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Organizations today are more diverse than ever today. Hiring top talent from different racial, ethnic, geographic and religious backgrounds is becoming an accepted business practice. Most companies benefit from a diverse environment, but there are always certain challenges that may rise. Realizing that truth and developing hands-on strategies that welcome diversity is imperative. Employers who fail to do so are likely to experience conflict and reduced productivity. The simple fact is that businesses with a diverse workforce are more successful and competent than their less diverse counterparts.

Anyone who supervises employees must understand both the discrimination laws and the penalties for violating them. Knowledge of this legislation, and also sharing that knowledge among the workgroup, effectively reduces the numbers of conflicts and behavioral issues. That same knowledge can prevent employers from making decisions, be they harsh or favorable, based on color, religion, age, gender, and race.

As a leader, you must be able to identify your misconceptions and biases before reaching out to others or else it'll only result in conflicting decisions. Understanding your biases helps you think through and develop workable solutions, which aids in managing a diverse organization. University of Florida's official website even highlights the mandate that employers outline the bias factors held by managers and employees alike to work up practical solutions to workforce issues.

Companies should hold diversity training sessions to reinforce policies and encourage appropriate behavior. Only through proper training and professional learning can employees learn to deal with challenges that may arise among the "melting pot " of employees.

Company leaders must infuse the work environment with an atmosphere that welcomes the diverse skill set and empowers them to work as a team. Meanwhile, it's also important to equally contribute in training and awarding without gender discernment. Leaders can be very effective in helping to establish morale and encourage employees to perform best.

Orientation helps new employees to become familiar with the company, its operations, and present workforce. Company policies are defined, issues or concerns are addressed, queries are answered, short and long-term goals are discussed. Orientation is a way to welcome the newcomers and make them feel home.

Outline acceptable job descriptions

Companies must clearly highlight job descriptions and skills required in their employees to hire the best personnel from the pool. During the interview procedure, managers can quickly determine an individual's ability to handle the possible challenges of a diverse workforce. It's clear that employees who value and understand the significance of diversity are able to manage better than those who do not.

Team building and free flow of communication

For organizations to flourish and enforce trust among employees, team building exercises can be very helpful and must be implemented by members of the management team. Team building activities include strategic games, sharing stories and experience, role play and much more.

All employees get a chance to speak out their heart and share something unique. It helps to ease their nervousness and to blend them in the environment allowing appreciation to work in such a place.

Free flow of communication is another important factor without which even the sturdiest and competent organizations couldn't survive in the long-term. It's all about sharing ideas, concerns, queries and solutions to ensure a healthy environment.
Conclusion
Organizations that manage a diverse workforce benefit most and bring out the best of an individual's unique skills, creativity, experience and knowledge. Successful management reflects positively on a company and encourage customers and prospective customers to establish long-term relationships.

Photo Credit: susanjstrating via Compfight cc
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7 Tips to Manage a Diverse Workforce - TalentCulture

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Organizations today are more diverse than ever today. Hiring top talent from different racial, ethnic, geographic and religious backgrounds is becoming an accepted business practice. Most companies benefit from a diverse environment, but there are always certain challenges that may rise. Realizing that truth and developing hands-on strategies that welcome diversity is imperative.

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The Nature of Human Resource Management - ppt video online download

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The Nature of Human Resource Management Chapter outline The Nature of Human Resource Management

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2017 Copyright. All Rights Reserved. The Sponsored Listings displayed above are served automatically by a third party. Neither the service provider nor the domain owner maintain any relationship with the advertisers. In case of trademark issues please contact the domain owner directly (contact information can be found in whois).

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Chapter 1- The Nature of Human Resource Mgmt.

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Chapter 1- The Nature of Human Resource Mgmt.

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Choose your company name to wrote the HR manual.

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unity in diversity image by weim from Fotolia.com

Companies with a diverse workforce often outperform companies where the staff seem cloned from a single template. Diversity brings different perspectives, experience and skills, which can encourage innovative, creative approaches. Unfortunately, a diverse team can also make people uncomfortable as they rub against co-workers with different attitudes, worldviews and outlooks. With good management, you can gain the benefits of diversity and minimize any disadvantages.

