CU MBA SEM IV International HRM

 Boosting research and development.  Optimizing decision-making processes thanks to different perspectives.  Establishing new business relationships and partnerships.  Opening up new markets. But, diversity management and managing diversity, more broadly, does not only have a positive effect on the economic potential of a company. Businesses also benefit from genuine diversity in terms of their employees. How Can Diversity Management Benefit HR Leaders? HR departments also benefit from diversity in the workplace. When done right, it can lead to:  Greater employee satisfaction, because the team feels understood and valued.  An interesting and inspiring working environment for employees.  A positive company image that attracts top talent and high potential associates.  The enrichment of corporate culture.  Stronger employee loyalty to the company. So, how can you take the importance of diversity management and make it real? Here’s how diversity management is implemented in a way to drive business… 14.5 TALENT MANAGEMENT A Talent Management strategy is a construction of ideas, methodology and processes that help interconnect employee interests to align with greater business objectives and goals. It’s also used to support:  Learning and succession planning for employees  Enhancing the recruiting to onboarding for new hires  Building a company culture worth working for through proper performance evaluations  Growing employer brand  Attaining and retaining top talent When an employer has all of these processes aligned with one another, they flourish. How one can proactively attract a diverse workforce Attracting a more diverse workforce is becoming important because businesses are realizing that in order to really attain the best talent out there, they will need to appeal to a vast amount of people. Employers can implement a talent management strategy with proven methods to attract a more diverse workforce. Some talent management practices they should consider to implement to help improve diversity include:  Blind resume screening 301 CU IDOL SELF LEARNING MATERIAL (SLM)

 Building a diverse talent-acquisition team  Ensuring inclusive keywords in job descriptions  Emphasizing value-based hiring  Finding niche job boards to seek out nontraditional candidates By implementing strategies directed at improving diversity, employers and employees will find themselves building a culture they enjoy working for, which will help improve overall operations significantly over time. How a talent management strategy provides a competitive advantage After successfully implementing a winning talent management strategy, employers will enjoy numerous fruits to their labor by aligning their interests with their employees’ goals, ambitions and influences. With this harmonic collaboration and access to the right HR automated solutions, employers will build their competitive advantage over their competitors by:  Simplifying the recruiting process for applicants significantly  Creating the perfect onboarding program for new hires to be successful  Aligning employee goals with greater business strategy and objectives  Continuing education for employees to learn and grow new skills  Strategizing succession plans for promising employees as well as for future movement  Strengthening employer brand by improving talent management processes and giving employees access to technology  Developing a culture that attains and retains the best talent How to Build a Talent Management Strategy When designing a new talent management strategy, employers will need to think about what every workflow will look like within their processes of:  Recruitment and applicant tracking  Onboarding  Performance management  Learning management  Succession planning Figuring out how to identify and improve workflows is no easy task, however. For each process under the talent management umbrella, businesses will need to run through a number of steps to be successful. 302 CU IDOL SELF LEARNING MATERIAL (SLM)

Steps to fix/improve a talent management strategy Building and improving a talent management strategy should begin with the steps below. 1. Identify business strategy, priorities, objectives and goals  Think about what the long-term goals are  Consider whether there are new directions to go 2. Pinpoint business motivators and what challenges are being faced  Think about both internal and external challenges  Industry changes?  Compliance changes?  Technology issues?  Change in employee behavior? 3. Plan a Gap Analysis  Future trip where you need to be and evaluate where you currently are  Identify risks of not addressing gaps Example: A business wants to shorten its application process significantly for interested candidates. They will need to identify the areas in their process where candidates get hung up on the most, find the gaps and address it. They may have identified that their online application is asking candidates for too much information which ultimately turns them off from even completing the forms. After identifying the problem, employers can address it and improve the process. 4. Focus on defining HR priorities and objectives After challenges and goals are pinpointed, align with the HR department to create SMART goals that help center the employee population with employer goals. SMART is defined as Specific, Measurable, Achievable, Realistic/relevant and Time-bound. When measuring the successes of their talent management strategy, businesses should include both the implementation and effectiveness ratings. 5. Measure results and be transparent As processes are updated over time, it’s important that employers continue to measure the effectiveness of them to make sure their changes are indeed working or not. After evaluating the results, they should be communicating the successes and needed improvements to help increase transparency. With access to quality reporting, employers will be able to address changes to their talent management processes confidently and head on. Best Practices of Diversity Management 303 CU IDOL SELF LEARNING MATERIAL (SLM)

