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EMTH6013 Emerging Themes For Diversity And Inclusion

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EMTH6013 Emerging Themes For Diversity And Inclusion

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Course Code: EMTH6013
University: Greenwich School Of Management

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Country: United Kingdom

1. Demonstrate a critical understanding of emerging themes as informed by research and the marketplace.2. Critically analyse evolving trends in business management in order to provide robust strategic solutions to organisations.3. Proactively source and apply research to inform operational and strategic decisions in different organisational contexts.4. Critically evaluate a range of alternative courses of action in order to solve problems 

Diversity and inclusion at the work placeIncreasing and improving diversity in the workplace promises to be a strong trend this 2018.
But what is work diversity?
The general consensus calls diversity in the workplace as the set of actions and principles that allow companies to hire and include people with different conditions as collaborators.
These conditions of diversity can be gender, sexual orientation, ethnicity, age, creed or disability.
Inclusion in the company promises to improve the organizational culture, preparing it to face differences, new markets and different forms of communication (Lee and Kramer, 2016).
Thus, diversity and labor inclusion as factors of success for a business or the sustainable development of a country are giving rise to different approaches and proposals, from new laws to good corporate practices.
Emerging Themes
When will it be considered necessary and reasonable a requested adjustment? The purpose of this guide is to provide support to any company or group of companies, regardless of their size and sector. Certainly, in U.K it is a trend that is just beginning to be installed as part of normal business (Syed and Ozbilgin, 2015).
The following good practices, from the most basic to the most complex, will help U.K companies to get on this car faster and change the face of the labor market:This can have consequences for the productivity and quality of the work climate.Therefore, it is important for the company to ensure that its employees are active participants in the change and to prepare them for it. If there are conflicts or difficulties, the company should organize initiatives that pave the way, or face these inconveniences in a particular way with each collaborator (Nair and Vohra,2015).
Areas of focus
Legal transformation
If the company wants to be an agent of change of inclusion and diversity, it can go beyond the concrete actions that are being implemented today in terms of gender diversity and people with disabilities (Marchington, 2015). In addition, the Labor Directorate is very clear in the UK: No There may be discrimination at work due to sexual orientation or gender identity, religion, age, ethnicity or cultural origin (in the case of foreigners). However, in practice it is different. There are still internal regulations that include offensive and contrary comments to sexual diversity and sexual minorities (Mitchell et al., 2015).
 Either the organizations ignore the legal limits of hiring foreigners, and to avoid problems do not select them. Your company can anticipate trends in inclusion and diversity, orienting itself based on what UK law currently allows. Avoid a lawsuit under the Non-Discrimination Law, or the Labour Law, revising its internal regulations to eradicate the use of discriminatory language. Implement training programs for collaborators to promote respect for sexual diversity inside and outside the workplace (Sue, Rasheed and Rasheed, 2015). Adapt the various religious practices through the flexibilization of work schedules and define in advance internal rules that facilitate their exercise. Adjust internal regulations and practices to comply with the indications of the Law that modernizes labor relations in U.K. Organize and encourage hiring quotas for foreigners with less than 5 years of residence in U.K (after that period p they tend to be considered as U.Ks or residents under the law), as stipulated by the Labor Directorate. To be consulted according to the public-private initiatives available today in the U.K labor market, such as the Inclusive Enterprise program of the Manufacturing Development Corporation Conclusion Encouraging diversity and inclusion in the workplace depends on the will of employers and their employees. Regardless of the practices or policies implemented, to be a successful process, all members of the organization must be active participants and understand Also, the company must anticipate the situations that occur with inclusion in the work and train its workers in these issues, in order to successfully implement a labor inclusion policy (Sabharwal, 2014). 
There are many factors that contribute to lack of diversity at the work place. These include; bias and prejudice, lack of women in leadership and performance evaluation for many different groups may be biased.
The management of diversity in the company is an important issue that seems to be more present every day in the minds of the leaders of the organizations. Both employers and workers are parties that are interested in seeking greater diversity, equality and inclusion in the workplace, as are employers’ organizations, government and other actors, for example civil society organizations. Even in a growing number of countries, national legislation provides that employers have the obligation to provide reasonable accommodation. Most of the time it is about legislation on disability, which in some countries includes HIV and AIDS according to  Dutton and Ragins (2017). 
Benefits of managing diversity in organizations.
In the same way that it can be argued that increasing diversity is beneficial for society, companies have also come to the conclusion that diversity is good business practice. The major claim in favor of diversity in companies are :
A workforce that is diverse is able to communicate comfortably different view point which increases the reserve of experiences and ideas. This allows companies to innovate more in solving problems and planning.
A diverse range of experiences and skills (for example, the understanding of languages ??and cultures) allows companies to provide better services to clients, both in the country and internationally Downey et al (2015).
Companies that enjoy a good reputation for their policies on diversity, sensitivity  and reasonable accommodation policy are able to  increase their share of the market from many different environments.
Companies that value diversity and cultivate inclusion in the workplace can better retain workers from diverse backgrounds and make them more loyal to the organization. This in turn will lower the costs involved in the rotation of workers, cut training costs and keep an institutional memory.
Inclusion and diversity: a practical guide to achieve it.
To help ensure that diversity is managed correctly, the International Labor Organization (ILO) has published the guide entitled “Promoting inclusion and diversity through adjustments in the workplace: a practical guide”, on which I am based. make this post. Although there are other situations and workers that should be subject to inclusion (such as everything related to gender) this guide focuses on four specific cases: 
The reason that these cases are treated is due to the fact that they are the most usual circumstances in which a worker will request an adjustment. As the guide is developed, concrete examples of how to manage everything that is mentioned are offered. I will now make a brief summary of the concepts mentioned therein, and invite the reader interested more deeply in the topic to find those examples that are useful for specific cases. 
