Increasing Workforce Diversity
With the changing world and shifting workplace behaviors, the workforce has also become increasingly more diverse, and these trends towards diversity will probably continue in the future. Increasing diversity along ethnic, racial and gender lines. Efficiently managing diversity has mostly been identified as one of the five distinctive features of a company that makes onto Fortune Magazine’s list of 100 best companies.
Diversity issues have multiple implications for HR professionals.
- First companies need to address ethnic, racial and other prejudices that might persist aswell as language differences cultural insensitivity.
- Second is the increasing number of women in the workplace, companies should strive to provide developmental opportunities that will prepare women for advancement into the senior positions/rank and provide a safeguard against sexual harassment.
- Third, the aging of the workforce highlights the importance of creating Human Resource Developmental programs that identify and address the learning-related needs of both younger and experienced workers.
Framework for the HRD process:
HRD intervention programs can be used to address a wide range of problems issues in a company.
They can be used to orient and socialize new staff into the company, provide relevant skills and knowledge and help individuals become more effective. To ensure the success of intervention programs, care must be taken when designing the targeted goals.
These HRD interventions programs should be designed using a four-step sequence or process:
- Need assessment
Need assessment phase
HRD programs are used to address some gaps or need within a company. A need can be either a current deficiency, such as poor employee performance or a new challenge that demands a change in the way the organization operates. For instance new legislation or increased competition. Identifying needs involve examining an organization, its environment, job tasks and employee performance.
Once the assessment phase has been completed, the next step is to translate the issues identified in that phase into clear goals and objectives for HRD programs. This should also facilitate the formation of clear lesson plans concerning what should be done in the program.
Selecting the right person to deliver HRD program is also a crucial decision, and it can be difficult, depending on the financial resources available.
If the organization employs a group of HRD professionals, the choice will largely depend on the work schedules and expertise of these professionals. However if the company does not have an HRD staff, it will have to rely on other people including co-workers, managers, supervisors and outside consultants.
Delivering any HRD program generally presents numerous challenges such as executing the program exactly as planned, creating an environment that encourages and enhance learning and resolving issues that may arise (conflicts between participants, missing equipments.)
Program evaluation is the final phase in the training and development process. This is where the effectiveness is calculated. This is an essential but often under-emphasized activity.
A careful evaluation provides information on participants’ reactions and responses to the training program, how much they learned from it, whether they applied what they learned back on their job and whether the training program improved the company’s effectiveness.
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