Organizations can implement these best practices to maintain a competitive business advantage and also capitalize on the potential of its diverse workforce. The following are the best practices that an organization can implement: 1. Commitment from top management Workforce diversity can succeed if it is adopted by a shared vision within the company’s top management. The senior executives of an organization are responsible for policy formulation, and they can promote or eliminate workplace diversity depending on the policies they make. When the senior management fails to show commitment to implementing the diversity strategies, the diversity plan becomes severely limited. 2. Identify new talent pools In an organization where more people are leaving the workforce than are being hired, management must immediately employ fresh talents. Most companies prefer traditional new- employee sources, such as competitor organizations and graduate schools, to recruit the best talent. Companies should look beyond the traditional new-hire sources and explore other talent pools, such as veterans exiting the military, minority groups, and talents from other regions or countries. Hiring individuals with diverse skills and knowledge can help companies to deliver better quality services to a global client base. 3. Provide a safe avenue for dialogue on diversity-related issues Organizations should create resource groups where employees from similar backgrounds can connect and communicate their concerns in a safe environment. People from minority groups often feel isolated from organizations and may, therefore, increase employee turnover. Creating avenues for mentorship, networking, and socializing helps to increase employee engagement and performance levels. Successful staff members can demonstrate how they found success within the organization and mentor new staff members. 4. Make diversity part of the company’s objectives An organization that practices workforce diversity should not shy away from letting the world know that the organization embraces diversity and works with people from all backgrounds. The organization can start by encouraging and supporting its staff who volunteer in different causes such as a disability walk or an HIV/AIDs awareness forum. It can sponsor fund drives to raise funds to support vulnerable and underrepresented populations. The organization can also offer internships and scholarships to minority groups. 304 CU IDOL SELF LEARNING MATERIAL (SLM)

5. Distinguish between diversity and affirmative action Various governments around the world have implemented affirmative action programs to provide opportunities for women and other minority groups. While such affirmative actions complement diversity, organizations should make a distinction between affirmative action and diversity. Diversity is proactive rather than reactive, and it requires a change in the organization. People from diverse cultures, backgrounds, and beliefs bring a range of work styles, thoughts, and perspectives that an organization can use to improve efficiency and encourage creativity in product development. 14.6 INTERNATIONAL HR PRACTICES: As the year draws to a close, diversity, equity, and inclusion (DEI) remain top of mind for HR and learning and development professionals. A focus on DEI, both as an organizing principle of workplace culture and as a strategic business advantage, is an increasingly important topic for organizational leaders outside of the HR department in 2021. The recognition of the workplace as a working and learning community for an increasingly diverse workforce has made all of us more attuned to the need for continued discourse, education, and HR training around diversity, equity, and inclusion. Today’s workforce is one of the most diverse in our nation’s history. In the workplace, the definition of “diversity” is both expanding upon quantifiable demographic traits like race, ethnicity, and gender; and recognizing the importance of the intersection of identities on the employee experience. While there is a clear through line of a diverse workforce to better business outcomes such as generating new, innovative ideas and better business performance; leaders are having to focus intentionally on the organization’s workplace culture, employee engagement and satisfaction, and the legal implications of bringing together a workforce that is anything but homogenous. Let’s take a look at 4 diversity, equity, and inclusion trends for 2021. 1. A Focus on the Multigenerational Workforce The workforce is aging—and changing considerably in terms of generational makeup. There are now five, or more, generations in the workplace ranging from the Silent generation (those born between 1928 and 1945 with some still holding down full or part-time jobs), Baby Boomers (born between 1946 and 1964), Generation X (born between 1965 and 1980), Millennials or Generation Y (born between 1981 and 1996) and the newest cohort, Generation Z (born since 1997). With each of these generations comes distinct employee expectations around topics such as reskilling/upskilling in the age of automation, holistic employee wellness programs (with a fine point on mental wellness), connecting work to social impact and purpose, flexible work 305 CU IDOL SELF LEARNING MATERIAL (SLM)

