Diversity and inclusion activities include actions that allow the company to harness all workers’ diverse backgrounds and qualities to contribute to its success (SHRM, 2018). Generational differences in the workplace occur due to differences in age gap and the time these generations grew up. For instance, people who grew up during World War II (the traditionalists) have different perceptions and beliefs as compared to baby boomers. Challenges arise from differences in communication, employer expectations, general work practices, and work styles (Knight, 2014).
Managers can use the following strategies to manage a diverse workforce, including building collaborative relationships. This involves making employees work as a team by involving them in everything and ensuring they work as partners. Also, managers should prioritize communications to ensure all employees are up to date with work practices. Additionally, leaders should create opportunities for cross-generation mentoring. This involves pairing young employees with old employees to learn from each other. For example, a senior employee can work with a junior employee. Another effective strategy is conducting diversity training. Managers can conduct awareness training that enlightens employees on workplace diversities and skills training to reduce prejudice at work (Knight, 2014).
Risk management is identifying, assessing, and focus on risks and using resources to reduce, monitor, and control the likelihood and effect of these risks appropriately (SHRM, 2018). The initial step toward mitigating risk is analyzing the internal and external risks that affect employees. The sources of risk are then prioritized in order of importance to understand the likelihood of occurrence and the impact they have on the employees in the organization. HR managers engage in activities to plan, manage, and eliminate risks. For instance, managers can identify incomplete projects that can affect the organization. Moreover, managers can set policies for eliminating risks in the organization. These policies include preventive measures such as sexual harassment prevention, illness prevention protocols, and drug and alcohol abuse (SHRM, 2018).
Managers can use risk elimination, avoidance, or reduction strategies in an organization by communicating critical information about risks and risk mitigation procedures to employees, for example, safety and security information to minimize employee injury. Also, setting safety standards and conducting investigations into workplace injuries. Managers can train employees through human resource programs and practices that help identify and mitigate workplace risks. Additionally, they can monitor political, economic, social, technological, legal, and environmental (PESTLE) factors that impact the organization (SHRM, 2018).
Corporate Social Responsibility
Corporate Social Responsibility is an organization’s obligation to operate ethically and sustainably by promoting and encouraging charity, transparency, sustainability, and morally acceptable governance practices (SHRM, 2018). HR personnel plays an effective role in establishing a culture of social responsibility in an organization through communicating and implementing ideas, policies and behavioural change initiatives. They ensure that the company adapts to the CSR programs and its implementation and active adoption plans. For instance, they can take the lead to ensure people are treated according to accepted ethical behaviour. Practices in ethical people management involve ensuring employee wellbeing, enhancing equality and workplace diversity, and effective employee engagement (Frangieh & Yaacoub, 2017).
Additionally, HR personnel can instil the right employee attitudes in the organization by bringing them in line with its purpose. This can be achieved through taking part in developing values, reviewing organizational policies on employee behaviour and further ensuring they are held accountable for their actions. Moreover, HR professionals can act as role models when interacting with the community, as they represent the organization. They can engage in philanthropic and voluntary activities that bring a good reputation to the community. For example, they can advocate for environmentally friendly practices that reduce pollution in the environment. This includes reducing carbon emissions and other waste effluents from the company (SHRM, 2018).
HR in the Global Context
It involves how HR personnel manage global workforces to achieve organizational objectives. HR managers effectively prepare employees for an assignment in foreign countries by ensuring they are acquainted with the global environment and the trends and other issues that will affect the global workforce. HR professionals should train employees before moving to the global workplace to prepare employees as expatriate workers. For instance, training on potential challenges, local language or the culture to help employees easily adopt. Also, the HR professionals can offer support from the ground through regular communication and offering any other help from the ground (SHRM, 2018).
Additionally, they should offer support to ensure the employees adapt easily to the new place. This can be through offering help in finding accommodation, schools for their children, health insurance, and the immigration support necessary. Continued communication is essential in expansion by sharing data and solving problems effectively. Moreover, compensation adjustments should be a top priority to ensure employees are motivated to work. It also ensures employee engagement is attained while they work abroad. Furthermore, measures of employee repatriation should be undertaken for an easy transition when they come to work in their domestic country (SHRM, 2018).
