team 28 diversity (1) (1)
TRANSCRIPT
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DIVERSITYDIVERSITY
Helena AnnanHelena Annan
Luan VoLuan Vo
FariborzZarghamibaseriFariborzZarghamibaseri
TimothyTimothy MayburyMaybury
MatthewMatthew NorthcottNorthcott
Natalie Kay WilsonNatalie Kay Wilson
HR DepartmentHR Department
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Overview
` The challenge of a changing society
` What is Diversity?
` What is under Diversity Policy?
` Diversity in restaurant/hospitality context
` Core benefits of workplace diversity
` Whats in it for our organisation/staff?
` Diversity in action
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The challenge of a changing society
Markets are changing globalisation
demanding customers
The workforce shortage/quality the population age eg. ethnicity, disabilities, etc.
Pressure on organisations
improve performance
recruitment and people development, etc.
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Diversity has come to matter more and more
because of economic and demographic
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Diversityincludes...Theimage cannotbe displayed.Your computer may nothaveenough memory toopen theimage,or the imagemay havebeen corrupted. Restartyour computer,and then open thefileagain.If thered x stillappears,you may havetodeletethe imageand then insertit again.
Source: PricewaterhouseCoopers
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everything that makes each
of us different
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What is under Diversity Policy?
Diversity may be framed within a discourse of social justice, which aims tochange the culture of organisations rather than assimilating people within
them. Diversity in the workforce means employing people without discrimination
on the basis of gender, age and ethnic or racial background
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Valuing, recognising and taking account of peoples
differences
- Investors in People
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Diversityin Restaurant/Hospitality context
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a sector that is characterised bydiversityin terms of
the range of business types and customer profiles,
geographical dispersal, stochastic demand cycles and,
in peripheral locations, a predominantly small businessstructure.
- Getz et al(2004)
As surely as living patterns, economic cycles, and market
segmentation have influenced the hotel industry, so willthe change in ethnicity of the workforce. The cultural
backgrounds that an increasingly diversified workforce will
bring to hotel operations may be seen as a problem or a
challenge or both.
- Rutherford and OFallon (2007)
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Wider social issues
Lack of leadership and role models
Management issues Organisational culture
Recruitment and development practices
Barriers to Diversity
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Core benefits of workplace diversity
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Increased adaptability
Broader service range
Variety of viewpoints More effective execution
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Whats in it for our organisation?
Improved recruitment and retention
Reflective diversity makes customers feel at home
A better understanding of markets
An enhanced reputation
An improved ability for dealing with the impact of
globalisation
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Whats in it for our staff?
Supportive and non-threatening working
environment
Working after retirement age
Opportunities of promotion.
Reducing level of redundancy
Job security eg. maternity leave Encourage team membership and belonging
Staff protection eg. disciplinary actions
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Establish Diversity Group in order to increase the effectiveness of our diversity policy
promotes respect and appreciation for diversity and individualdifferences.
guide all employees to follow/implement these policies offer help and support
make it possible for everyone to participate in the success ofthe business
Promotional campaign Thumbs up for Diversity
Develop recruitment and selection process advertising &qualification screening
train HR managers
Implement Positive Action
Diversityin action
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THANK YOUTHANK YOU
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By 2010, 45-54 year olds will be the largest age group. In 1992 it was25-34 year olds.
Younger people are more likely to be students and there will a bulge of16-24 year olds in 2010
13.2% of women are predicted to work past state pension age in 2010,compared to 10% of men
The dependency ratio will increase. In 2003 there will be 3.3 workersfor every non-worker, but by 2051 there will only be 2.3 workers forevery non-worker, making each individual responsible for moredependents.
Migration is currently the main way of counteracting the ageingpopulation
Life expectancy will increase to 78.6 for men and 82.5 for women
Source: Labour Force Survey
Future workforce
Appendix
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Appendix
Growing importance of employee diversity
Source: The Work Foundation
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Diversity More reasons and benefits Diversity is an important factor in organisational life as organisations
worldwide become more diverse in terms of the gender, race, age and other
personal characteristics of their members. Thereby, managing better the
impact of globalisation and technological change.
Attracting, recruiting and retaining people from a wide "talent" base,
emphasizing building specific skills, creating policies and drafting practices
that get the best from each employee.
Assume a coherent environment in organisations and aims for effectiveness,
productivity and ultimately competitive advantage. Improving knowledge of
how to operate in different cultures.
Effective management of diversity recognises that people from different
backgrounds, cultures and experiences can bring new ideas to theworkplace. Enhancing creativity and innovation.
Building employee commitment, morale and discretionary effort thereby
reducing the costs of labour turnover and absenteeism.
Enhancing the organisations reputation and image with external
stakeholders.
Appendix
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Retraining new foreign employees to the standard of thebusiness
Foreign employees bring a new dynamic to the workforce.
Managers need to be aware to nuances that could affectthe working relationship of working migrants.
Employees need to learn how to interact with othercultures in order to maintain a successful business.
Communication competence need to be taught in order formigrant workers to get along and work together.
Development of cultural awareness and cultural sensitivitymust be taught in order to reduce prejudice and ignorancetowards other employees.
Ongoing attempts must be made to continue this workwhich will benefit the company a great deal.
Diversity More actions
Appendix
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References & Bibliography
Broughton, A. and Strebler, M. (2008) Reaping benefits from diversity. Strategic HR Review. Vol. 7, No. 5, pp.
5-10
DNetto, B. and Sohal, A. S. (1999) Human resource practices and workforce diversity: an empirical
assessment. International Journal of Manpower. Vol. 20, No. 8, pp. 530-547
Getz, D., Carlsen, J., and Morrison, A. (2004) The family business in tourism and hospitality. CABI,
Wallingford.
Harvard Business School Press (2002) HarvardBusiness review on Managing Diversity. US, Harvard BusinessSchool Publishing Corporation.
Hearns N., Devine F., and Baum T., (2007) The implications of contemporary cultural diversity for the
hospitality curriculum. Journal of Education + Training. Vol.49, No. 5, pp. 350-365
Investors in People (2006) Equality and diversity handbook. Business Improvement with Investors in People.
Jones, A (2006) Raising to the challenge of diversity A discussion of the business case. The Work
Foundation.
Nottingham City Council (2004) Equality and diversity policy. City of Nottingham. Rutherford, D. G. and OFallon, M. J. (2007) Hotel management and operations. 4th edition. New Jersey, John
Wiley.
Simons, G. F. (2002) EuroDiversity: A business guide to managing difference. Woburn, Elsevier Science.
Spiers, C. (2008) The business benefit of diversity [online]. Available from:
http://www.allbusiness.com/labor-employment/human-resources-personnel-management/11465751-
1.html [Accessed 11/03/2010]