Diversity Action Plan

As diversity and inclusion gain more attention in the society, more research has been done on their impact to organizations. Not too long ago, organizations implemented diversity management initiatives, such as affirmative action and equal employment legislations, just to fulfill their legal requirements (Jayne and Dipboye, 2004). However, diversity and inclusion have since then become a business imperative.

Three ways of gaining executive commitment to diversity are to gather data and to assess the organizations current commitment to diversity to show where and why there is a need for change. The development of diversity council can also garner executive support because it offers a way for executive members of an organization to have a dialog with other members of an organization about diversity. Systematic changes are also necessary such as hiring from a diverse roster of candidates when filling a position. (Moodian, 2009,

The target of this research is to explore the diversity strategies of the U.S. Department of Veterans Affairs ' (VA) with the objective of supporting its efficacy. Accordingly, this paper organizes this exploration into three correlating sections, the first of which introduces an overview of the Office of Diversity and Inclusion (ODI) within the VA. In addition, this area summarizes the ODI installation of the VA diversity plan. This leads to the second exploration section, which outlines specific focus areas of the VA diversity plan as defined in the Standard University Publication: Best Practices for Managing Organizational Diversity (2007). The third and final segment offers a concluding synopsis along with recommendations for

The purpose of the diversity audit project is to teach students how to analyze and measure diversity efforts of potential employers and as potential customers. In this globalizing world these skills are more important than ever. Many companies are making changes to diversify their employees and their customer base; this project is focused on investigating one company’s efforts. After this project students can expect to have gained a deeper knowledge of how to measure a company’s level of diversity and analyze its effects on both employees and customers.

In an ever-changing society, it is necessary for Dexter R-XI Schools to prepare its students to live and learn in a diverse world. This plan will serve as a model to provide a positive learning and working environment for all students and employees. Schools will be expected to develop, implement, and monitor procedures which provide meaningful multicultural and diversified educational opportunities for all students.

The purpose of this strategic diversity plan is to ensure Lamar County School District is abiding by its mission to provide a quality education with opportunities for all students to experience success. Recognizing a deficiency in our district, such as a lack of addressing learning obstacles for Hispanic/Latino students, is important to address so all students are successful attaining an quality education. Reaffirming the district’s core values of equality, mutual respect, lifelong learning, honesty, and responsibility will enable the district to relay these values to all of our students, including this group, to provide knowledge in this continuously diverse

Diversity has been a hot-button topic for many of today’s companies. Diversity programming and initiatives are regularly implemented by organizations of all types and sizes. As it relates to an organization’s human resources operation, diversity will continue to be an ever-changing term as the work towards equitable treatment for all continues.

Diversity itself remains an unclear concept. It is contextually specific and linked to demographic and socio-political features of the population and the workforce. Diversity is a selective concept in that some, but not all physical characteristics are incorporated into Managing Diversity programs (Moore 1999). Diversity also has invisible and hidden aspects that include culture and attitudes (Moore 1999). Managing Diversity programs in general mimic or reflect legislative programs

Since public and private organization uses managing diversity concept ,this chapter addresses how managing diversity concepts is use several ways such as organizational and management level, group performance, group dynamics, group perspectives, and individual identity.

I believe that diversity training and assessment programs, while different, are interrelated. A training program will not be successful, if a needs assessment is not completed beforehand and an efficacy/outcome assessment completed afterwards. Before a diversity training program can be implemented, an organization must understand the current status of their workforce (isolate issues they are facing, behaviors they wish to change, the culture of the organization, etc.) and then identify where they want their workforce to be (Rouda & Kusy, 1995)-what kind of workforce/culture/climate they want to have. Once an organization has established two ends of this spectrum, they must then develop a training plan to move their workforce from A to B (Rouda

Diversity is a wonderful asset to an organization and brings with it many benefits. Employees bring in their own personal experiences and knowledge to the team (Burns & Kerby, 2012). Having diverse teams allows for the possibility to fix a problem or perfect a process by using different employee’s experiences and past knowledge to find solutions. A diverse workforce can drive economic growth and capture a greater share of the consumer market (Burns & Kerby, 2012). With diversity as a core value, the recruitment pool is widened to find the most qualified candidate and reduces employee turnover as a result. An organization can be highly competitive with a diversity initiative by adapting to a changing environment (Burns & Kerby, 2012).

Christopher, I agree with you that Diversity can have so many different categories. It is smart to remember that diversity means different things to different people, and organizations will apply those definitions to their companies respectively. It is crucial to hire and maintain a diverse workforce, so good diverse initiatives will be launched and maintained into the foreseeable future. There is much to learn from leaders in diversity and inclusion, but it is important to remember that every company’s diversity initiatives will look different. You should tailor your initiatives to address your specific industry and your company’s areas of weakness.

With the changing demographics of the U.S. workforce (Ng & Burke, 2005) and the need for organizations to continually innovate their products and services to remain competitive, embracing diversity and the benefits its brings is going to be key to driving a successful organization

I believe, that understanding and achieving diversity is the key to understanding the complex demands society and the marketplace place on businesses today. I also believe, when organizations leverage the contributions of their total workforce, they not only survive they succeed. So, how do we get there? Experience has shown, programs that work have taken time to develop and communicate the vision have the most success. I personally, as a manager and future business leader will be shaping messages and keeping diversity at the forefront of the minds of my peers and rank and file employees.

There are many approaches to managing diversity. According to Burgess, French, and Strachan (2010), there are two main approaches to managing diversity, namely ‘productive diversity’ which is based on business case for diversity management and ‘valuing diversity’ which is based on human resource or organisational development approach. However, O’Leary and Weathington (2006) believe that organisations must go beyond the business case for diversity management if they want to use the existing diversity effectively. In addition, according to Das (1998, cited in Panaccio and Waxin 2010), there are 4 steps in managing diversity. They are the identification of current and ideal future state, the analysis of present systems and procedures, the changing of policies, procedures, and