Diversity, inclusion and CSG: the challenges and the benefits

2016 ◽  
Vol 56 (2) ◽  
pp. 536
Author(s):  
Suzanne Westgate
Keyword(s):  
Workforce Diversity ◽  
Workplace Diversity ◽  
Regulatory Change ◽  
Diverse Workforce ◽  
Customer Base ◽  
Diversity And Inclusion ◽  
Diversity Policy ◽  
Authentic Engagement ◽  
Eastern Seaboard ◽  
Inclusion And Diversity

Organisations increasingly accept that a genuine commitment to workforce diversity and inclusion improves profitability, reputation and effectiveness. It is also widely accepted that natural CSG projects on the eastern seaboard face increasing challenges from community opposition groups and regulatory change. Embracing diversity and inclusion in the workplace, and developing CSG projects, both require authentic engagement. AGL Energy Limited’s (AGL) Inclusion and Diversity Policy recognises that a diverse workforce, with its broad range of experience and perspectives, has a better opportunity to understand and engage in AGL’s customer base and the communities in which it works. AGL’s policy also emphasises how a diverse workforce can facilitate more creative, innovative and effective solutions. This extended abstract considers how workplace diversity can positively contribute to the development of CSG projects, which must navigate organised community opposition as well as complex regulatory environments. CSG projects, which are typically located in regional areas, can also positively contribute to a more diverse workforce. Provided are examples of situations in which diversity of—and respect for—skills, experience, gender, age, and backgrounds have assisted in achieving successful access negotiations, and enabled authentic engagement with members of the communities in which AGL operates.

scholarly journals Is there Always a Positive Relationship Between Workplace Diversity and Organizational Performance, or Does Diversity Fatigue Imply a Suppressing Effect?

2020 ◽  
Vol 15 (1) ◽  
pp. 14-26
Author(s):  
Panteha Farmanesh ◽  
Asim Vehbi ◽  
Pouya Zargar ◽  
Arman Sousan ◽  
Feyza Bhatti
Keyword(s):  
Organizational Performance ◽  
High Performance ◽  
Academic Staff ◽  
Workforce Diversity ◽  
Workplace Diversity ◽  
Diverse Workforce ◽  
Overall Performance ◽  
Vital Matter ◽  
The Relationship ◽  
Analyze Data

AbstractPerformance of employees has been a vital matter for all organizations regardless of their sector. As organizations become more diverse, maintaining high performance becomes a challenge. This study examines the relationship between workforce diversity and organizational performance in educational sector of Cyprus through moderating effect of diversity fatigue. Mixed Method is used for the purposes of this study to analyze data from university academic staff, through survey and senior-level interviews (semi-structured). Qualitative measures were used to develop dimensions for diversity fatigue, which further were tested through quantitative approach. Results imply that extent of diversity fatigue can suppress the relationship between overall performance and workforce diversity, which is positive and significant prior to interaction of fatigue. Furthermore, our study expands the literature regarding the topic within educational sector. Managers can have an enhanced decision-making process regarding diverse workforce and degree of fatigue, which yields in a higher performance level for the firm.

scholarly journals Promoting Diversity and Inclusion in the Federal Workforce: Executive Order 13583 and Demographic Trends

2021 ◽  
Vol 45 (4) ◽  
pp. 392-417
Author(s):  
Erin Borry ◽  
Heather Getha-Taylor ◽  
Maja Holmes
Keyword(s):  
Institutional Theory ◽  
Equal Employment Opportunity ◽  
Federal Agencies ◽  
Employment Opportunity ◽  
Workforce Diversity ◽  
Executive Order ◽  
Demographic Trends ◽  
Diverse Workforce ◽  
Diversity And Inclusion ◽  
Federal Workforce