The requirements in terms of safety and health in the workplace, and the expected duration of the employment relationship. We must also take into account that in some cases requests for adjustments could have an inappropriate impact on other workers, which would prevent their implementation.
 Although they are different concepts, general measures aimed at making companies accessible to business are often confused. and the specific concept of reasonable adjustments, so it is vital to be clear from the beginning the meaning of each one. Accessibility is a concept that comes from legislation and disability policy and covers issues such as the design of the  environment build , workplace technologies used in the workplace and other techniques in which work is organized. This accessibility also implies that organizational plan in advance and continuously their strategy. While accessibility implies the adoption of general measures in anticipation of the needs of a diversity of workers, including those who may work for the company in the future, Reasonable adjustments will normally be the result of the response to the request and the specific needs of a worker. The business process of providing reasonable accommodation.
Promoting inclusion and diversity through adjustments in the workplace: a practical guide”. Special emphasis is placed on the confidentiality of the process, especially when requesting adjustments, when workers may feel qualms about their privacy in the workplace. Organizations should have suitable procedure in place to ensure the privacy of workers, mainly with regard to their medical history. A balance must be struck between workers’ concerns and those situations in which the employer You reasonably need access to medical information. 
Critical evaluation
Companies can count on diverse sources of financing and advice that help them to implement the reasonable adjustments that their workers need. Specifically, the guide talks about:Grants to help pay for the personal support needed by a worker (for example, a job coach or a mentor) or to pay for the technical devices that a person may need (Randel et al., 2016).
Technical assistance provided by official bodies to advise and guide employers in fulfilling the responsibilities of providing adjustments, since although many adjustments are relatively simple, others may raise more complex technical issues.
National human rights institutions that in some cases have the responsibility to promote equality and non-discrimination. It is also common to find specialized agencies that promote the rights of people with disabilities. Any of these organizations could provide employers with a source of advice and guidance on reasonable accommodation.Employers’ organizations that organize workshops or with investigations on good practices and examples relevant to the branch of activity in which the company operates (Ozturk and Tatli,2016).
Unions that make use of their knowledge and experience on the way in which reasonable accommodation policies work in other companies.Civil society organizations that can offer employers training services on reasonable accommodations and also publish useful resources. Some charities will have funds to help pay for reasonable accommodations, so it’s important for employers to consider that option.
In summary, there are no excuses for not managing diversity in organizations, there must be willingness to do so in the event that there is no regulation to comply with, or simply to comply with the laws that have been marked in the rest of cases. The ILO is, without a doubt and still lacking in not considering all areas related to diversity, a good starting point to establish systems that ensure that its management is a success.
The idea of ??education as a right has a legal background, first in modernity, and then it is reversed as a social right. As a state service, it is located in the emergence of the modern States that assume it as part of their services, so that includes as one of the administrative functions of the State. In that idea, education is proposal in the normative game that each country possesses in its order making each citizen is both subject of right and subject of responsibility.As a right, education can not be seen as the privilege of a few, but as a right of all people, so in that idea, it will be assumed from the
Human Rights: “All human beings are born free and equal in dignity and rights and, endowed as they are with reason and conscience, they must behave fraternally with the others.
Human Resources is a recurrent crisis, almost boring. The years go by and we continue with all this rhetoric of being strategic partners in the business and the fundamental role of human capital in the company. Reality, on the other hand, seems to show a function that goes from discredit to discredit. The economic crisis and the corresponding reductions in the workforce have added fuel to the fire and the most frequent thing now is to find employees who directly plague their corresponding HR department. Let no one take it personally: disqualifications are usually the whole area, and not so much specific professionals.
The area seems specialized in bureaucratising processes. Even the simplest things are complicated when Human Resources intervenes, which strives to standardize instead of individualizing the treatment to employees.
Part of the problem with the Human Resources function is that it is not really clear how it can add value. There is a major oversight. It also happens that even if it is known that there are areas relevant to the organization, such as “Change Management” or “Organizational Development”, it turns out that HR professionals are not specialists in these areas and it is necessary to resort to external consultants Dawes et al.(2016).
The management of diversity and inclusion could, and should, be one of the critical competencies of the Human Resources Departments in the future. The alignment with the value for the business is clear: the diversity pursues the anticipation and adaptation of the company to the sociodemographic changes, and in a special way to how these affect clients and potential talent. Inclusion policies, for their part, emphasize that any employee, regardless of their differences, feels really involved in the progress of the company Devarakonda and Powlay (2016). There is a direct relationship, demonstrated years ago, between feeling included and level of “engagement”, a construct widely used in the Anglo-Saxon world, which measures 3 things that should be the focus of Human Resources attention: if an employee is willing to make an effort in your work (productivity), speak well of your company (reputation), and stay to develop your career (retention). 
However, as opposed to the inclusion strategy, the current commitment of the Human Resources departments is the Differentiation Strategies, which classify and assign “A” positions of greater value to “employees A”. Complicated to involve the entire staff. “Getting the most out of your people” shows how that excessive focus in the top 20% or 30% makes the rest of the staff feel very vulnerable and uncommitted (Guillaume et al.,2017).
Difficult squaring of the circle that faces today Human Resources: on the one hand, differentiate to be efficient and save costs and on the other, generate the conditions for people to feel included in the organization and thereby impact on their productivity, reputation and retention (Theodorakopoulos and Budhwar, 2015) 