Spot Problems and Overcome Them

If your entire staff is culturally and ethnically just like you, figuring them out may be easy. If you have a variety of religious and cultural perspectives, it takes work. You may find that your Muslim or Orthodox Jewish employee can't eat anything in the cafeteria, or that your new hire comes from a culture where showing up a half-hour late is normal. Disabled employees may have physical challenges you didn't expect. Identify potential issues and then work to resolve them.

Treat People as Individuals

Never treat your staff as representatives of their culture, nation or religion. Making stereotypical assumptions about what a Jewish, Mexican or Taiwanese employee thinks or wants, for example, can alienate them. Take the time to know your employees individually - what they want from you, what their skills and interests are, and how they work best in teams. Find ways for your staff to get to know one another, too. Incorporate team-building exercises, for example.

Set Objective Standards

One drawback to a diverse workplace is that it's easy for workers to wonder if you're discriminating against them. To give them confidence in your decisions, make your criteria objective. If all employment decisions and discipline follow standardized rules, employees can trust that you're treating them fairly. Provide them with your company policies in writing so they know what's expected of them.

Communicate Clearly

Having standardized policies is good, but they also have to be clear. Make sure your written guidelines are unambiguous and easy to understand. That helps employees see why one worker gets a plum project but another gets the door. Talk to your staff regularly to confirm that you're being as clear about your decisions and policies as you think you are.

Accept Feedback

If working with a diverse crew is a new experience for you, it's quite possible you'll make mistakes. If an employee tells you that you've crossed a cultural taboo, listen to those concerns. Beyond that, it helps to be open to suggestions. If your company holds a variety of cultural perspectives and experiences, it's a shame not to take advantage of them.

About the Author

A Durham, NC resident, Fraser has written about law, starting a business, balancing your budget and fighting evictions, among other legal and financial topics.

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Companies with a diverse workforce often outperform companies where the staff seem cloned from a single template. Diversity brings different perspectives, experience and skills, which can encourage innovative, creative approaches. Unfortunately, a diverse team can also make people uncomfortable as they rub against co-workers with different attitudes, worldviews and outlooks.

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The Legal Environment of HRM - ppt video online download

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The Legal Environment of HRM Equal Employment Opportunity (EEO) The equal right of all citizens to the opportunity to obtain employment regardless of their gender, age, race, country of origin, religion, or disabilities. Equal Employment Opportunity Commission (EEOC) enforces employment laws. Management of diversity is crucial Managers must take steps to ensure discrimination does not occur.

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Employment in the United States is at some of the best levels since before the Great Recession started. The problem is, union jobs aren't following the positive trend. In fact, they're at their lowest levels in more than 100 years. In 1983, when comparable union data first became available, there were 17.7 million union workers or 20.1% of the total workforce. In 2014, the number had fallen to 14.6 million people, which is only 11.1% of employed workers.

Is this trend likely to continue, or are better days ahead? Unfortunately, the horizon isn't so bright. As the younger, Millennial generation starts to reach the workforce, fewer and fewer are opting for union jobs. In 2014 only 4% of employed 16-24 year-olds were working union jobs; the number of 25-34 year olds was fewer than 10%.

Why are young people choosing to jump into non-union jobs when they graduate high school or college? There are many factors, but the fees that unions charge don't help. When you already give roughly 25% of your paycheck to the government, dishing out an added two to four percent in union dues isn't attractive. Depleted pension funds also cut down on the appeal of labor unions.

Why do some industries have unions while others don't?

Even with all the issues that unions face, they still represent a large part of government employees, even if their share of private sector jobs has decreased dramatically. But why are certain industries operated by unions while others aren't? Unions were first created to help workers in certain industries attain equal wages, benefits, rules of the workplace and more. Now let's consider the hiring package for someone at a technology company. The chances are pretty good that they're given an above-average starting salary, excellent benefits and possibly an equity share of the company. Because of that, there's not an obvious need to be unionized. (See also More Bonuses And Fewer Raises Affect Workers.)

What are the top unionized industries left in America?

Although unions, as a whole, have witnessed their numbers shrink over the past several decades, they're still very important to certain industries. Here are some that are still very much run by a union workforce.
Educators
The National Education Association ( NEA) of the United States is the biggest union in the country with more than 3 million members. It represents public school teachers, substitute educators, higher education faculty members, education support workers, administrators, retired teachers and even students working to become teachers. The NEA was founded in 1857 with 100 members; in 1966 it merged with the American Teachers Association.

