and Mor, 2017, p187). Competencies comprise knowledge, skillsets, and capabilities. For example, the company can always choose cleaning tasks based on skills and reputation rather than race. Moreover, if a certain cleaner gains credibility in a cleaning job, promotion may be necessary for motivating him or her is key to ensure that he or she feels appreciated.
The competencies for a diversified workforce are varied and extensive. They may include in-depth knowledge of diversity, communication skills, flexibility, critical thinker, and persuasiveness. Despite allocating resources for the sake of meeting diversity requirements, this is never a guarantee that everything will work out as assumed. The only way of ensuring that the working environment is free from any racial profiling or any other kind of discrimination is by carrying out cross-cultural competency evaluation to gauge the workforce’s capability to work with other traditions (Meena, and Vanka, 2013, p46). Secondly collecting responses from known advisors and other managers. The honest feedback from trusted individuals will then help to initiate the weakness and the strength of an organization. After this, the human resource team can then define vision, mission, and strategize on the intricacies of inclusivity found within the organization.
After all, is said and done, as the head of Human resource management at Premium Care the best policy to establish value diversity and respectful relationships is promoting and providing a high-quality workplace for people from all walks of life (Dahanayake and Rajendran, 2013, p56). Responding immediately and constructively to the social, economic, and emotional needs of the entire workforce only proves that the organization cares about all the people and race is not a factor influencing the decisions of the company. Also, ensuring that all the personnel working for the organization feel safe and free from any form of prejudice, favoritism, and harassment.
The purpose of an inclusive and diversity policy is to promote conducive working conditions that are hospitable, safe, and free from prejudice and stigmatization for all the workers, irrespective of gender, race, and sexual orientation (Kormanik, and Chyle, 2010, p367). This way, the company can ensure that all its employees have an equal chance of expressing themselves and work under proper conditions that encourage the full use of their talents. The scope of the policy applies to all matters which pertain to the protection and welfare of all the workers and even the consumers. It covers behavior that occurs within the organization's confines, events, operational activities, and even organizational infrastructure. The diversity and inclusion policy can also facilitate the fostering of values that enable people to work with one another while at the same time respecting diverse values, cultures throughout all the levels of the company. Each worker needs to feel that they are understood, loved, and cared for in the organization.
Diversity and inclusivity play a vital role in the management of talent, retaining top talent, making informed decisions, and technically motivating the entire workforce to keep up and increases innovation. Most importantly, for the sake of retaining top talent, remain afloat and compete within an ever-competitive market undergoing tremendous demographical alterations, the organization ought to ensure that combination of inclusive policy and management practices are in line with each other (Ho, and Sackett, 2015,p154). Due to globalization, the combination of inclusive and diversity policy together with management will assist the company caters to the consumer needs hence making the company retain a greater consumer base. Thus, the inclusion of the whole top senior-most management team in the implementation of diversity and inclusivity policy will ensure that training programs, workspaces, and question and answer meetings are taken seriously. Top managers command a following and most of the time are respected. Moreover, top managers are in a position of influence and can impact the perspectives and opinions of other people.
Adopting an Organizational Structure That Supports Diversity And Inclusivity
Fully taking advantage of diversity and inclusivity will push administrators to take charge of intricate, culture-sensitive, and interrelated workforce. Organizations are formed around leadership. A leader should be visionary, dedicated, and experienced in handling a diversified workforce. The advantage of generating a leadership position that understands diversity depends on the organizational structure. For diversity and inclusive policy to become effective, the internal and external operations of an organization should practically support the policy. As stated earlier, the top management should support diversity and inclusive policy hence the integration of the policy and the organizational functions is critical. Leaders should isolate and then define functions that embrace or support diversity and inclusion and then work towards the implementation of certain suitable interactions. Subsequently, a conducive organizational structure functioning under a dynamic environment comprises recruitment and retention with skyward flexibility, mentorship, empathy groups, training and schooling, and other types of external programs (Coltman, Jones, and Rosen, 2019, p237). Some of the ways of embedding diversity and inclusivity into the organization are through effective internal communications. Internal communication helps in the transfer of messages which create a conducive atmosphere which in turn nurtures positive culture. Ensuring that managerial tasks consider and represent all races fosters an open culture that appeals to all people no matter their background. Furthermore, educating managers on diversity matters helps in sheltering the needs of the people from no matter their backgrounds. The image of an organization should represent the value system of all the people and treat all the people equally and respectfully without any prejudice.
