Diversity, Equity, and Inclusion
Hiring Practices
The idea of DEI is to foster a social atmosphere in which people’s uniqueness and distinctive traits are acknowledged, not disparaged, and never kept quiet. According to DEI, everyone can contribute significantly to society, regardless of gender, color, sexual orientation, ability, or socioeconomic situation (Griffen, 2020). In terms of this concept, Healthy Honey Farm was not successful in its first two generations because it was business-driven rather than people-driven.
There was a conflict in the second generation about hiring people outside of the family. As a result of family members’ stubbornness in hiring new, more qualified personnel, the company suffers a decline in profit. Consequently, the third generation decides to establish a governance process to attract new professionals and help the firm thrive. A principle of governance is part of DEI since it guarantees a proper attitude to every team member and ensures equity.
A family business advisor was invited to help solve this dilemma; however, they did not follow the proposed solutions. Most of the shareholders had different shares in the company, as they could not properly divide the assets in the beginning due to relying heavily on family bonds. However, they finally applied the diversification strategy in the end, allowing each stakeholder to receive the correct number of dividends.
In general, it seemed that the first generation cared for the inclusivity of all members. In contrast, the next ones viewed the company solely as a stock market without considering each other’s contributions. Health Honey Farm was not involved in spreading diversity, as it mostly hired family members.
Places to Improve Upon
Therefore, some actions could be taken to prevent family quarrels over business. For instance, the firm could have hired outside employees to boost its equity (Bombaro, 2020). Moreover, they should have avoided kinship-based conflicts by trying to accept and boost each other’s growth instead of pointing out negative personal qualities. Finally, all the rows could have gone away if the management team had considered everyone’s opinion on business operations.
Corporate Social Responsibility
Community and Social Initiatives
Regarding corporate social responsibility (CSR), Health Honey Farm is underdeveloped. CSR refers to a company’s development philosophy and the attainment of commercial success by the enterprise in ways that are grounded in moral principles and respect for people, communities, and the environment (Pérez, 2021). The first generation aimed to be sustainable by participating in charity events. The company directed 5% of its annual profits to charity, which became significant.
Two other generations became too business-centered and stopped participating in social initiatives, as it was a time of conflict within the firm. The management was so concerned with employment and financial issues that they ignored other agendas. Unfortunately, my actions did not bring Health Homey Farm success in terms of CSR because too many business quarrels impeded its sustainable development.
Places to Improve Upon
Nonetheless, the company could have achieved a lot by being socially responsible if it had taken some action. For example, it could have been beneficial if the stakeholders engaged in community projects such as charity or fundraising events (Wickert & Risi, 2019). By giving a small percentage of the company’s sales, its recognition and reputation would have been enhanced. In addition, further development is possible if Health Honey Farm takes part in environment-related programs. For instance, a bee preservation project is a great way to raise sustainability levels.
References
Bombaro, C. (2020). Diversity, equity, and inclusion in action: Planning, leadership, and programming. American Library Association.
Griffen, A. (Ed.). (2020). Challenges to integrating diversity, equity, and inclusion programs in organizations. IGI Global.
Pérez, A. (2021). Future advancements for CSR and the sustainable development Goals in a post-COVID-19 world. IGI Global.
Wickert, C., & Risi, D. (2019). Corporate social responsibility. Cambridge University Press.