In 1916 the American Federation of Teachers ( AFT) was founded by eight Chicago teachers. Within the first four years, the organization grew to 174 members. Between World War I and II, the union fought to have tenure laws created for teachers. In 1954 the AFT played a key role in the civil rights movement when it filed a amicus curiae brief for the Supreme Court case, Brown vs. Topeka Board of Education. Today the AFT counts more 1.6 million members and is one of the largest unions in the country.
Steelworkers
On June 17, 1936, the Steel Workers Organizing Committee formed, and then on March 7, 1937, the union signed its first contract with Carnegie-Illinois Steel, giving workers a guaranteed $5 per day wage and benefits. In 1942, the Steel Workers Organizing Committee became the United Steelworkers of America. Today the union is 1.3 million members strong and includes not only steel, aluminum and other metal workers, but also rubber, oil and chemical plant workers, pulp papers and forestry workers and more. It has members in the United States, Canada and the Caribbean.
Public Service Workers
The American Federation of State, County and Municipal Employees (AFSCME) is the country's largest union for public service employees. With more than 1.6 million active and retired members, it consists of nurses, child care workers, EMTs, correction officers, sanitation workers and more. AFSCME was founded in 1932 during the Great Depression. Organizers hoped to not only improve but also spread the civil service system nationwide.

There's also the Service Employees International Union (SEIU), the country's second-largest public service union. It has more than 2 million members, half of which are local and state government workers, child care providers, bus drivers and public school employees.
Auto Workers
​When most people think of unions, the first that comes to mind is the United Auto Workers (UAW). What many might not know is that the UAW isn't only for auto workers. The union also consists of employees in aerospace, agriculture, healthcare and more. Today the UAW has more than 390,000 active members and 600,000 retirees. Through collective bargaining, it has established the first employer-paid health insurance plan for industrial workers, job and income security provisions, as well as cost-of-living allowances, plus many other landmark deals for its members.
Electrical Workers
In 1891, not long after American homes started receiving electricity, the International Brotherhood of Electrical Workers (IBEW) was founded. At its peak in 1972, the organization had more than 1 million members, but it suffered a major setback when the United States courts forced it to separate from AT&T. Today IBEW has more than 775,000 active and retired members. Outside of negotiating wages, benefits and rights, the IBEW established the National Apprenticeship Standards for the Electrical Construction Industry, which trains electrical workers on new technologies. This helps workers earn a living while learning new things within their trade. (See also Unions: Do They Help Or Hurt Workers?)

The Bottom Line

In the past few decades, the number of union workers has been shrinking. Although union workers still make higher wages, depleted pension funds, as well as high dues, are causing younger employees to think twice about where to start their career, but there are still several industries where unions play a major role.

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Employment in the United States is at some of the best levels since before the Great Recession started. The problem is, union jobs aren't following the positive trend. In fact, they're at their lowest levels in more than 100 years.

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Recruitment, Selection, Placement, Induction & Training - ppt video online download

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Staffing It is an activity that involves all actions that ensure filling and keeping filled, the positions in an organization structure ....Weihrich, Cannice and Koontz The primary focus is on acquiring and retaining right kind of people at right positions in the organization at the right time.

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Chapter 7- Recruiting, Selecting, Training and Developing Employees

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Chapter 7- Recruiting, Selecting, Training and Developing Employees

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Personality test based on Jung and Briggs Myers typology

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Online test based on Jung and Briggs Myers typology provides your personality formula, the description of your type, list of occupations, and option to assess your compatibility against any soulmate

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Caliper Talent Management | Hiring Assessment

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Caliper Discusses Employee Selection on Fox's Career Accelerator

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An estimated 70% of American employees are unhappy in the workplace, and it's costing their companies billions every year. As an employer, how can you maximize your investment in human capital? It all comes back to the employee selection process-and in particular, the human capital metrics you assess during the interview.

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Chapter 8- Managing A New and Diverse Workplace 

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Chapter 8- Managing A New and Diverse Workplace 

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The Caliper Profile - The World's Most Advanced Personality Assessment Platform

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Uploaded by Shaun Farrell on 2016-03-28.

