Protecting Employees from Any Form of Discrimination

Protecting Employees from Any Form of Discrimination
Introduction
I am an HRM Consultant, and from time to time, I get the opportunity to write reports on trending topics, issues, and challenges that impact HR. In this particular instance, I have been employed by a Board of Directors for an online HRM Consultancy Company. This HRM Consultancy Company offers services and products to different organizations. The company prides itself as one of the best and seeks to gain a competitive advantage over its competitors through research. Often, the company will employ consultants to conduct investigations on trending topics and issues in HR to help ensure that it remains abreast with emerging issues. On this particular occasion, the company is seeking to understand what is happening in workplaces by asking that I analyze two case studies. From the knowledge gathered in the case studies, the company will then prepare a timely and strategic plan for HRM. The scope of the report is limited to two case studies, both addressing different challenges that have been reported to persist in the world of work. However, the report is likely to be limited in the sense that it only presents information from the two case studies. HRM issues are vast and traverse industries and countries. Therefore, limiting such a report to only two case studies limits the generalizability of the report. However, the report will make a concerted effort to address the issues identified in the two case studies and provide recommendations.
The report will be divided into different sections. The subsequent sections in the report are divided into four main parts. The first part will entail an analysis of the first case study by applying the CIPD model. The second part will entail an analysis of the second case study by applying the CIPD model. The third part will entail recommendations or solutions to the Board of Directors. Lastly, the report will provide a summary, which will entail an argument to the Board of Directors on why they ought to adopt the recommendations or solutions offered.
Case Study 1: Discrimination
Analysis
In almost all countries of the world, there are laws and Acts that are said to be protecting employees from any form of discrimination. However, as is almost always the case, a significant percentage of employees find themselves struggling in their workplaces because of discrimination. No matter how subtle or hidden, discrimination is felt, and some people end up feeling marginalized. In this case study, Duleesha details her ordeal and reveals how people sometimes would confuse her with her brown friend. The discrimination here is quite subtle but happens to send the message that her colleagues cannot differentiate between them, which is not entirely true because they do not look alike. Such acts leave some employees feeling distanced from their colleagues. In the end, an organization struggles to attain cohesion among employees and spends a lot of money training and developing inclusion within the workplace.
As per the CIPD model, purpose is at the center of everything and ought to be a force for positive change. Purpose brings about shared standards and values that help to ensure the workplace environment maintains high levels of effectiveness. However, discrimination is a disruptive force that fundamentally impacts purpose. Discrimination is greatly embedded in an organization’s culture, and as Sheridan (2017) indicates, culture greatly influences the retention abilities of an organization. The implication here is that the more an organization’s culture permits or allows the subtle discriminative language to persist, the higher the likelihood that good employees will find reasons to leave. In the case under study, Duleesha is an employee who is highly likely to leave such a workplace environment. Furthermore, with de Leon and Rosette (2022) indicating that women of color happen to have a hard time selling their discriminatory experiences, Duleesha’s only option would be to quit her job. This brings about the notion of empowering such voices and making sure that they are heard. If Duleesha or Conti felt that their voices were heard and that action is being taken to remedy the situation, they could feel more included and even embrace their workplace. Wilkinson et al. (2015) indicate that giving power to the unheard voices in the organization makes employees feel more appreciated and enhances aspects like employee loyalty, commitment, and performance while also reducing rates of absenteeism. Therefore, a focus on purpose and a commitment to driving change help to enhance the aspect of people as the pillars of an organization.
Additionally, in accordance with the core behaviors aspect of the CIPD model, organizations have an accepted approach whereby people feel valued and have a sense of belonging. Discrimination in the workplace is against all that the core behaviors of valuing people and working inclusively seek to promote in the workplace. Further, discrimination directly impacts employees as it makes them feel unwanted, and this directly impacts their psychological wellbeing. Conti, for example, had to leave her line of work after 17 years because she could not handle the pressure of feeling like she never belonged. Though there is a positive outlook regarding attitudes and laws of diversity and inclusivity, as indicated by Schloemer-Jarvis, Bader, and Bohm (2021), more needs to be done. As vulnerable employees, Duleesha and Conti needed the backing of their employers to help them survive their working conditions. An inclusive organizational environment is one where vulnerable employees are made to feel safe as human beings (Kirk-Brown and Dijk, 2015). What this does is send a message of people being valued and a commitment to working inclusively with everyone. It is unfair that the workplace environment should enhance the mental problems employees are facing. With psychological problems growing in their influence and impact, employees need to feel protected by their employers. Hennekam, Follmer, and Beatty (2021) seek to focus the attention of employers on the rising rates of depression and anxiety. The researchers indicate that organizations need to deal with mental illnesses in their employees to help combat and minimize any possible economic costs.
Recommendations/Solutions
Numerous strategies can be applied to help deal with discrimination in the workplace. Losing an experienced employee like Conti is likely to impact the performance and productivity of an organization. Therefore, organizations must spend money and time to ensure that their employees are not discriminated against by their colleagues. Education and training against discrimination and its impediments to production and performance can help ensure that employees understand the importance of each individual in the organization. In their study, Ravasi, Salamin, and Davoine (2015) write on the importance of embracing diversity in organizations. The researchers note that the more employees understand their colleagues’ values, the easier it becomes to work together regardless of multicultural factors that are often divisive. While looking to grow and enhance an organization’s competitive advantage, all employees must have a sense of belonging. While studying immigrants and their importance to organizations, Zikic (2014) indicates that skilled immigrants happen to carry a lot of career capital, and, therefore, are crucial assets to organizations. However, such employees only seek employment in working environments that guarantee them protection against discrimination. Though their value is high, they desire environments that focus on and guarantee their delivery and contribution in the workplace. Inclusive behavior ought to be encouraged within the workplace, and all employees should be made to feel like they belong (Nelissen et al., 2015).
Implementation Plan
The implementation of this plan should not wait for the times when employees have protested and complained about there being discrimination. Education and training against discrimination in the workplace should be a yearly endeavor. The education and training should encompass theory and practical lessons that illustrate how employees ought to deal with some of the daily, subtle, discriminatory issues in the workplace. For example, in the theory section, there should be lessons on stereotypes and their use in the workplace. The next phase should entail practical lessons involving a lot of interaction and illustrations. Considering that discrimination is a perennial problem in the workplace, training and education should be done semi-annually, and feedback on the same should be collected and implemented. As Rubin and Edwards (2018) indicate, appraisal systems are only as effective as the implementation forces behind them. Therefore, while the training continues, there ought to be feedback and implementation of the feedback to help ensure continuity.
Case Study 1: Problem: Lack of Transparency in recruitment
Analysis
In the second article, David Taylor explores the dark side of the recruitment industry. Taylor demonstrates that recruiters in Australia have become more focused on filling positions with individuals who can get the job as opposed to those who can do the job. In other words, recruiters are more concerned about the ability of a candidate to secure a job rather than their ability to perform the required tasks. This is a worrying trend considering that companies need people who can do the job. They expect recruitment agencies to deliver individuals who are qualified to undertake their tasks once they get the job. As a result, the recruitment agencies fail to ensure a principle-led approach. The CIPD model stipulates that all professional decisions should be influenced by a set of clear principles and beliefs (Falletta and Combs, 2020). In particular, the model indicates the need for work to be used as a force for good. When recruiters are more interested in filling job positions, they fail to acknowledge that work should be used to transform organizations and communities. Candidates selected in that manner will not use their abilities to better the interests of organizations and society. While the CIPD mode envisions work to help individuals in finding meaning, employees recruited using scrupulous means cannot use work to find mean...