Introduction
Diversity is the difference personnel show. It enables coordination of services. It may lead to misunderstandings (Bertuch-Samuels, 2018). Religion is an example of diversity. Diversity can be challenging to manage. Thus, training managers on diversity is key.
Training Processes for Diversity during Recruitment
Training on how to avoid bias. Looking beyond culture fit is vital. A review of corporate policies is important (Davies, 2019). A standard interview process can be applied. Critical job postings that are clear. Personality test instruments are a key aspect.
Tackling Unconscious Bias
Bias comes due to inappropriate impressions. It may include candidates’ reactions (Nakamura & Nakamura, 2018). HRD should train managers to handle such bias. Bias can make women and minority be excluded. It comes as a result of prejudice. Managers must be neutral when recruiting.
Using Automated Processes during Recruitment
Automated processes can prevent bias effectively. They give less personal details (Stone et al., 2020). HRM can be trained to use auto interviews. Automated processes require random testing. It is useful in recruiting processes. Managers need to adopt the framework.
Looking Beyond Cultural Fit
Checking flexibility is an important process. Looking for unique attitudes can help (Teves, 2021). Spot values that may be relevant. Minority groups can bring key values. They can contribute significantly to business. Thus, managers should look beyond cultural fit.
Modernization of Company’s Policies
Use modern policies that engage women. Train how to include some neutral policies. Have programs that embrace diversity (Teves, 2021). Policies that are modern ensure neutral recruitment. A company that embraces diversity favors workers. Therefore, managers should embrace this aspect.
Standardization of Job Interviews
Train managers on how to maintain interviewers. Do not use the same gender panel. Have a list of questions to use. Non-standard interviews are not inclusive. Having a male-dominated panel may discourage women. Thus, managers should standardize interviews.
Offering Remote Working Chances
Have correspondence bases in remote areas. Select people who may work remotely (Nakamura & Nakamura, 2018). HRM should be trained to offer desired qualities to all people. Remote working opportunities are feasible. Including such people is embracing diversity. The aspect is important during recruitment.
Details in Job Posting
Do not be fixed in the details. Accommodate various group levels during recruitment (Davies, 2019). Train on how to select neutrally. Lowering requirements may encourage candidates. Details should be precise in the posting. Managers must embrace the aspect of recruitment.
Utilizing Personality Traits during Recruitment
Spot for notable and unique attitudes. Check traits in people during recruitment. Include many factors during recruitment. Testing voices are relevant in the process. It can give an added advantage. Management should adhere to this process.
How Human Resource Development is Useful in Diversity
It ensures there is Effective communication. Employee relations are boosted significantly (Teves, 2021). It enables industrious culture for workers. A firm can coordinate business well. It leads to neutral concepts in workstations. Recruiters must consider such aspects.
Overcoming Language and Discrimination Issues
The use of official language is preferred. Avoid workplace obligatory inequalities. Give equal incentives while working. The use of slang may be discriminative. Managers must be critical with interactions. Language may lead to discrimination.
Conclusion
HRD should prevent bias and prejudice. Senior management should be trained effectively. Training should be on inclusive recruitment. Have HRD tools to ensure diversity is covered (Nakamura & Nakamura, 2018). Use official and appropriate language. The above measures would help.
References
Bertuch-Samuels, A. (2018). Why we should embrace institutional diversity in banking. Vierteljahrshefte Zur Wirtschaftsforschung, 87(4), 127-139.
Davies, A. (2019). Assisted dying: the APM should embrace diversity of opinion and encourage sociable debate. BMJ, 7(11), 19-23.
Nakamura, H., & Nakamura, M. (2018). How automation affects the rate of unemployment via diversity in job mismatch possibilities. SSRN Electronic Journal, 7(2), 11-14.
Stone, D., Dulebohn, J., & Lukaszewski, K. (2020). Diversity and inclusion in organizations. Sage.
Teves, S. (2021). How I learned to embrace my identity as an academic with immigrant workingclass roots. Science, 7(3), 77.