Throughout the world it has been found in the corporate business that a wave is increasing towards the diverse workforces. It has created an environment to give an equal opportunity to all walks of people irrespective of race, sex, religion, colour, communities and ethnicities. Multi -National Corporations(MNC) as well as the domestic organisations are now adopting their strategies for the recruitment of diverse workforces. The global business trend is changing with lots of dynamics every day and the recent developments explicitly favour the engagements of employees with variations like multi-ethnic entities or different age groups.
In this backdrop, it is imperative to see an in-depth analysis on the development and support of a diverse workforce in the organisations with case studies and analysis of such methods with the theoretical explanations on business and social studies so far the models are widely used. For the analysis on the diverse workforce management and talent management strategy two different case studies have been selected from corporate business arena-Tesco and McDonald’s. The reports on these two organisations will be analyzed with the light of theories and models widely used for the better explanation of the diversity and talent management in the field of research on social studies.
Literature Review: An overview on ‘Diversity’ and ‘Resourcing and Talent Management’
Diversity often indicates individual skill and it is seen that variation in human beings and workforces increase the productivity and creativity in an organisation. It is a new parameter in business sector that really reflects the changes of minds in employees and the consumers. It is not confined to employees rather it encompasses whole business entity. It is widely reflected in the definition of diversity where CIPD defines diversity as “Valuing every one as individuals- as employees, customers and clients.”(www.cipd.co.uk).
Diversity thus play a vital role in recent business strategy. With the expansion of migration and new settlements new thoughts are brought to light with common ideas. It focuses on the demographic changes and increase the demands to evaluate new ideas and culture or a hybrid sensations. So they can be engaged in a planned way in an organisation. We find that in big organisation a systematic effort should be given for the recruitment and retaining employees from a diverse demography.
Kandola and Fullerton(1998) explains more detailed on the diversity describing it as a visible and non-visible differences that indicates age, race, disability and sex in a society where all these differences are determinant for a productive environment in an organisation who can be utilised to meet the organisational goals. Now it is a discussion how to maintain this diversity in a system or how the process can be done. Clements and Jones(2002) expresses differently that the process can be adopted on a model where a good training will recgnize and engage the diverse people to have an idea attitudes , beliefs and prejudices of such community.
Diversity is often related to equality or equal opportunity which in UK is protected by different laws – Equality Act, 2000, Human Rights Act, 1998 , Employment Equality (Age) Regulations 2006, Protection from Harassment Act 1997, Part time Workers(Prevention of Less Favourable Treatment) Regulations, 2000, Equal Pay Act, 1970 , Sex Discrimination Act 1975, Race Relations Act 1976, Disability Discrimination Act 1995, Employment Equality (Religion and Belief) Regulations 2003, Employment Equality (Sexual Orientation) Regulations 2003. And also Article 13 of European Union which says that the Commission can take the initiative altogether in the context of discrimination and send it to the European Parliament for taking measures against any sort of discrimination in the form of racism, ethnicity, religious faith or any other beliefs, sex or any sexual structure, disability or age groups as well as the UN Charter with the Convention of the Elimination of all form of Discriminations Against Women(CEDAW).
Diversity management includes lots of issues that incorporates national and international laws as often can be seen in an organisation in the form of discrimination in age, payment , workplace equality, religious doctrines and barriers, indirect discrimination like harassment to women or disrespect to ethnical minorities, and finally the work-life balance of an employee. Nowadays , the employees are conscious of caring the families that often gives a deep concentration on the work-life balance of skilled workers for retention. The right to flexible working, maternity and paternity leave, recreation leave all these have the same influences on the work-life balance of an employee. That’s why the management of a diversity is crucial for a manager in an organisation and that can well be done with talent management where inclusion of diversity is seen as a maximisation of human resources. “The inclusive philosophy of managing diversity is not a collection of management initiatives, it is a driving force for change.”(Pilbeam and Corbridge, 2010, P-227).
Resourcing and Talent Mangement:
For the development and management of the diverse workforces in an organisation it requires to employ the technique of talent management strategies. It will focus the extent of the business and the evaluation of the workforces. According to Hayes, “The strategy ( diversity or otherwise) must be based on the will of human resources , strength, and culture of the organisation.”(Hayes, 1999, p-9). He further emphasised on the support and concern of the top management of an organisation to have a successful result in an organisation.
So, nowadays the HR Managers are applying talent management to utilise the creativity of the diverse workforce. A talent management includes the organisational performance of an individual who is being considered to have accomplishment of making differences by the potentialities and intelligence.
“Talent management is an integral approach of attracting , identifying , developing, engaging, retaining , and developing those individuals with specialised value to an organisation which might be for their high potential for the future or their ability to fulfilling business or operational goal in a critical situation.” (Chartered Institute for Personnel Development, Factsheet : 2011)
Talent strategies are thus applied to the recruitment and training and management of the employees to increase the business capacity of the organisation and finally achieving the goals. It will maximise the benefit of the diversity for the best output of the organisation. These include the roles of hiring, performance management , succession, reward, retention, and HR planning. Again, it focuses on the efficiency how a diverse workforce can be controlled with law , ethical and professional practices, redundancy and dismissal activities fairly, the management of retirement and compensation of such employees. Sometimes, it implies more than a clear understanding of the corporate vision and direction.
The most striking and salient feature of talent strategies are -HR planning and Succession planning. Human Resources Planning consists of the management of employees, the need of labour, the determination of skill and expertise required for an organisation. It also includes cost of labour and operational engagement of employees in training and development. On the other hand, Succession Planning indicates a thoughtful design of the personnel in the hierarchy from bottom to top structure in such a synchronization based on the ability and knowledge so that there will be no vacuum in the ladder of the organisation in case of demise or retirement of an employee. It is done in order to ensure the employee engagement with ability and experience to fill up the senior role which can become vacant at any time(Taylor, 2010 p-295).