Manage Workplace Diversity-Week 5-7 March 2013

1. Manage Workplace Diversity-Week 5-7 March 2013 The Role of the Human Resources Department Traditionally Human Resources Management Departments (HRM) or Personnel were focused only on bureaucratic power structures, money based incentives/performance and out dated work practices. Today HRM is focussed on the individual employee, how they are recruited, selected, appraised, compensated, compensated, trained and developed rather than viewing them as part of a collective.

2. The Role of the Human Resources Department HRM is a major force in applying the companies workplace diversity strategic objectives It focusses on fostering the employees sense of involvement and commitment to the organisation. In turn this can result in increased productivity and the successful achievement of organisational objectives. HRM promote the valuing of the growth in workplace diversity as a direct contribution to the success of the organisation. HRM also fosters the individualistic focus, that is, the focus on individual differences and one harnessing the individual commitment and involvement.

3. HRM and Recruitment Evidence suggests that the Australian recruitment process in regard with the employment of people with diverse backgrounds are often not targeted or pursued for employment. Diverse backgrounds include women, the disabled, people with non English speaking backgrounds etc.

4. HRM and Recruitment (Cont.) HRM must avoid the following systematic exclusions of certain groups of people: • Stereotyping-avoid pursuing individuals for jobs on the basis of pursuing a stereotype • Conflict between work and personal life-Lifestyle choices should not be a factor in selection. People with diverse backgrounds are often excluded due to personal obligations e.g. children, care for the elderly • Legal barriers-Not all individuals are protected by laws especially those with gender diversity.

5. HRM and Recruitment (Cont.) • Self Selection-employers often assume people from diverse backgrounds do not want the job • Segregated Social Networks-the “who you know” rather than “what you know” and the Old Boys Club.

6. HRM and Recruitment (Cont.) Recruiting under represented groups • Using different recruitment methods-Promoting experienced current “diverse” employees to a more qualified position • Streamline the recruitment process-Make the recruitment and selection process more efficient-no delays as these delays impact minority groups • Combine diversity in advertising with diversity in employment-By using advertising and promotional photos of diverse groups currently employed. This is often practised by marketing departments to promote attract diverse groups of people to their retail store or to buy te organisations products.

7. HRM and Recruitment (Cont.) • Change the orientation of the HR function-Many organisations won’t change the status-quo rather than accept a world of diversity • Therefore there is a need to re-design HR functions that only select, hire and promote those who “fit” the company Diverse groups especially those of ethnic backgrounds should not be forced to fit into the dominate culture of the workplace.

8. HRM and EEO One of the main requirements of a HRM department is to effectively manage the Equal Employment Opportunity legislation and policies that exist within the organisation • Organisations should develop people management strategies that accommodate differences in the background, perspectives and family responsibilities of their employees. • The concept of workplace diversity includes the principle of EEO • What is EEO? • at accommodate

9. HRM and EEO (Cont.) • Equal Employment Opportunity (EEO) policies, address continued disadvantages experienced by particular groups of people in the workplace, including women, Indigenous Australians, people with disabilities and those who suffer disadvantage on the basis of race or ethnicity. • These policies remain an important foundation for workplace diversity policy.