The employment landscape at the company is in line with technological change, globalization, to cope with an aging workforce and greater ethnic diversification in the labor market. Diversity today reflects not only the traditional view that once focused primarily on gender and race but reflects upto the broader perspective of the workplace diversity. In the workplace, diversity is evolving from compliance to inclusion.
The changing perception of workplace diversity, elements of an inclusive corporate culture, the business case, and human relation’s leadership are the factors elemental in maximizing the benefits of a diverse workforce in a changing market place (London, 2005). Diversity at the company is based on assimilation approach. Compliance is important in diversity. The collaboration of cultures, ideas and different perspectives brings greater creativity and innovation resulting to improved organizational performance.
The company’s diversity programs help to ensure the creation, management, valuing and leveraging of a diverse workforce achieving organizational effectiveness and competitiveness. Demographic changes affecting the labor pool and available talent are major drivers in the company’s business case. Relations and talents in the company determine the flow of information between colleagues, work teams, customers and suppliers (Johnson & Phillips 2003).
There are good reasons to tie workplace diversity to organizational strategic goals and objectives: greater adaptability and flexibility in a rapidly changing market place; attracting and retaining best talents; reducing turnover, absenteeism and low productivity costs; return on investment from various initiatives, policies and practices; gaining and keeping new market share with expanded diverse customer base; and increased sales and profit. A single action should have direct impact on financial performance.
The company uses the indirect link that involves having access to and retaining talent from a worldwide labor pool hence gaining competitive edge in the global market marketplace. Positive improvement in the corporate culture, employee morale, retention and recruitment of employees has a competitive advantage in the company (Kutilek, Gunderson & Conklin 2002). The company develops external partnerships with minority communities and suppliers leading to good will and reputation as an employer of choice.
The knowledge of the minority employees assist the teams of the company dealing with sales and marketing to reach the minority groups with funds to purchase its products and services. One of the top economic trends is expansion into the global marketplace. Measuring the return on investment of diversity makes good business sense, which is considerable in areas such as; organizational culture, demographics, productivity, accountability growth and profitability. The determination of return on investment hard and soft data is converted to monetary value (Lockwood, 2005).
The company utilizes full potential of all employees intentionally and thoughtfully, which aligns workplace diversity with strategic business goals. The company’s successful workplace diversity initiatives hinge on committed leadership, goals/targets of measures of effectiveness, strong diversity professionals, employee investment and ties to performance evaluation, as well as data to identity, quantity and communicate progress and challenges (Kanfer, & Ackerman, 2004). Workplace diversity in the company is positively correlated with globalization since all the initiatives of the process reflect in one way or other aspects of globalization.
In essence, a principle for increasing global connectivity, integration and interdependence in the economic, social, technological, cultural and ecological spheres is evident. There is also a sense of unitary process inclusive of many sub-processes such as enhanced economic interdependence, increased cultural influence, rapid advances of information technology and geographical challenges, which are increasingly binding the company with the biosphere more tightly into one global system (Kanfer, & Ackerman, 2004).