WORKFORCE DIVERSITY MANAGEMENT AND INCLUSION TOWARDS SUSTAINABILITY

Author: Dr Senani D. Rajamanthri

ABSTRACT

Workforce Diversity Management and Inclusion Towards Sustainability. Whether building environmental resilience, addressing climate justice, or building inclusive knowledge platforms, the impact challenge calls for sustainable business transitions that are realigned with societal priorities. Therefore, it is time for researchers to start with actionable insights and share their reflections with colleagues and the industry networks that they contribute to sustainable, realigned business models. With the advent of globalisation, organisations are becoming increasingly global and innovative. HR managers face challenges while building productive, cohesive workforces at the workplace. Gathering a diversified workforce in one place raises questions about inclusive culture, religions, traditions, norms, and values. Consequently, it is essential to address such challenges to sustain one’s position in the industry and remain competitive. An effective HR strategy entails screening, training, pay, and other human resource policies and practices using technology and other resources to overcome the challenges of globalisation and its increasing pace toward diversity management, leading to sustainability.

In recent years, diversity management and inclusivity have gained momentum in Australia as a means of achieving sustainability. However, it is apparent that managing diversity prevails early and requires more attention to inclusion in the strategising and management of diversity. Therefore, this study aimed to understand the level of workforce diversity management and inclusion in sustainability in the Australian context. The research question emerged as: ‘What is the level of awareness in diversity management and strategies in managing diversity?’.

The methodology in this study is an explanatory design utilising the current research available in the literature, which focuses on both positivism and post-positivism based on Objective and Subjective ontology. The epistemological stance of the sample was based on both hypotheses and reality (rich accounts), and the methodology of the selected studies was based on descriptive and explanatory approaches, followed by mixed quantitative and qualitative methods. At the same time, data collection included statistical techniques, in-depth qualitative methods, case studies, and focus groups. The analysis was based on a critical evaluation of the current literature on workplace diversity, which was conducted with a combination of exploratory and descriptive research designs in which qualitative and quantitative research methods were utilised by the respective organisations considered in this explanatory research.

Among the sample, most research studies found that workforce diversity could have been well-understood and appreciated, especially by non-HR managers, as per the research findings. Organisations generally need to prioritise workforce diversity management and strategising inclusion, and levels of senior manager engagement are tentative. Further, most surveyed subjects in these studies believed they had the skills required to address diversity issues, yet had not received any training or key performance indicators relating to diversity. They acknowledged that their approach to diversity is intuitive. They were receptive to further skill development in diversity management if the value could be demonstrated. However, observing research limitations/implications is essential: as an exploratory study, additional research is encouraged to better understand the cause-and-effect relationships of the findings in this study. The challenge of fostering inclusion and contribution from an increasingly diverse workforce is of increasing relevance. Therefore, the literature reveals that mere training alone is insufficient to develop a manager’s ability to manage diversity. Coaching combined with training would be an appropriate approach to raise awareness and create lasting behavioural change towards inclusivity as a strategy leading to sustainability.

There are practical implications for HR managers or those in related roles who might design, implement, and promote workforce diversity management initiatives for sustainability. Further, there are implications for consultants, employees, and senior managers regarding education, awareness, and support for diversity objectives. However, the subjects who had participated in most surveys opined positively towards sustainable diversity management strategies, especially inclusion-based policies, procedures, and organisational designs, yet awaiting more training and mentoring sessions while implementing ongoing monitoring mechanisms.

Keywords: managing diversity, inclusion, sustainability, HRM, Multiculturalism

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