arrangements, leveraging social media within and outside the workplace, crystallizing what it means to “bring your full self to work”, and a myriad of other issues that will impact future inclusion and diversity training. 2. The Impact of Unconscious Bias in the Workplace Implicit or unconscious bias, the tendency to process information based on unconscious associations or feelings, is not necessarily a new discussion topic in the workplace. What you can expect to see is a focused lens on how the biases, particularly of managers and leaders, have an impact on an organization’s culture and the progress (or lack thereof) towards a diverse and inclusive workplace. A recent Harvard Business Review Article highlights the impact that affinity and gender bias have on the relationships between women in the workplace. Bringing together a workforce that has a variety of perspectives, experiences, lived experiences and is representative of the communities that organizations serve is the comparative advantage of diversity. You can expect more information on how our personal biases (because we all have them!) influence workplace decisions and ways business leaders can minimize the impact of unconscious bias. 3. Supporting Gender Identity and Expression Gender identity and gender expression/presentation have been a much-talked-about subject in recent years, with rising awareness of the challenges faced by employees who do not identify with their sex assigned at birth. In September, Merriam-Webster recognized “they” as a singular, non-gender-specific pronoun. Organizations around the country—from retail settings like Target to corporations—are grappling with issues related to the use of gender-specific restrooms, many simply offering gender-neutral options. HR departments are focused on providing healthcare benefits that are inclusive of employees who are transitioning. Managers are in need of education around the language and their responsibility related to an employees’ gender identity and expression. As the movement to recognize and accept transgendered and gender non-binary employees continue, it’s likely we’ll see more focus on updating diversity, equity, and inclusion training along with a need to have internal conversations and education around gender-inclusivity. 4. Shifting From Diversity and Inclusion to Diversity, Equity, and Inclusion The past few years have brought to the forefront that a focus on diversity, or increasing representation of people from various backgrounds, perspectives, and experiences, is only part of the equation. Inclusion, making space and amplifying the voices of everyone in the 306 CU IDOL SELF LEARNING MATERIAL (SLM)

workplace, equally, is another. Both of these concepts will remain a top focus for organizations in years to come. Many forward-leaning organizations are also focusing on the idea of ‘equity’ as part of their overall strategy. Equity in the workplace manifests in a range of ways from unpacking decision points that lead to pay inequity, exploring equity in talent development investments, and leveraging initiatives like Business Resource Groups (or Affinity Groups) as a vehicle to address equity succession planning. The focus on equity in the workplace will be a magnified topic as businesses are being called to operate with a deeper level of transparency around compensation reporting, board representation, harassment reporting, advancement, and other talent management practices. 14.7 SUMMARY  Diversity in the workplace refers to an organization that intentionally employs a workforce comprised of individuals with a range of characteristics, such as gender, religion, race, age, ethnicity, sexual orientation, education, and other attributes.  Companies with diversified workforce experience many advantages.  Types of Diversity Management:  Intranational diversity management- Intranational diversity management refers to managing a workforce that comprises citizens or immigrants in a single national context.  Cross-national diversity management- Cross-national, or international, diversity management refers to managing a workforce that comprises citizens from different countries  Characteristics of Diversity Management o Voluntary o Provides tangible benefits o Broad definition  The six key areas of the DAT are as follows: o Leadership and Governance: o Strong and Transparent Human Resources Practices: o Quality of Life and Organizational Culture: o Measure and Track Diversity: o Integrate or Mainstreaming Diversity across the Value Chain: o Developing the Pipeline: 307 CU IDOL SELF LEARNING MATERIAL (SLM)