President Obama’s 2011 Executive Order 13583 was expected to serve as a catalyst for a coordinated government-wide initiative to promote diversity and inclusion in the federal workforce. This order reinforced the government’s commitment to equal employment opportunity by “using the talents of all segments of society,” achieved by recruiting, hiring, promoting, and retaining a more diverse workforce. The order mandated the creation of a government-wide diversity and inclusion strategic plan as well as agency-specific plans. This study uses institutional theory as a lens to examine agency response to EO 13583 to articulate diversity and inclusion rationales, practices, and correlating workforce demographic trends. We examine how three federal agencies articulated diversity and inclusion practices and activities in the plans. We explore demographic workforce trends prior to, during, and after adoption of the agency diversity and inclusion plans. Together, these analyses offer evidence of varied approaches to diversity and inclusion as well as uneven progress in pursuing the letter and spirit of the order. Specifically, the articulation of agency-specific diversity goals following Executive Order 13583 does not consistently translate to enhanced workforce diversity.

scholarly journals Criticism of the Concepts of Diversity and Inclusion in Western Countries

2021 ◽  
Vol 8 (9) ◽  
pp. 116-132
Author(s):  
Carl H. D. Steinmetz
Keyword(s):  
Work Organization ◽  
Social Representation ◽  
Fourth Generation ◽  
Statistical Concept ◽  
Immigrants And Refugees ◽  
Western Countries ◽  
Diversity And Inclusion ◽  
To Come ◽  
Almost All ◽  
Inclusion And Diversity

This article answers the question, "is the use of the words inclusion and diversity an expression of institutional racism?" In almost all Western countries, immigrants and refugees barely penetrate all levels of organizations. Immigrants and refugees are mostly found in the lower echelons of an organization. To put it irreverently: the dirtier and heavier the work, the more immigrants and refugees are found there. Also in governments and parliaments immigrants (not even the second, third and fourth generation) are hardly to be found. So the good example is lacking. This article starts with an etymological examination of inclusion and diversity. The outcome is briefly summarized: " we want YOU -immigrant and/or refugee- to come and work for us because we are not allowed to hire only natives". That human rights are violated in this way does not seem to be an issue. Furthermore, we argue that it is precisely the words inclusion and diversity that prevent the recruitment of immigrants and refugees, as well as expats who have lost their jobs, from being given a high priority. This article proposes two new terms as just and equitable alternatives to inclusion and diversity. First, the statistical concept of representative and second, in support of the static concept of representative, the concept of wanting to be a mirror of the population from the neighbourhood, city or country that the leadership of the company or institution believes should be part of the work organization and from low to high. To further support this argument to replace the concepts of inclusion and diversity, Moscovici's (2001) concept of social representation is used. This article also looks at existing toolboxes and toolkits that Western countries have developed to ensure that organizations of governments, institutions independent of government, and businesses are representative of neighbourhoods, cities, and countries. Companies in particular are committed to this because they understand better than anyone that their paying customers are also immigrants, refugees and expats. This knowledge of toolboxes and toolkits was helpful in developing a guideline for organizations of governments, institutions independent of government and companies and therefore also parliaments and governments. The guideline also addresses violations of this guideline. To address violations, it proposes a self-learning model for teams in organizations that is also consistent with enforcing the Working Conditions Act in Western countries.

scholarly journals Workforce Diversity: Boon or Bane to the Organisation

2019 ◽  
pp. 7-16
Author(s):  
Aiman Hasan
Keyword(s):  
Competitive Advantage ◽  
Global Economy ◽  
Workforce Diversity ◽  
Critical Area ◽  
Research Papers ◽  
Diverse Workforce ◽  
Hrm Practices ◽  
The People ◽  
Fast Pace ◽  
The Individual

Workforce diversity is a critical area of competence for any organisation. It is an important asset for every organisation that seeks competitive advantage in the global economy. With the change in needs at the fast pace, the association among the people from varied culture, background, beliefs etc. has increased substantially. Wambui et.al. state that HRM practices need to promote diversity for business to grow effectively. The paper discusses the various benefits of a having a diverse workforce along with the challenges linked to it (post #me too movement also). The study of various literature and research papers and books has been done which reveals that diversity is all about differences. The manner in which we analyse and use these differences will determine whether diversity is an asset or liability to the individual and the organization. Workforce diversity can prove to be a strong pillar to the organisation if managed appropriately. There is need to lead a diverse workforce that can give diverse benefits to the organisation.