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How many of your employees can't wait for their next performance evaluation? Chances are...not many. And those who are pining to be reviewed are likely in a situation where they are hoping to turn their positive performance into reward - in essence, they're using the review as a justification and acknowledgement of their great work (they're like the golden retriever employees - they know their great...and hey, I'll take a treat now).

Check out this article which details effective employee engagement. I think in many ways its right on - and it accurately portrays what successful organizations are likely already doing when evaluating employees. But here's what it doesn't say...and what most organizations aren't doing:

Conducting employee performance evaluations and linking performance management to...wait for it...the actual employees! I'm not talking about abandoning benchmarks or company/dept wide metrics...I'm talking about honing in on performance evaluation in a way that makes sense for each employee.

And that goes to individually understanding employees . Do you expect that an employee with a Conceptual thinking style is going to approach stated goals the same way as a very Structural, process-driven person? Probably not...so why evaluate them the same way? Here's the key:

Don't evaluate the process - different employees are going to get there different ways.

Provide reachable (yet stretched) goals for each employee - that means a deep discussion around how they work and what will provide satisfaction and business results

Connect goals and performance to an individualized plan - tie goals to their personality and strengths - not yours or the organization's.

Think about how these steps can take your employee performance evaluation to a more productive level.

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Employee Performance Evaluation: What you're Probably Not Doing

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How many of your employees can't wait for their next performance evaluation? Chances are...not many. And those who are pining to be reviewed are likely in a situation where they are hoping to turn their positive performance into reward - in essence, they're using the review as a justification and acknowledgement of their great work (they're like the golden retriever employees - they know their great...and hey, I'll take a treat now).

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Employees first, customers second | Vineet Nayar | TEDxAix

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One of the most common management challenges involves how to effectively manage all kinds of different people, not just people who look and think as we do.

Which is why I was interested to see new research (from Robert Half) on generational differences in the workplace. Anything that encourages managers to think analytically and creatively about how to better understand their employees is constructive reading, far as I'm concerned.

The research, which involved phone interviews with CFOs, examined workplace differences among different generations, with respect to key business attributes.

CFOs were asked: "In which one of the following areas do you see the greatest differences among your company's employees who are from different generations?"

The responses: 30% said "communication skills," 26% said "adapting to change," 23% responded with "technical skills," 14% responded with "cross-departmental collaboration," while 7% noted "no differences." Additional high-level findings were as follows.

Communication style. Baby boomers were perceived as more "reserved," while generations y and z (often just called millennials) tend to favor more "collaborative" and "in-person" means of interacting. This is consistent with other studies showing that millennials, overall, relate far better to a coaching style of management than to a more traditional top-down authoritative approach.

Adapting to change. Generations x and y often view change "as a vehicle for new opportunities," according to the study, while gen z simply "is accustomed to change and expects it in the workplace." Though the study didn't comment on it, I'd expect boomers to be the most jaded and cynical about change, since many of them saw in the course of their own careers a transition from a relatively stable work environment to one where cost-cutting and frequent reorganizations became the norm rather than the exception.

Technical skills. No surprise here. The research examined employee-development-related methods, and found, as one would expect, that boomers and gen x liked to learn via "traditional instructor-led courses or self-learning tools," while millennials preferred "collaborative and technology-centric" vehicles. Exactly what would be expected given the current omnipresent relationship with technology and the value placed on personal coaching.

"For years employers complained about how the work styles of millennials were disrupting the workplace," the research noted. "We now know, however, they simply have different outlooks, and the resulting changes from employers, such as new communication methods and enhanced work-life balance offerings, have benefited companies and employees alike."

What specific managerial tactics can be used to get employees of all ages working productively together? The study offered a number of ideas; following are the ones I liked best.

Mix and match project teams. Use team make-up as an opportunity for team building. Think in terms of "complementary skills and diverse perspectives. This can prompt innovation and new problem-solving techniques."

Let newer professionals take the lead. A good tactic. It can be a way of integrating newer/younger employees into the operation, and enabling them to share their own skill sets and background. "Invite team members from all generations to share their unique areas of expertise."

Go off-site. Anything that shakes up usual patterns of behavior and takes people away from their daily routines can be productive. It gives employees a chance to get to know each other better in a less formal setting.