How To Deal With Racial Profiling While Recruiting Staff In Ranks Involving Subordinates Obligations Such As Cleaning And Allocation Of Cleaning Tasks
Leaning toward diversity increases the need for fairness and impartiality in the manner in which the organization conducts its daily operations. The development and application of organizational systems and actions to manage the workforce so that everyone may feel included and loved to maximize the diversity and cohesion of the entire personnel (McGuire, and Bagher, 2010, p201). It is vital to note that organizations are categorized as social systems thus change should be effected from all directions and then transferred to all the departments. Individuals process components, a key organizational aspect of all organizations which is made up of practices meant to handle the possession of individual abilities and employment consequences can be examined together with other organizational mechanisms so as to ensure that all workers feel included in the company activities.
The management of diversity enhances the company's competitive edge through recruitment talented individuals regardless of race, age, or gender to run the organization's daily activities. Due to the numerous benefits that come with an inclusive and diversified policy, increasing and bringing onboard skilled workforce by hiring women, men, minority groups, and other groups will only push the brackets higher and keep the profits margin at a constant competitive level. In fact job, descriptions are normally necessary for the management of various workforce within the organization (Kundu, and Mor 2017, p123). Job description entails recruitment so that all the candidates can have a fair fighting chance during the recruitment process. All the workers should be given a chance to perform duties relating to their job description. This helps in the management of expectations and give the best to the organization.
How to Eliminate Negative Culture in the Workplace Especially Toward Older Residential Clients
To handle a diversified workforce, organizations must communicate effectively with their workers. Technicalities, processes, safety measures, and other vital information ought to be designed to surpass language and traditional barriers by translating content and utilizing images whenever appropriate (Meena, K. and Vanka, S., 2013, p49). The managers should avoid making assumptions on the working conditions and the background of workers. Instead, they should look at each word as a person and judge them based on their weakness and strengths rather than their ethnic background. Thus, all the workers should be treated according to merits and not ethnic background. A diversified workforce fosters friendship and creates peaceful surrounding which allows people to interact with each other, share ideas which in the end breaks notions and racial stereotypes which might exist among the workers. These social interactions pave the way for understanding and cohesive working conditions. This way, the elderly can be seen as people who are part and parcel of the organization. Moreover, the elderly should be treated with rest and care and the management should ensure that they are protected from harmful vices.
As stated earlier, effective communication skills are one of the best ways of turning a negative organizational culture into a positive culture that respects and values the elderly. The organization’s leaders set the tone and give people the chance and obligation required to interact with each other (Ho, and Sackett, 2015, p115). The leadership role is to shape the actions and perceptions of the rest of the workers and in the end eradicate negative culture and norms within the organization. The work of the leader is to set the pace in terms of generating equality actions that ripple down to the rest of the workforce. Also, the leader rectifies anything that might go wrong if someone encounters discrimination or unfair treatment due to race or any other challenges that might arise from work office relations.
References
Coltman, J.E., Jones, D. and Rosen, P., 2019, June. Diversity and inclusivity at AWE. In AIP Conference Proceedings (Vol. 2109, No. 1, p. 130002). AIP Publishing LLC.
Dahanayake, P. and Rajendran, D., 2013. Global Leadership in Managing Workforce Diversity. Management, Leadership and Governance, p.56.
Ho, A.K. and Sackett, J., 2015. Undergraduate Diversity Scholar Program: A Proactive Approach to Creating an Inclusive and Multicultural Workforce.
Kormanik, M.B. and Chyle Rajan, H., 2010. Implications for diversity in the HRD curriculum drawn from current organizational practices on addressing workforce diversity in management training. Advances in developing Human resources, 12(3), pp.367-384.
Kundu, S.C. and Mor, A., 2017. Workforce diversity and organizational performance: a study of IT industry in India. Employee Relations.
McGuire, D. and Bagher, M., 2010. Diversity training in organisations: an introduction. Journal of European Industrial Training.
Meena, K. and Vanka, S., 2013. Diversity Management and Human Resource Development: A Study of Indian Organizations. Pacific Business Review International, 5(7), pp.45-51.