Globalization and Human Resources Management

2013 ◽  
pp. 1-13 ◽  
Author(s):  
Yasemin Bal ◽  
Serdar Bozkurt
Keyword(s):  
Human Resources ◽  
Human Resources Management ◽  
Workforce Diversity ◽  
Global Organizations ◽  
International Context ◽  
Resources Management ◽  
Diverse Workforce ◽  
International Hrm ◽  
Global Arena

As a result of globalization, many firms have begun to compete on a worldwide basis. This situation has led Human Resources Management (HRM) to gain more importance in the global arena and “international HRM” field. Over the past few decades, international HRM has gained considerable attention from both academicians and practitioners. The increasing globalization of business has required organizations to manage their workforces effectively. Managing a foreign workforce can differ drastically from managing a domestic one. HRM in the international context requires managing diverse workforces originating from different nationalities with various cultures. Therefore, workforce diversity has become increasingly important for organizations that plan to expand into global markets and target different consumer groups. Organizations can adopt different approaches for managing their workforces and every function of HRM systems should be designed consistent to the workforce diversity of the organization. The purpose of this chapter is to investigate the concept of international HRM and diverse workforce in global organizations. Additionally, the importance of managing diverse workforces effectively in global organizations in the context of HRM functions and the role of HRM in this process will be discussed briefly.

Workforce Diversity Curriculum Design Considerations for Diversity Certificates and Study Abroad Experiences

2016 ◽  
pp. 117-139
Author(s):  
Atoya Sims
Keyword(s):  
Study Abroad ◽  
Curriculum Design ◽  
Cultural Awareness ◽  
Interpersonal Skills ◽  
The United States ◽  
Workforce Diversity ◽  
Workplace Diversity ◽  
Social Differences ◽  
Design Considerations ◽  
Diversity Curriculum

Diversity is quickly increasing in the United States, which means the demographics of today's workforce are changing. Also, many companies are going global so there is a need for better cultural awareness and understanding. With the changes in the workforce comes the need for better interpersonal skills, knowledge, and cultural awareness for those who work with diverse individuals as well as those who manage diversity initiatives. Studies show that not only is there a need for better workforce diversity curriculum in higher education, but also for workplace diversity certificates. In addition, studies show the need for better design of study abroad experiences to help with cultural and social differences. This study examines diversity trends in various disciplines, as well as reviews workforce diversity-related courses and study abroad experiences. Based upon conclusions, suggestions are offered for designing curriculum for workforce diversity certificates and for designing study abroad experiences.

Professionalizing Diversity and Inclusion Practice: Should Voluntary Standards Be the Chicken or the Egg?

2013 ◽  
Vol 6 (3) ◽  
pp. 193-205 ◽  
Author(s):  
Rosemary Hays-Thomas ◽  
Marc Bendick
Keyword(s):  
Empirical Evidence ◽  
Professional Practice ◽  
Positive Outcome ◽  
Workplace Diversity ◽  
Voluntary Standards ◽  
Diversity And Inclusion ◽  
Practice Standards ◽  
Future Practice ◽  
Employer Commitment

Workplace diversity and inclusion (D & I) practices today are based to a great extent on unevaluated experience and intuition rather than empirical evidence. Would voluntary professional practice standards in this field help to raise the level of current and future practice? Or would they be premature? If developed under 4 principles we describe, we predict the former. However, this positive outcome will also require industrial and organizational (I–O) psychologists to join their D & I colleagues in expanding research on D & I practices, strengthening the skills of D & I practitioners, assisting employers to avoid self-incrimination, and enhancing employer commitment to D & I itself. I–O psychologists should also be aware of other implications of D & I practice standards for their work.

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