Customize your style. In successful management, one size doesn't fit all. "Staff possess common attributes, but they also have individual needs," the study noted. "Tailor your management for each person's strengths, personality and aspirations."

Ultimately, it's this last point on customizing style that I feel is most important. While it's always helpful to gain awareness of broader workplace trends, such as insights from this generational research, at the end of the day all management is individual, and effective managers intuitively understand this. The micro-level employee-manager relationship is a difference maker. What matters most, regardless of generation or gender or ethnicity, is how well you understand your employees as individuals... what motivates them and what doesn't... what personal hopes and fears and dreams drive their attitudes and engagement.

This is the thread from which the day-to-day cloth of productivity is made.

* * *

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How To Manage Generational Differences In The Workplace

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One of the most common management challenges involves how to effectively manage all kinds of different people, not just people who look and think as we do. Which is why I was interested to see new research (from Robert Half) on generational differences in the workplace.

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The Surprising Solution to Workplace Diversity | Arwa Mahdawi | TEDxHamburg

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Most performance reviews tend to go fairly smoothly, if conducted properly-and that means with compassion as well as objectivity. But some employees will become confrontational when their review is not as positive as they had expected. This can create a challenging situation for a manager.

The following is a performance review dialogue centered on such a situation. Notice how the reviewer manages to stay calm, does not get sidetracked by the employee's interruptions, and persists in carefully outlining the pluses and minuses in the employee's performance.

Note that this dialogue is especially short. Dialogues should generally be longer for full-time employees and allow for substantive two-way conversations.

Manager: Hello, Kathy. Please have a seat. How are you today?

Kathy: To be honest, I'm a little nervous.

Manager: That's normal. I tense up before my reviews, too. Kathy, you have been with the firm for a while now and I very much appreciate your work. You work well with our customers in a variety of situations. You are also very pleasant to have around the office, and you are one of those people who help make our office a good place to work.

Kathy: Thank you.

Manager: Overall, Kathy, your performance throughout the year has been satisfactory, and I am pleased about that. In fact, some aspects of your performance are strong . . . but there are some other aspects that could use some improvement . . .

Kathy: Satisfactory? The customer surveys indicate that customers are very happy with our customer service!

Manager: That's certainly correct! You deserve a lot of credit for the wonderful results on that survey! Not only does it reflect on your ability to provide high-quality service, but it also reflects very well on your ability to motivate the two people who report to you and . . .

Kathy: So why is my performance only satisfactory?

Manager: While the quality of customer service is very high, efficiency has fallen and your department is way over budget. We have discussed this throughout the year, and as you know, we have had to add temps during the busier periods to keep up with the calls.

Kathy: I know we are slightly over budget, but my job is to keep customers happy, and there's no question about how happy they are . . .

Manager: Yes, Kathy, I hear you and understand what you are saying. I do, however, also have to be concerned about costs. Primarily because of the temps, we've ended up a full 23 percent over budget. Our average number of calls handled per customer service person has fallen from twelve per hour last year to just under nine this year. That's a falloff of over 25 percent. You do need to work at improving the quantity of calls handled.

Kathy: I don't understand. I am working as hard as I can and I just don't see how I can do any better.

Manager: Kathy, I do want to reiterate that overall your work is good-it is satisfactory. If you would like, I would by happy to sit down and try to brainstorm with you how you can shave some costs while also keeping up the excellent quality of customer service that you are delivering.

Kathy: So what kind of salary increase will I be getting?

Manager: Effective immediately, we are bumping up your pay by 5 percent.

Kathy: I think I deserve more. I really expected more.

Manager: I think you are very capable. And I will be happy to work with you to brainstorm with you to decrease costs. I think it will be a lot easier to decrease costs than if instead we had to work at increasing quality.

Kathy: Well, I will do whatever I can.

Manager: Thank you, Kathy. I appreciate that. I do appreciate your work. I appreciate having you working with us.

Takeaways You Can Use

Don't back down when your honest appraisal is weaker than the employee expected.

Offer specific examples if you think the employee will be disappointed with the review.

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Most performance reviews tend to go fairly smoothly, if conducted properly-and that means with compassion as well as objectivity. But some employees will become confrontational when their review is not as positive as they had expected. This can create a challenging situation for a manager.

