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Introduction
InterContinental Hotel Brisbane made an initiative for indigenous workers in the creation of an exclusive unit which provide special arrangements and services. They even have their own hiring unit and room for such purpose. Other workers have reacted to this situation and have imputed racial discrimination. This case will be examined in the light of equal employment opportunity (EEO) and diversity.
Equal Employment Opportunity
There are three approaches one can take for equality and diversity: liberal, radical and diversity. In this situation, the approach is just liberal with the principle of positive action. This means only some assistance is being provided to the minority and in our case, it is in the form of the special hiring unit and room. A radical approach would require an equality of outcomes rather than just efforts such as quotas on new hires. A diversity or ‘transformational’ approach (Baker, 2015) would be organization-wide and structural. Developments would be mentioned in goals, audits and reports.
If the nature of assistance is simply to overcome the disadvantages of being indigenous, then we can surmise that this is an acceptable form of EEO wherein the objective is to provide an equal chance to perform well and be promoted. Barriers like language and culture are neutralized so that workers are evaluated solely on talent and performance. The room may not necessarily be permanent until the time comes that a diversity culture has already been firmly planted.
In terms of typology in handling discrimination, IHB is a compliant organization with some positive actions. It has gone higher than negative or minimalist organization wherein neither words nor actions have been observed to promote diversity (Kirton & Greene, 2010). The setting-up of a hiring unit and room for the indigenous is limited and targeted act. To be considered a comprehensive proactive organization, IHB must show that it has established a good business case for promoting anti-discrimination and has created targeted programs that are practiced company-wide. (French, E. (2001)
So far as Australian typology is concerned, it satisfies both legislative and non-legislative means for indigenous persons. It upholds human rights by being anti-discriminatory in hiring them. It also practices social justice by providing equal opportunity. The indigenous unit and room helps level the playing field and it is proof that IHB proactively manages diversity. There are still adverse reactions so IHB has not yet transformed its culture to value diversity. The complaints give a chance to IHB to start advocating diversity and include it in the company culture.
One problem is that IHB has not yet communicated formally or informally the status of the indigenous unit and room to the organization. It is necessary because it is conspicuous and raises immediate questions among workers. Without clarifications, it can easily be interpreted as preferential treatment to the disadvantage of mainland Australians. The status should state the policy that led to the creation of the hiring unit, assignment of a special room, rules pertaining to the use and the caretakers and users. This act of transparency would remove negative speculations on hiring patterns. At the least, the indigenous facilties can be the start of IHB having an “identity-blind” HRM. (Manoharan et al., 2014)
Managing Diversity
Like any IBH is subject to Australian anti-discrimination laws and it has to be ready when the presence of indigenous employees increase through time. In short, it needs to learn diversity management avoids workforce problems like these complaints about exclusive facilities for indigenous employees. A foundation has first to be established and that is to ensure that all HR policies do not include or imply any sense of preference to any nationality or ethnic group. This will prevent from any diversity issue, no matter how small, to spill over to other issues which though are not related, can be used to magnify the problem. Only then, can you focus on explaining the indigenous facilities as assistance to a group of people who have potential to contribute more to the organization.
The complaints about the indigenous facilities in IHB are a case of increased conflict as an impact of diversity in organizations. This is the effect when an organization’s actions are not supported by policies and communications. The current workforce does not yet have a sufficient appreciation of diversity and without factual information, are susceptible to wrong notions. Other effects are positive such as cultural change, increased flexibility, increased creativity and innovation that come from people from different backgrounds.
The setting-up of an HR unit for indigenous people is a progressive move for IBH. The voicing of complaints is also an opportunity to articulate the business case that management recognized when they approved the indigenous facilities. Presenting IBH as a diversity-abiding company can create a larger job resource pool comprised of minority people. This can assure a more reliable supply of labor and a better position to negotiate wages. Indigenous people are more motivated and loyal in appreciation of the opportunities for livelihood. Lastly, a company with diversity creates a positive public which can create more business.
IBH can raise the ante for diversity management using this situation. Firstly, it should continue with its program of indigenous hiring and using the related facilities. The greater presence of indigenous people will acclimatize the existing work force and push them confront diversity issues. It should start diversity training for all employees so overall performance can be maintained with understanding and collaboration. Management should be proactive with cultural audits that will prove of the diversity program is effective. Finally, all diversity practices should be supported by policy and systems. (Mor Barak, 2005)
IBH should also make its diversity program as solid and as comprehensive as possible. This includes a thorough review of the laws and regulations that can be applicable to IBH (Equal employment opportunity, n.d.). A study of the cultures of the possible groups that can join IBH can help the HR to manage employees.
Conclusion
The complaints being raised by employees is a good chance for IHB to educate employees on diversity and equal employments. It is also a chance to start a culture of diversity that will benefit the company in terms of business and reputation. Diversity management can go through progressive stages but it requires planning, patience and strong management support to succeed.
References
Baker, D.T. (2015, March 12). What is the next approach to diversity management?. ACCA Blog-Insights. Retrieved April 28, 2016 from https://blogs.accaglobal.com/2015/03/12/what-is-the-next-approach-to-diversity-management/
Equal employment opportunity & anti-discrimination. (n.d.). Business, Auistralian Government. Retrieved April 28, 2016 from http://www.business.gov.au/business-topics/employing-people/Pages/equal-employment-opportunity-and-anti-discrimination.aspx
French, E. (2001) “Approaches to Equity Management and their Relationship to Women in Management” British Journal of Management, 12(4) 267-285.
Kirton, G. and Greene, A-M. (2010) The Dynamics of Managing Diversity Elsevier.
Manoharan, A. et al. (2014, August). Identity-conscious vs identity-blind: Hotel managers’ use of formal and informal diversity management practices. International Journal of Hospitality Management, Volume 41. New Delhi: Elsevier Ltd.
Mor Barak, M. (2005) Managing Diversity, Sage.
