INTRODUCTION
Nowadays a key success to an effective management of any organization is flexibility and creativity of the workforce, therefore hiring potentially brilliant candidates is an important step in human resources management. Taking into consideration a contemporary vector of human development, which is certainly globalization, people are more and more facing the challenges and benefits of diversity at the workplace. Generally speaking, diversity comes from different national roots, social and economic backgrounds, as well as individual views and lifestyles. More companies came to understanding a vitality of diversity through an increased productivity of their organizations, which practically proved that not only can a conjunction of different standpoints and backgrounds cooperation together, but also bring the companies to fruition. But since a tendency towards globalization requires interaction among certain diversified group of employees, it is necessary for hiring managers to put together different backgrounds for the sake of being more competitive.
A skill to organize an internationally diversified group of employees is one to be adapted by managers in order to create a multicultural work environment, where there is always a place for different views and no free space for stereotyping and biased way of thinking and evaluating people.
DIVERSITY IN HUMAN RESOURCES MANAGEMENT
Understanding, recognizing and respecting differences of people around us expresses an achievement of our civilization, where people are able to accept and tolerate other’s views, ethnicity, social and economic class, gender and physical constitution (Green, Lopez, & Kepner, 2009). As far as our modern society is complex and rather diversified, managing diversity is one of the main components of a successful workforce for all managers. Statistically speaking, more diversified workforce equals more creativity, more fresh ideas and different experiences, which is able to increase company’s competitiveness sharply.
An importance of different lifestyles in the workforce
It is obvious for hiring managers to realize that different backgrounds and nationalities have different lifestyles and beliefs, which in turn shapes their behaviors at the workplaces. Naturally, diversity is something that each individual has to think about and adapt this idea. But hiring managers should not only support the economic statuses, different native languages or other minority groups, but rather value each individual and erase a stereotyping in mind. Alternatively, if the workplace supports any kinds of diversified lifestyle, each employee would be eager to reveal its individuality and shape into real professional. A task for hiring managers is important, since they need not only to respect individuality of each other, but also to create such environment, where each individual is willing to integrate into and be inclusive into organization.
Globalization is a unique experience for our generation, when we are making things differently in terms of organizing our work time, using a plentiful of modern technology and shaping different workplaces (Green, Lopez, & Kepner, 2009). A free way for workforce around the globe, equal opportunities for all social groups and demographic changes imply us to tolerate uniqueness of different individuals. Truly, modern companies can track their increased revenues, brought by creative ideas and devotion of employees. It is quite obvious that to increase productivity it is necessary to operate with different tools. In this case diversified workforce is another tool to operate with. Finally, multicultural and international communities are working in a far more efficient and creative way.
It could appear challenging for managers to recruit employees with different lifestyles and backgrounds. Eventually, it is important that managers realize harmful consequences of any kinds of discrimination and avoid it while recruiting. Prior to hire employers it is vital that a manager is aware of its own biased way of thinking or any prejudices, because it might make a footprint on evaluation of potential candidates. That is a huge responsibility to acknowledge, whether this individual will be fitted within organization taking into account his or her abilities and all personal aspects. Thus, human resources managers should be trained accordingly, which could help them evaluate and recruit the right candidates regardless their backgrounds, statuses and lifestyles.
Strategies for retaining individuals with different lifestyles
Top talents usually are attracted for the workplaces, where a friendly environment, efficient performance, as well as place for individual creativity is provided and serve as a driving force for achieving high results (Morgan & Howard, 2008). On one hand, it is crucial to attract top talent into your company, but from another side, it is far more detrimental for managers to make them stay and treat them accordingly. First of all, a manager should learn how not just to manage an organization, but to lead it. It involves sculpting his/her personality, technical and managerial competence, character and composure, as well as respectful attitude towards people. Employees should feel that their devotion and contribution to work are valued and needed. It often happens the workplace that managers highlights brilliant stars, while take those employees, who constantly deliver required results, for granted. This kind of treatment usually makes experienced and competent employees leave the companies. Instead, hiring managers should recognize that ‘’stars’’ are those whom the company cannot achieve the same high results without.
Another idea to keep top talented employees is to understand what truly motivates them and challenges (Brannick, 2001). It is a commonsense that after some period of time the same type of work can discourage devoted people and they might be willing to seek for better opportunities outside of the company’s walls. In this case it is possible to involve them in extra activities or put their energy in additional fields of the company. For example, that could be delivering a ‘’green’’ projects for engineers and encourage them to put efforts in tackling environmental problems. Alternatively, some knowledgeable and experienced employees could be motivated by mentoring, where they can transfer their skills to youngsters and enjoy themselves in teaching. Some social tasks or extra activities could be also motivating for some individuals. Finally, it is important for managers to learn more about their top talents and keep them challenged; otherwise they turn away to other opportunities.
Trainings for employees
The Golden Rule or equal treatment of employees
Moreover, an attitude of equal treatment of all the employees proved to lead to less competitiveness and low results (Von Bergen, Soper, & Parnell, 2005). Rather, it is fair to treat employees according to their value and contribution to the success and operation of company. The Golden Rule, as a basic principle of treating others as one wish to be treated oneself, corresponds to a behavioral manner between an employee and a manager. That implies that a manager should value an employee according to the competence and results, which are delivered by this employee, avoiding intolerance and discrimination.
CONCLUSION
Globalization has already created a diversified workforce in the companies, where this issue has to be studied and treated avoiding stereotyping and discrimination. Diversity at the workplace can be as beneficial, as challenging, but finally it brings higher productivity through enhanced flexibility and creativity of employees. Diversity results in different experiences, which are valued in operation of the companies. Hiring managers should be equipped with high competence and provide top talents ways and opportunities for motivation and challenges. It is crucial to attract brilliant candidates, create a friendly tolerating environment and boost their potential in order to achieve high results for companies.
References
Brannick, Joan. (2001). SEVEN SRATEGIES FOR RETAINING TOP TALENT. Journal of Business Strategy, ISSN 0275-6668, 2001, Volume 22, Issue 4, pp. 28 – 31.
Green, K.A., Lopez, M., & Kepner, K. (2009). Diversity in the workplace: Benefits, challenges, and the required managerial tools. Retrieved on March 15, 2011 from http://edis.ifas.ufl.edu/hr022
Morgan, Howard J. (2008). I hired you, you're perfect now stay! (the top ten list for retaining top talent). Business Strategy Series, ISSN 1751-5637, 2008, Volume 9, Issue 3, pp. 119 – 125.
C.W. Von Bergen; Barlow Soper; John A. Parnell. (2005). Workforce diversity and organizational performance. Equal Opportunities International, ISSN 0261-0159, 2005, Volume 24, Issue 3/4, pp. 1 – 16.
