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Diversity management aims to create a more welcoming and inclusive work environment for all employees. One of the most valuable takeaways is that diversity management should indeed start with hiring. Nondiscriminatory hiring practices are essential to building a diverse and welcoming workplace. In addition, a business can ensure that its new hires share its values by instituting a recommendation program for existing workers. This technique of hiring encourages participation from within the workforce. One research showed that it effectively supports women’s representation at all levels and may be utilized to combat the complex issue of gender inequality in companies, thus helping to break down the glass ceiling (Fernandez & Rubineau, 2019). As a result, I have started incorporating employee referral programs into my practice to lend a hand with diversity management efforts.
The tokenism of Diversity Management, as it is known, is a perilous byproduct of poor execution. Tokenism refers, for instance, to the practice of hiring people from marginalized groups for prominent positions in some businesses while maintaining a biased and exclusive culture (Pemberton & Kisamore, 2022). This is not the way to build a varied and inclusive company atmosphere. Taking a course in diversity management helped me recognize the difference between a showcase diversity strategy and a genuine one. Some businesses do not value diversity of thought and opinion during the recruiting process and oftentimes do not grant the opportunity for voice and participation in decision-making later on. Awareness of such inconsiderate practices could make me wary of an employer in the future, whether I am looking for a job or just observing workplace behavior.
Establishing and strictly enforcing non-discrimination, zero-tolerance, and anti-harassment policies is a legal necessity for creating an environment where all workers can feel free to report inappropriate behavior. Employees will leave a business if they do not feel appreciated and valued, especially if they are subjected to harassment. Consequently, the moral underpinnings of sex discrimination legislation and other legal practices must be clear and recognized in all relevant policies. This takeaway can help me analyze the organization’s legal procedures and advocate for their reinforcement to handle diversity better. To sum up, all three takeaways regarding the non-discriminatory hiring practices, tokenism, and legal necessities have broadened my understanding of diversity management and will seamlessly be integrated into my professional conduct.
References
Fernandez, R. M., & Rubineau, B. (2019). Network recruitment and the glass ceiling: Evidence from two firms. RSF: The Russell Sage Foundation Journal of the Social Sciences, 5(3), 88. Web.
Pemberton, A., & Kisamore, J. L. (2022). Assessing burnout in diversity and inclusion professionals. Equality, Diversity and Inclusion: An International Journal, 42(1), 38–52. Web.
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