Fix the house

Enabling the physical spaces of the business (offices, factories, points of sale, etc.) to allow access for people with disabilities or for people with different conditions to be comfortable is a good first step.

Comply with the law

 If the company needs guidance, it is good to start by complying with what is stated in Law 20.015 of Labor Inclusion for people with disabilities, which begins to govern the first quarter of 2018.
The regulations that allow implementing this legislation are ready in the Labor Directorate.
These guidelines include:
Companies with 100 or more collaborators must hire or keep contracted, as appropriate, to people with disabilities, or who are assignees of a disability pension of any pension scheme. These contracts must be equivalent to 1% of the total of their workers.Candidates with disabilities who apply for jobs in these companies must have the certification of the Commissions of Preventive Medicine and Disability referred to in Article 13 of Law 20,422, which establishes the Rules on Equal Opportunities and Social Inclusion of People with Disability (Bailey et al., 2018)
They must be registered in the National Registry of Disability.
The employer must register the employment contract with the person with disability or assignee of an invalidity pension of any social security scheme, as well as all its modifications or terms, within 15 days following its signature through the website of the Directorate. from work.
It is important to note that the new law does not require that the selection of personnel have preference for people with disabilities. Simply, comply with the legal reserve of jobs of 1% indicated above.

Inclusion as a strategic objective

If the organization sees the inclusion of collaborators with diverse conditions as part of its strategic objectives, and a component of the business result, it will quickly see its benefits.
The first positive impact will be seen by the Human Resources area; It offers a broader universe of candidates and expands access to skills, knowledge and talents (Lin, 2017).
Likewise, by including diversity in the parameters of recruitment, selection and hiring, the company will be able to face the crisis of permanence and labor commitment, which is normal nowadays. This crisis is due to multiple factors, from disenchantment to work stress and is evidenced by high levels of turnover (Randel et al., 2018).