 A Talent Management strategy is a construction of ideas, methodology and processes that help interconnect employee interests to align with greater business objectives and goals.  Steps to fix/improve a talent management strategy o Identify business strategy, priorities, objectives and goals o Pinpoint business motivators and what challenges are being faced  Plan a Gap Analysis  Focus on defining HR priorities and objectives  Measure results and be transparent  Best Practices of Diversity Management o Commitment from top management o Identify new talent pools o Provide a safe avenue for dialogue on diversity-related issues o Make diversity part of the company’s objectives o Distinguish between diversity and affirmative action  International HR Practices o A Focus on the Multigenerational Workforce o The Impact of Unconscious Bias in the Workplace o Supporting Gender Identity and Expression o Shifting From Diversity and Inclusion to Diversity, Equity, and Inclusion 14.8 KEYWORDS 1. A value chain is a step-by-step business model for transforming a product or service from idea to reality. 2. Corporate culture refers to the beliefs and behaviours that determine how a company's employees and management interact. 3. Attuned - to adjust or accustom 4. Unconscious bias (or implicit bias) is often defined as prejudice or unsupported judgments in favor of or against one thing, person, or group as compared to another, in a way that is usually considered unfair. 5. Gender identity is a term used to refer to an individual's internal identification with being male or female. 14.9 LEARNING ACTIVITY 1. Present the challenges involved in Workforce Diversity Management. 308 CU IDOL SELF LEARNING MATERIAL (SLM)

________________________________________________________________________ ________________________________________________________________________ 2. What factors are considered in planning and implementing a diversity audit ? ________________________________________________________________________ ________________________________________________________________________ 14.10 UNIT END QUESTIONS A. Descriptive Questions: Short Answers: 1. What is Diversity at Workplace? 2. Explain different types of Diversity Management. 3. State and explain any three key areas of DAT. 4. How Can Diversity Management Help Companies? 5. Write a note on the best Practices of Diversity Management. Long Answers: 1. Describe the Characteristics Of Diversity Management. 2. Justify the Diversity Management function is termed as an asset for global business. 3. Discuss Diversity Audit Tool. 4. Explain the Talent Management concept with reference to an International Business. 5. Brief about International HR Practices B. Multiple Choice Questions: 1. Which diversity management may also involve immigrants from different countries who are seeking employment? a. Cross Cultural Diversity Management b. Intranational diversity management c. Standard Diversity Management d. Immigrational Diversity Management 309 CU IDOL SELF LEARNING MATERIAL (SLM)

2. Diversity also brings numerous communication problems as well as ________ in informal group dynamics. a. Irregularity b. “faultiness c. spoils d. complicates 3. What will determine the quality of responses in the audit? a. Interviews b. Observations c. Logs d. Questionnaire 4. Diversity interventions and approaches will need the support of the _______________ a. Strategic Plan b. Leadership c. Management Development Programs d. Training 5. How Can Diversity Management Benefit HR Leaders? a. The enrichment of corporate culture. b. Alignment of manager behaviour to organization’s diversity goals c. Benefits and Workplace flexibility ( e.g. leave, flexi-timings etc) d. Infrastructure Answers 1 – a; 2 -b; 3 – d; 4 – b; 5 – a; 310 CU IDOL SELF LEARNING MATERIAL (SLM)

14.11 REFERENCE Text Book:  Wilhelm Schmeisser, Dieter Krimphove, Rebecca Popp, International Human Resource Management and International Labour Law, De Gruyter Oldenbourg,  Peter J. Dowling, Marion Festing and Allen D. Engle, Sr., International Human Resource Management, Cengage Learning EMEA  By Veronica Velo, Cross-Cultural Management, Business Expert Press  Srinivas R. Kandula International Human Resource Management , SAGE Publications Pvt. Ltd  Pravin Durai, Human Resource Management, Pearson India Reference Book  K Aswathappa , Sadhna Dash, International Human Resource Management, McGraw Hill  Gary Dessler, Fundamentals of Human Resource Management, Pearson  Ekta Sharma, Strategic Human Resource Management and Development, Pearson India  Parissa Haghirian, Successful Cross-Cultural Management, Business Expert Press Open Sources:  https://www.Shrm.org/  https://www.ncbi.nlm.nih.gov/  https://www.futurelearn.com/  International Journal of Human Resource Studies  changingminds.org  assignmentpoint.com  interculturalmanagement.fandom.com  diva-portal.org  cvs.edu.in  strategy-business.com  www.mbaknol.com (Integrity-Asia & ispatguru)  publications.anveshanaindia.com  smallbusiness.chron.com  resources.workable.com 311 CU IDOL SELF LEARNING MATERIAL (SLM)

 whatishumanresource.com  resources.workable.com  jigsawacademy.com  www.personio.com 312 CU IDOL SELF LEARNING MATERIAL (SLM)