Key Concepts In Managing Diversity In The Workplace

Managing diversity in the workplace is a highly complex, yet a critical task for leaders in all types of organizations. The research shows clear benefits to organizations that have implemented strong diversity programs, however, the research also identifies that challenges persist. The purpose of this paper is to discuss key concepts in managing workforce diversity, including demographics, strategies, leading multigenerational workers, and opportunities for an academic library that result in effective management approaches to diversity.

First, I’ll highlight demographic changes in the workforce and the impact on diversity and organizational culture in the 21st century. Second, I will discuss effective leadership and management strategies.

Organizations invest significant resources in efforts related to hiring, training, and managing employees with the purpose of creating innovative products, services, and outcomes. “The repercussions for not managing diversity would lead to lack of skills, competencies, and interests in employees, which will ultimately increase employee turnover and reduce individuals’ and organizations’ performance to a great extent” (Patrick & Kumar, 2015, p.2). A successful diversity program utilizes multiple methods for creating an environment that is receptive to each individual’s style of management, learning, and development. Training and education are positive, yet, powerful strategies that encompass all of the themes mentioned above and could provide meaningful and impactful changes to a diverse work environment. “Cultural competency emphasizes the idea of effectively operating in different cultural contexts and altering one’s established practices and behaviors to reach different cultural groups” (Ross, 2013, p. 116). It seems clear that finding effective strategies for managing diversity is vital to the success of any organization, but must be tailored to each organization’s specific priorities.

At this time we are experiencing four very different generations in the workforce (Harrison, 2007) and research around managing a multigenerational workforce is relatively recent. Each of these generations conveys distinctive characteristics and similarities in their mode of work. “For example, preferences for training and development methods will likely vary across the generations, as younger employees grew up using fast-paced technology and older employees are accustomed to face-to-face learning settings” (Mencl & Lester, 2014, p. 269). Notably, the Baby Boomer generation comprises 41% of the current workforce (Harrison, 2007) and will be retiring soon. In spite of older workers staying longer in the workforce (Harrison, 2007), the younger generations, X and Y are needing to be prepared to take on greater degrees of responsibility. The older generations with their expertise and knowledge are key factors in the success of the younger generations in any organization. While specific generational characteristics will change into the future as new generations evolve, the need to affirm the value of working with multigenerational groups is fundamental to developing successful organizational culture. Parallel to tailoring education and training to the individual, members of the multigenerational workforce