Visibility of diversity

Perfecting the offices for people with disabilities is an important change, but aesthetic, finally.The transformation must also go inside, starting from the organizational culture of the company (Barak, 2016).However, it is possible that some emotional and valuation obstacles arise in this aspect.
According to the consultancy Randstad, the presence of different realities, customs and beliefs will modify the working environment and established employment relationships, a change that not all employees will know how to handle.
If the organization or its workers treat this change as a fad, without diversity management policies in the workplace, it can end up scaring away talent and competitiveness, as well as profoundly undermining the climate and reputation of the company. For inclusion to be there in a company there should be training done to employees in regard to diversity. Though training in this area is not sufficient the company should formulate policies aimed at creating an inclusive environment. An office climate that can support diverse groups.  
Bailey, C., Mankin, D., Kelliher, C. and Garavan, T., 2018. Strategic human resource management. Oxford University Press.
Barak, M.E.M., 2016. Managing diversity: Toward a globally inclusive workplace. Sage Publications.
Barak, M.E.M., Findler, L. and Wind, L.H., 2016. Diversity, inclusion, and commitment in organizations: International empirical explorations. Journal of Behavioral and Applied Management, 2(2), p.813.
Dawes, T.A., Garnar, M.L., Caldwell, N.R., Cardenas-Dow, M.I., Chen, S., Campbell Hime, L., Jackson, A.P., Khader, M.J., Macias, M., Marlin, M.L. and Moore, A.A., 2016. 2016 EBD# 05.8-Task Force on Equity, Diversity, and Inclusion Final Report.
Devarakonda, C. and Powlay, L., 2016. Diversity and Inclusion. A Guide to Early Years and Primary Teaching, pp.185-204.
Downey, S.N., van der Werff, L., Thomas, K.M. and Plaut, V.C., 2015. The role of diversity practices and inclusion in promoting trust and employee engagement. Journal of Applied Social Psychology, 45(1), pp.35-44.
Dutton, J.E. and Ragins, B.R., 2017. Positive relationships at work: An introduction and invitation. In Exploring positive relationships at work (pp. 2-24). Psychology Press.
Guillaume, Y.R., Dawson, J.F., Otaye?Ebede, L., Woods, S.A. and West, M.A., 2017. Harnessing demographic differences in organizations: What moderates the effects of workplace diversity?. Journal of Organizational Behavior, 38(2), pp.276-303.
Lin, C.C., 2017. Diversity and Inclusion. In Inclusion, Diversity, and Intercultural Dialogue in Young People’s Philosophical Inquiry (pp. 85-96). SensePublishers, Rotterdam.
Lee, Y. and Kramer, A., 2016. National Culture, Organizational Culture, and Purposeful Diversity and Inclusion Strategy. In Academy of Management Proceedings (Vol. 2016, No. 1, p. 11858). Briarcliff Manor, NY 10510: Academy of Management.
Mitchell, R., Boyle, B., Parker, V., Giles, M., Chiang, V. and Joyce, P., 2015. Managing inclusiveness and diversity in teams: How leader inclusiveness affects performance through status and team identity. Human Resource Management, 54(2), pp.217-239.
Marchington, M., 2015. Human resource management (HRM): Too busy looking up to see where it is going longer term?. Human Resource Management Review, 25(2), pp.176-187.
Nair, N. and Vohra, N., 2015. Diversity and inclusion at the workplace: a review of research and perspectives.
Ozturk, M.B. and Tatli, A., 2016. Gender identity inclusion in the workplace: broadening diversity management research and practice through the case of transgender employees in the UK. The International Journal of Human Resource Management, 27(8), pp.781-802. 
Sabharwal, M., 2014. Is diversity management sufficient? Organizational inclusion to further performance. Public Personnel Management, 43(2), pp.197-217.
Sue, D.W., Rasheed, M.N. and Rasheed, J.M., 2015. Multicultural social work practice: A competency-based approach to diversity and social justice. John Wiley & Sons.
Syed, J. and Ozbilgin, M. eds., 2015. Managing diversity and inclusion: An international perspective. Sage.
Theodorakopoulos, N. and Budhwar, P., 2015. Guest editors’ introduction: Diversity and inclusion in different work settings: Emerging patterns, challenges, and research agenda. Human Resource Management, 54(2), pp.177-197.
Randel, A.E., Dean, M.A., Ehrhart, K.H., Chung, B. and Shore, L., 2016. Leader inclusiveness, psychological diversity climate, and helping behaviors. Journal of Managerial Psychology, 31(1), pp.216-234.
Randel, A.E., Galvin, B.M., Shore, L.M., Ehrhart, K.H., Chung, B.G., Dean, M.A. and Kedharnath, U., 2018. Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness. Human Resource Management Review, 28(2), pp.190-203.

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