The Importance Of Diversity Policy For A Shipment Company
Overview of Diversity Policy and its Underlying Values
1. According to Sharma (2016), main opportunities to source diversity in the shipping company are to make investment in ‘Experience Tool kit’-guidance for engaging 45+ employees, ‘Corporate Champions Programme’ to work towards best practices for them, and ‘Restart Programme’ offering a wage subsidy for mature employees. The company would need to look for other sources such as Indigenous Cadetship Support (ICS) for gaining suitable skills and attributes. These sourcing opportunities exist in community.
1. According to Goswami and Kishor (2018), Diversity Policy of the shipment company guides development and implementation of plans, programs and initiatives for recognising and promoting workforce diversity across all work areas besides underpinning its values focusing on Can Do approach, integrity, and commitment to people, teamwork and delivery of quality. The company’s commitment to diversity include but are not limited to:
· Providing equal opportunities
· Encourage respect for dignity, beliefs and ideas
· Building a safer working environment by acting against unacceptable workplace behaviour not valuing diversity including discrimination, harassment, bullying, victimisation and vilification.
2. On reviewing the policy developed it is evident that it lacked measurable objectives for monitoring diversity against its effectiveness and procedures associated. To consider this key performance indicator will be set for the Board, Chief Executive Officer and senior executives accountable for achieving the diversity objectives.
1. According to Fujimoto and EJ Härtel (2017), for establishing diversity integration with the business needs of shipping industry and diverse workforce the work areas will be effectively managed for achieving the maximum potential between working tasks, skills and employees performance. Besides, availability of resources, training, equipment’s or adaptations requisite for helping the needs of diverse workforce will be ensured and factorized within budgets for meeting company’s needs.
2. Diversity management includes preparation (work plans, schedules, project objectives and individual requirements of employees), needs assessment (staffs available, resources, timings and methods to carry out working tasks should be assessed), development and implementation of strategy (determine and select strategies to carry out work with diversity and inclusivity) and evaluation of strategy and progress (check and monitor progress of work systems).
1. According to Holck, Muhr and Villesèche (2016), at the shipping company policy review process revolves round evaluating the current policy followed by determining needs for new policy and obtaining feedback and looking at issues.
2. Organisational culture: diversity can be positively felt by employees contributing in increased productivity and performance.
Team work: diverse workforce will positively effect on creativity and innovation in working solutions.
The Need for Measurable Objectives for Monitoring Diversity
Skills and learning: diverse workforce will help employees to share their skills and experiences.
1. According to Trittin and Schoeneborn (2017), for monitoring and reviewing the workplace processes businesses activities of the shipping company will be assessed for establishing the success level in relation to the working outcome and building a clearer idea about the processes and systems needing specific attention.
According to Ng and Sears (2018), the shipping company has championed diversity in the workplace by promoting the profile of diversity and inclusion, standardizing and maintaining inclusive practices, assisting and guiding employees through inclusivity, modelling appropriate behaviour for inclusion, representing individuals and the department, and giving feedback to management on diversity and inclusion besides helping the transition of change.
1. According to Holck (2016), by producing new working documentation on diversity policy and procedures, new work processes and any change to the organisational philosophy or ethics at meetings the shipping company can ensure work team incorporates diversity process. Time and a point of contact/contacts will be provided for developing a full understanding, making discussions and clarifying any questions and future issues besides providing training and education.
The shipping company according to Holck (2016), can provide guidance by educating them about diversity, its impacts on workplace and community through raising the profile of diversity and significance of inclusion to comprehend the company’s objectives and relating them to work environment. Department managers will be provided information about the diversity and inclusion objectives, implementation methods, and tools for assistance, resources, clear strategies and work plans.
1. The shipping company can enable diversity enterprise in its workplace by positively and openly the diversity implementation to all personnel besides providing information about how the company is championing diversity in the workplace, highlighting the benefits and creating a solid standpoint for showing the thought, consideration and new processes supporting it.
