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HR Research Paper 27 Contemporary Diversity Management: Beyond Legal Requirements - Towards Organisational Effectiveness |
Dr. R. B. Crawford Keynote Address to: Equality and Diversity Conference, National Probation Service - West Midlands, Novotel, Wolverhampton October 17, 2003
 Despite the sale of this article, the copyright remains with the above author. It is one of several Research Papers (Research Articles) published by Human Resource & Organisational Development Consultancy (HRODC) In accordance with International Intellectual Property Laws, direct or indirect reference to this and other Research Papers (Research Articles) on this site must be acknowledged – the author being cited and HRODC noted as publisher. |
ABSTRACT Organisations have, for long, engaged in a minimalist approach to diversity management, through a mere compliance with equality legislation. This means their advocating and practising in such a way that they avert actions that might render them in contempt of the legal process, through omission or commission. The implications are that they function within a constrained parameter, restricting innovation in employee relations and maintaining the status quo. This approach neglects the variety that exists within organisations, mismanaging human resources through their underutilisation. This paper, in making the case for a contemporary approach to diversity management, presents empirical case examples of the likely areas of human resource mismanagement. It gives examples of organisations that have suffered the consequence of impaired effectiveness, and which may have been spared catastrophe through effective utilisation of their diverse workforce. It proposes that, on the other hand, organisations may achieve enhanced organisational effectiveness through the effective utilisation of their workforce, tapping their marketing intelligence, among others. In highlighting the innovations, such as ‘mummy tracks’ that some organisations have embarked upon, it suggests that ‘it can be done’, particularly in light of the inevitability of the presence of increasing workforce variety – fostered by the changing socio-political contexts. The paper concludes that organisations are faced with two stark choices: a) To address the issue of workforce diversity and enjoy the benefits of improved organisational effectiveness, or b) To neglect it and face the prospect of a major operational disadvantage in the face of increasing competition and socio-political sensitivity – factors that relate to customer or client choice. |
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