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As we move into the fourth quarter and end of the year, it is performance review time at many companies. Even if your company already has a specific structure for its performance reviews, you want to design your own agenda - you will always be your own strongest career advocate. Here are nine items you want to cover in your year-end performance review:
1. Your accomplishments
Do not assume that your manager remembers what you accomplished or knows the extent of what you did when it's a group accomplishment. Throughout the year, keep a file of emails citing you for a job well-done or customer testimonials or presentations or other output that you produced. This can provide tangible evidence of your claims and a good reminder so you don't forget anything. If you haven't been keeping a brag file, start now! For this upcoming review, use the calendar to jog your memory - review past appointments and presentations so you remember everything you worked on and can highlight the best of what you did.
2. Your day-to-day responsibilities
Specific wins are important, but so are ongoing, day-to-day responsibilities, and you can't assume your manager knows everything you're doing here either. With restructuring and roles getting combined, you might have taken on much more than your manager remembers. Your annual review is the perfect time to confirm with your manager how much responsibility you have.
3. Areas to develop - skills and qualities
Many managers actually have a tough time giving negative feedback, so if your review has nothing critical, do not assume it's because everything is just fine. Even if your job is not in jeopardy in any way, you still want to find out what you could be doing better for your own professional and personal development. To this end, ask about specific skills - e.g., analysis, presentation, communication - as well as qualities -- e.g., attitude, enthusiasm - you should work on. Let your manager know that you would appreciate this candid information so you can improve. This invitation to feedback can put your manager at ease and hopefully yield some useful insights. Where possible, ask for specific examples where you fell short or a negative quality surfaced, so you you're clear on exactly what you need to work on.
4. Strengths - skills and qualities
On the flip side, you also want to hear what went well - skills and qualities, both with specific examples. You want to be able to build on your strengths. You also want to understand what your manager values. You may be doing something your manager loves that you don't realize is important - for example, the way you summarize your project updates. If this is the case, you may be able to bring that reporting style into other things you have to present.
5. Priorities for the company
In addition to better understanding what your manager values, you also want to understand what the company prioritizes. The year-end review is a great time to clarify with your manager what the current company priorities are and what, if any, changes are on the horizon. You can let your manager know that you want to make sure you're working on the highest priorities.
6. Career next steps
Having a discussion about company strategy and what you should be working on is a great transition into discussing your overall career plans. While you don't want to seem like you're looking to replace your manager, you also want to show you're invested in the company long-term. Soliciting your manager's help in planning the next steps for your career is a great way to show you're committed, while also getting your manager's input on what's next for you and what you need to do.
7. Immediate next steps
You want an action plan for what to do in the next month, quarter, and year. Don't just talk in general about your career path. Ask your manager for specific things you should focus on and the timeline for getting these done.
8. How your manager will help
As you discuss your long-term career and immediate next steps, you can at this time solicit your manager's help in getting there. If there is a specific skill you need to develop, ask for a project that uses that skill. If you need a bigger assignment or a cross-functional assignment, ask your manager to put your name up. If you are nearing a promotion opportunity, ask your manager to clarify the process and to offer support.
9. People you should know
Another way your manager can help you is by introducing you to people you don't normally work with day-to-day but would be helpful for you to know. Your performance review is a great time to mention your interest in building your network and getting your manager's advice on who to meet and even possible introductions.

Don't just go through the motions of your year-end performance review based on however the company happens to structure it. Build an agenda with these nine items so you get the feedback, information and support you need for your development, advancement and long-term career success.

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Nine Things To Cover In Your Year-End Performance Review

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Don't just go through the motions of your year-end performance review based on however the company happens to structure it. Build an agenda with these nine items so you get the feedback, information and support you need for your development, advancement and long-term career success.

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TEDxFruitvale - Arturo Rodriguez - Why We Need Unions More Than Ever

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The puzzle of motivation | Dan Pink | TED

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UNIONS:  DO YOU UNDERSTAND HOW THEY REALLY WORK?

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Some people love unions. Some people say unions are no good. This video does a spectacular job of showing what happens with public union employees, our taxes and their money. Also, how are politicians involved in all this?

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Union vs Non Union - There is a difference!