Diversity manifests itself in two aspects, primary and secondary. The former dwells on easily discernible dimensions such as gender, age, physical capacity or incapacity and race to some extent as these are the easily noted differences that can be picked on the initial encounter. On the other hand, secondary aspects dwell on matters that only become noticeable after an extended period of interaction and exposure to the individual and include dimensions such as religion, levels of education, racial bias and income levels. This therefore accentuates the view that in any work setting, every individual is unique in his own way, but also shares numerous characteristics with other employees, which may vary from biological to environmental components. In effect, workplace diversity is a double-edged sword, in the sense that it can simultaneously be a problem and disadvantage, but also be a solution that brings about several benefits that may provide it with the necessary competitive edge to beat its competitors and set the pace for the market (Thomas, 2004).

Due to the effects of globalization, interaction between people from diverse backgrounds, cultures, nationalities, religious and political affiliations have never been more pronounced and it is for this reason that through this paper, I will emphasize on the various diversities experienced in workplace settings and the resultant effects that it brings along. Furthermore, I will expound on the solutions requisite for a number of the consequential problems, aiming at concluding the expected effects of the effects of these solutions on their adoption and enforcement.

Introduction.

Numerous organizations, in their individual perspectives have proposed and implemented several policies, based solely on flexibility, enhancing creativity and openness to change for adoption of diversity experienced in their settings. In recognition of the inevitable revolution and transformation in the workplace, the urgency to enforce friendly workplace diversity policy guidelines brought about by both statutory requirements such as the stipulations in Employments and Labor Acts and the managements own volition to create an employee friendly work setting has led to the approval of various policies regarding the same. Nevertheless, handling workforce diversity still remains an elusive challenge given the learning and adjustment period required by most managers to familiarize and experience the skills required in a multilingual, multicultural and multinational work setting and equip themselves to transfer the same values to their peers and subordinates within their organization and beyond. This has however proved a difficult challenge given that diversity transpires across boundaries and limitations, and therefore equipping themselves with these requisite sills has become an impediment into their performance (Thomas, 2004).

Problem

Technology fluctuations at an incredibly fast rate and an organization’s ease in adopting and implementing these changes sets it apart from other organizations, with the same applying to individuals. This has resulted in the ensuing conflict between Millennials and the older generations in the workplace, given that the increase in the number of young workforce in several organizations, who also constitute the larger percentage, has resulted in a paradigm shift in operations, from the traditional setting to modern alternative models. Equally important to note is the involuntarily forced integration between the significance of diversity in the workplace on the corporate scene that has propagated uncertainty within work setting, with majority of the management finding themselves in uncharted diversity waters and lacking the necessary skills and experience to fairly and efficiently govern this model due to lack of training. Moreover, discrimination and biasness along diverse lines of age, gender, political or religion affiliations have over time become more pronounced and if not carefully managed may disintegrate several organizations. Besides, office politics and the fear of fair application of industrial and employee relations practices of promotion and transfer has hampered the mobility several individuals due to their fear of mistreatment by the host employers. In conclusion, managing diversity has brought about the attendant problem of walking the tightrope of managing the specific needs and cultural or religious requirements of individual or marginalized groups and constantly changing the organizational policies to accommodate them as and when they become due or necessitated by any change (Conrad, Parsad 2006).

Solution

Diversity in the workplace is a great advantage as it accentuates the value brought by the different nature of individuals and groups in the organization (Conrad et al, 2006). Therefore, the following solutions ought to be applied to achieve the advantages. Firstly, recruitment and onboarding procedures provide the initial avenue for application of the solution. Organizations should strive to recruit and employ individuals from diverse backgrounds as this eliminates a few minorities who feel more marginalized and potentially create a clique for themselves. By employing individuals from diverse backgrounds, religions, age groups, nationalities, diversity in essence becomes a commonality and therefore no longer a hindrance. Additionally, inculcating favorable policies and instilling the same to new employees during their onboarding process makes them familiar with the organization’s diversity policy and this eases the cooperation among individuals. Secondly, the organization culture can be used to solve the problem of workplace diversity using its components. Defined as a communal set of values reflecting the organizations’ undertakings and focus, organizational culture contains five modules of significance, practice, virtue, vision and history and organization may focus on these individually to enhance its workplace diversity policy. For instance, it may indoctrinate a history of non-discrimination irrespective of the difference, a practice of warm-welcome to all and a vision of attaining the most employee friendly work setting within its industry or geographic region.

Further, the possibility of setting up within the country side or opting for cosmopolitan urban setting. This means that those establishing across geographical borders and in urban centers are more exposed to workplace diversity as they have to engage individuals from diverse backgrounds unlike their companions who restricted their operations to the countryside setting and within geographical boundaries. Nonetheless, mentoring programs such as cultural or racial mentoring programs are vital as they orient employees from varying backgrounds to the new settings. This helps these individuals adopt better and faster to this new setting. Finally, training plays an imperative role as it brings to the forefront the benefits of workforce diversity, even further emphasizing the fact that resources spent on training outweigh those wasted due to poor ineffective performance and handling the diversity concept (Thomas, 2004).

Conclusion

Workplace diversity is an inevitable concept as it applies to all employees, embraces both similarities and differences and an integration of personality and dimensions, which if effectively managed, can result to organizational success (Conrad et al, 2006).

References.

Anthony, T. James B, (2001) Privacy, Technology and Conflict: Emerging Issues and Action in Workplace Privacy.

Alison K, Pushkala P and Judith P (2006) Handbook of Workplace Diversity.

Hays, Thomas (2004) Why now? The Contemporary Focus on Managing Diversity. The Psychology and Management of Workplace Diversity.