Managing Diversity in the Work Place

Running head: DIVERSITY IN THE WORKPLACE

Managing Diversity In The Work Place

Diane E. Adams

Webster University

Abstract

Workplace balance, diversity, and equality are explored for deciding whether an organization is as credible, trustworthy, and soluble as it seems. The author attempts to examine how managing diversity focuses on increasing representation from the perspective of competitive advantage as well as increased overall satisfaction and commitment of the work force in an effort to achieve competitive advantage. We will explore the changes in the makeup and expectations of employees today. This includes demographic as well as cultural changes. Managing diversity means being acutely aware of characteristics common to employees, while also managing these employees as individuals (Bohlander & Snell, 2004). We will also highlight the reasons for diversity management and show how Managing work place diversity creates a competitive advantage. In addition we will explore the impact of marketing work-place diversity. How negative outcomes have also been associated with the beneficiaries. In conclusion we will address where we are today? A candid look at how diversity plays a key role from the CEO's point of view and the impact in programs and practices today.

MANAGING DIVERSITY A COMPETITIVE ADVANTAGE

Workforce Diversity is the make up of a workforce plays a significant effect on all key processes and practices including recruitment, retention, employee development, benefits and work practices. Work-force diversity means being acutely aware and sensitive to the characteristics common to employees, while also managing these employees as individuals (Bohlander, G. & Snell S. (2004).

It means not just tolerating or accommodating all sorts of differences but supporting nurturing, and utilizing these differences to the organizations advantage (Bohlander, G. & Snell S. (2004).

A diverse group of employees usually have more ideas and skills which lead to better solutions. This is most often referred to as an "inclusive" workplace. An inclusive workplace values everyone.

I work for "Lockheed Martin". The organization I work with operates under a "team concept" in order to achieve its goals. Each employee is valued for its contribution and ideas not only to make the organization a better workplace but to accomplish its mission. The group of people on my team is very diverse. Diverse not only in ethnicity but in backgrounds, age and gender. Lockheed values the contribution and ideas of all of its employees in order to create better solutions, an inclusive environment that "values" everyone. Of course there are many different social reasons for the inclusion of a broader spectrum of workers. The bottom line is that there are many essential business reasons as well. The key is to creating a competitive advantage by attracting and retaining the best employees. The primary business reasons for diversity management include, better utilization and by utilizing a greater pool of talents (93%). Increased marketplace understanding (80%), enhanced creativity 53%, increased quality of team problem solving 40%, and the dimension of understanding in leadership positions 60% (Bohlander, G. & Snell S. (2004)

Demographic and Employee concerns

In addition to the competitive challenges facing organizations, managers in general and HR managers in particular--need to be concerned about changes in the makeup and the expectations of their employees. Being aware of employees concerns, and making sure that the exchange between the organization and its employees is "mutually" beneficial (Bohlander, G. & Snell S. (2004).

Demographic changes in the United States create a significant challenge to managers today. These changes include employee background, age, gender and education. In the year 2010 minorities will make up an even larger share of the U.S. labor force than they do today. Although white still comprise the largest percentage of the labor force, blacks will increase their share from 10 to 12 percent, Hispanics from 7 to l2 percent, and Asian Americans and others from 3 to 6 percent (Bohlander, G. & Snell, S. (2004).

The number of older workers (age 55 and older) is beginning to rise as baby boomers approach retirement age and is projected to reach 15.2 percent by 2010. In contrast, the youth share of the labor force (ages 16 to 24) is projected to drop to 16 percent by 2010, placing a strain on business looking for employees just entering the job market. This imbalance in the age distribution has significant implications for employers. (Bohlander, G. & Snell S. (2004). Today's companies in the private sector as well as the federal government are finding that a significant number of their workforce is nearing retirement. Companies such as Pacific Gas and Electric and Dow chemical are finding this to be true. Beyond the vast number of employees that need to be replaced, managers are concerned that the expertise of these employees is likely to be drained too rapidly from the companies. As a stop gap measure, employers are making positive efforts to attract older workers, especially those who have taken early retirement.

The bureau of Labor Statistics suggest that women will continue to join the U.S. Labor force and are expected to account for about 48 percent by 2010. Employers are under constant pressure to ensure equality for women with respect to employment, advancement opportunities, and compensation. Companies are also working to accommodate working mothers and father through parental leaves, and part-time employment, flexible work schedules, job sharing, telecommuting, and child care assistance. Today's employers are more sensitive today to the needs of working parents which makes the work environment a better place.

Recently the educational level of the U.S. labor force has risen dramatically. The most secure and fastest-growing sectors of employment over the past few decades have been in areas requiring higher levels of education. (Bohlander, G. & Snell, S. (2004). While the educational level of the workforce is on the rise, there is a widening gap between the educated and noneducated. St the lower end of the educational spectrum, many employers must cope with the individuals who are functionally illiterate--Unable to read, write, calculate, or solve problems