2. According to Okoro and Washington (2012), support processes that the shipping company can use in its workplace are mentoring or a ‘buddy at work’ program encouraging employees participation in open communications and gaining their support, providing flexible working environment and a manager or contact person for discussing issues, seeking advices and clarifying information on diversity and inclusion, offering career guidance and planning, and arranging networking and social groups that encourages a blend of people.
1. The types of diversity training shipping company can successfully implement are
Contact officer training, Coaching and mentoring, Teambuilding, Workplace mediation skills and leading diverse workforce.
Infusing Diversity Management with Business Needs and Diverse Workforce
2. According to Okoro and Washington (2012), inclusive behaviour in the workplace can be shown by listening and engaging with others, working for common good of employees, encouraging all diverse groups in applying to job vacancies, recruiting and selecting eligible employees heedless of their background, being open in challenging own and others behaviours, taking feedbacks from employees about a relevant work process or initiative, building trust with staff and honouring confidentiality, creating a safe environment for all and taking action for carrying out inclusivity.
1. According to Okoro and Washington (2012), reviewing diversity implementation will help the shipping company in ensuring that diversity and inclusion practices are maintained besides promptly addressing any issues raised and reassessing if processes are working as intended and employees are complying with diversity implementation.
2. Relevant persons who might collaborate are Senior management/company directors, Department managers, Supervisors and Shift managers.
3. According to Okoro and Washington (2012), the diversity implementation may be evaluated by ensuring that evaluation of workplace diversity is executed against company policies and procedures and taking into account how employees are accommodating and embracing new practices, if policy is precisely translating within business procedures and if improvements are seen.
4. By looking at the evidence and documentation produced as a result during review and evaluation, the shipping company can make recommendations for making further changes to diversity implementation.
References
Fujimoto, Y. and EJ Härtel, ,Charmine. (2017). Organizational diversity learning framework: Going beyond diversity training programs. Personnel Review,[Online] 46(6), 1120-1141. Available: https://search.proquest.com/docview/1935253306?accountid=30552 Accessed on 29 Nov. 2018
Goswami, S. and Kishor, B. (2018). Exploring the relationship between workforce diversity, inclusion and employee engagement. Drishtikon : A Management Journal,[Online] 9(1), 65-89. Available: https://search.proquest.com/docview/2024034410?accountid=30552 Accessed on 29 Nov. 2018
Holck, L. (2016). Putting diversity to work. Equality, Diversity and Inclusion: An International Journal, ,[Online] 35(4), 296-307. Available: https://dx.doi.org/10.1108/EDI-12-2015-0107 Accessed on 29 Nov. 2018
Holck, L., Muhr, S. L. and Villesèche, F. (2016). Identity, diversity and diversity management. Equality, Diversity and Inclusion: An International Journal,[Online] 35(1), 48-64. Available: https://dx.doi.org/10.1108/EDI-08-2014-0061 Accessed on 29 Nov. 2018
Ng, E. S. and Sears, G. J. (2018). Walking the talk on diversity: CEO beliefs, moral values, and the implementation of workplace diversity practices. Journal of Business Ethics,[Online] 1-14. Available: https://dx.doi.org/10.1007/s10551-018-4051-7 Accessed on 29 Nov. 2018
Okoro, E. A. and Washington, M. C. (2012). Workforce diversity and organizational communication: Analysis of human capital performance and productivity. Journal of Diversity Management (Online), 7(1), 57. Available: https://search.proquest.com/docview/1418717001?accountid=30552 Accessed on 29 Nov. 2018
Sharma, U. (2016). Managing diversity and cultural differences at workplace. IPE Journal of Management, [Online] 6(2), 63-79. Available: https://search.proquest.com/docview/1894952768?accountid=30552 Accessed on 29 Nov. 2018
Trittin, H. and Schoeneborn, D. (2017). Diversity as polyphony: Reconceptualising diversity management from a communication-centred perspective. Journal of Business Ethics,[Online] 144(2), 305-322. Available: https://dx.doi.org/10.1007/s10551-015-2825-8 Accessed on 29 Nov. 2018