Human Resource Concerns and Diversity

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Table of Contents

Introduction
Diversity
Equity
Inclusion
The Credibility of the Used Resources
Conclusion
References

Introduction

A healthy organizational culture must include diversity and inclusiveness. A human resource professional’s responsibility is to develop a working atmosphere that promotes the diverse experiences and viewpoints of the job market to maintain equality and justice. The diversity, equality, and inclusion responsibility focus on the traits, skills, and working methods that make people distinctive and how businesses can take advantage of these traits to further their corporate goals (Riccucci, 2021). In the scenario, several human resource concerns related to diversity, equity, and inclusion contribute to significant outcomes. Within an industry, diversity, equity, and inclusion assist each other (Adejumo, 2020). Creating an inclusive and equitable organization requires full dedication to the staff’s perspectives of inclusion and equality; therefore, concentrating on diversity is insufficient.

Diversity

Diversity includes engaging people of various racial backgrounds, genders, and geographical positions to establish a workforce representing the society that organizations desire to serve. However, according to Riccucci (2021), diversity is about having a new way of thinking, not merely a balance between men and women. From the scenario, there is evidence of diversity where two interviewers are selected from outside organizations, with one coming from within the organization, promoting a fair interview process. The police chief practices diversity by posting the opening for lieutenant 30 days before the promotional process to allow every eligible and interested person to apply. Diversity on the interview panel aids in avoiding employing decisions based on common assumptions and allows for a more thorough evaluation of applicants.

Diversity encourages innovative solutions and wise decision-making through a broader and deeper viewpoint. A business that wants to diversify recruits people with various skills and knowledge from a bigger talent pool. Workplace diversity offers more talents, perspectives, and opportunities for discussion, problem-solving, and the creation of new products and services. Businesses that have developed diversified cultures also discover that these cultures are more lucrative and effective. Research by Adejumo (2020) shows that the recruiting to mentorship phase presents many significant difficulties for human resource professionals. The police chief is tasked with developing the interview questions, which should portray an unbiased selection process. The risk of hiring bias is minimized, and a uniform, equal interview process is provided for all job seekers by posing the same questions in the same sequence and format. This tactic aids in the unbiased hiring of individuals more reflective of the whole human population.

Equity

Equity in the workplace entails providing each employee with the same accessibility, opportunities, and growth. This action involves identifying and trying to eliminate barriers to marginalized groups getting equitable rights, starting at the organizational levels and progressing to structural reforms across organizations and sectors. Equity at work encourages business connections, raises spirits, and creates unified teamwork whose goals are to produce favorable outcomes for the organization (Riccucci, 2021). This promotes invention and fosters creativity among team members in problem-solving. The equity at work program looks at how the societal structure of gender roles, identities, and representation is shifting and evolving and how this affects the workplace. An example of equity in the scenario is where both male and female genders are allowed to participate in the promotional process. Moreover, to prevent objections, complaints, or litigation, the police chief has to ensure that the most eligible candidate is promoted and appropriate procedures are observed.

By practicing equity in the employment process, the police chief is certain to achieve positive outcomes such that everyone involved feels appreciated and fairly treated. Building a secure atmosphere that encourages open communication and understanding is the first step in establishing an equitable workforce. Riccucci (2021) states that employee retention is an additional positive outcome of workplace equity. When workers stay put, organizations are spared the costs of a skills shortage, hiring more staff, and the burden of having resigned workers support competitors with abilities they learned from the former employer. Equity establishes an environment that benefits both the business and the employees.

Inclusion

Promoting a workplace atmosphere and culture that acknowledges, values, and embraces every individual’s abilities, views, and experiences is known as inclusion. A corporation must strive to be inclusive in hiring, staffing, maintenance, and advancements to truly enjoy the advantages of inclusion. Because they perceive that their disparities are valued and acknowledged, workers in inclusive workplaces are more at ease expressing their original thoughts and viewpoints (Adejumo, 2020). An example of inclusion is when the police chief allows the participation of the sergeants despite having disciplinary actions in their careers. He also gives a chance to the sergeants to be part of the program without favoring the one with more experience. The concept of inclusion involves the participation and empowerment of individuals. One of the most crucial factors in retention is inclusion in the workplace.

From the scenario, the police chief has an excellent working relationship which includes the community and the staff. Some of the possible outcomes include; excellent performance outcomes which promote creative, engaging, and cooperative groups. According to Adejumo (2020), positive engagement inside the company is more likely when individuals feel involved. A company’s performance as a whole is linked to increased levels of profitability, employee retention, and job satisfaction. Human resource leaders are responsible for fostering inclusive working atmospheres that give all employees the equal opportunity and coming up with innovative ways to combat bias. The police chief practices inclusion by involving interviewers from inside and outside the agencies in the decision-making process. Through inclusion, the organization is likely to employ the best-qualified applicant and satisfy the other applicants by fair choosing.

The Credibility of the Used Resources

The resources used in the research portray high levels of credibility. First, the information offered in the two sources is recent and up-to-date. Second, the resources are pertinent to the study as they explain and are related to diversity, equity, and inclusion. While Adejumo (2020) considers a variety of viewpoints on the subject, the source is simple to locate, transparent, and objective. Riccucci’s (2021) resource is published by a reliable and recognized publishing authority which makes it credible. Both authors offer their findings with minimal bias, contributing to the resources’ greater credibility.

Conclusion

A diverse workplace is a representation of a changing economy and environment worldwide. By seeking to be inclusive and being realistic about little adjustments that could help potential workers perform their duties more effectively, inclusion and diversity no longer need to be difficult. The employee experience in every area is influenced by the diversity, equity, and inclusion approach. Many organizations have successfully developed a completely diverse, inclusive, and equal workplace. Employees at businesses with strong diversity, equity, and inclusion initiatives are more likely to report higher work satisfaction, reliability, and engagement levels. Strong diversity, equity, and inclusive programs assist every individual to turn up every day with no fear of being themselves, which does more than boost morale.

References

Adejumo, V. (2020). Beyond diversity, inclusion, and belonging. Leadership, 17(1), 62-73.

Riccucci, N. M. (2021). Managing diversity in public sector workforces (2^nd ed). Routledge.

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