Abstract
Kraft Foods and Abbott are leaders in their industries, and they work to promote diversity and inclusive practices in the working environments. The practices and approaches followed in the organizations can be viewed as corresponding with the traditional diversity management practices that are discussed by researchers and practitioners as the best ones.
Introduction
Modern organizations choose to promote diversity and inclusion as the part of their managerial practices. Such companies as Kraft Foods and Abbott are the acknowledged leaders in promoting inclusion practices. Kraft Foods is a leader in the food and beverage industry, and Abbott is a leader in the pharmaceutical and healthcare industry. The commitment of these organizations to diversity is influenced by the companies’ vision and strategic goals, according to which Kraft Foods and Abbott serve the needs of all customers in spite of their differences. To conclude about the effectiveness of Kraft Foods and Abbott’s approaches to managing diversity, it is necessary to compare the companies’ approaches and evaluate the used practices in the context of evidence-based inclusion practices followed in diverse organizations.
Comparison of Kraft Foods and Abbott’s Approaches to Managing Diversity
Different organizations use various approaches to managing diversity and responding to the expectations of minorities among employees, suppliers, and customers. Therefore, the comparison of practices implemented by leading organizations is important to discuss the question in detail. Practices that are used by Kraft Foods to address the diversity question in the organization include the diversity training, the recruitment of the diverse talent, the development of mentoring and networking programs, the assistance in terms of receiving the degree, the program for new mothers, and opportunities to choose the flexible working schedule.
The proposed diversity training program is oriented to improving the employees’ awareness of each other’s differences. Mentoring and networking programs are directed to providing the support to female workers and people of color (Kraft Foods, 2015). The program on equal education opportunities for employees is rather unique because it aims to support employees receiving the higher education in terms of tuition reimbursement. Kraft Foods also pays attention to the needs of the diverse workforce while developing flexible schedules and proposing part-time job and telecommuting (Kraft Foods, 2015). In addition, the successful inclusion of new mothers is guaranteed with the help of a special program.
In Abbott, the main focus is not on diversity training, as it is in Kraft Foods, but on the development of employee networks to promote the collaboration and create the inclusive workplace. As a result, six main networks are built in the organization to promote diversity, including Black Business Network and Women Leaders in Action. Abbott also focuses on recruiting diverse employees with different backgrounds like Kraft Foods. The recruitment of new diverse employees is often the result of promoting the internship program for minorities. The next step for the employees’ inclusion is the participation in the mentoring program to improve the adaptation to the company’s relationship-oriented culture.
In contrast to Kraft Foods, Abbott also pays much attention to increasing the number of minorities in the organization’s management, and today minorities represent about 80% of the management team (Abbott, 2015). Focusing on the comparison, it is possible to state that Kraft Foods concentrate more on providing educational and working opportunities suitable for all employee groups to meet their needs and expectations when Abbott orients to developing the effective collaborating team utilizing the benefits of diversity.
Critique of the Organizations’ Practices
The approaches and practices of Kraft Foods related to diversity training, recruitment, mentoring, and networking can be discussed as effective to promote inclusion in the organization. Bezrukova, Jehn, and Spell (2012) state that diversity training is important to avoid prejudice and discrimination in companies and facilitate the multicultural communication. Recruitment of diverse talents is also often selected by managers to accentuate the organization’s commitment to diversity. Mentoring and networking programs are important to help the diverse workforce to build positive and productive relationships and develop leadership and cooperation skills (Curtis & Dreachslin, 2008). However, the most effective programs followed in Kraft Foods are the educational initiative and the program for new mothers because they help women and young employees benefit from their working position and adapt to the inclusive environment effectively.
Despite the fact that Abbott has different priorities for promoting diversity in the workplace, their practices are also effective. The accentuated networking programs and mentorship are important to avoid the social isolation in minority groups and promote their development (Kalev, Dobbin, & Kelly, 2006, p. 594). Moreover, the managers follow the colorblind approach and refer to the minority internship program while deciding on the recruitment (Stevens, Plaut, & Sanchez-Burks, 2008, p. 119). Abbott also refers to the systematic approach while developing the inclusive working environment and providing the internship, recruitment, mentorship, and involvement in networks as steps.
Conclusion
In spite of the fact that Kraft Foods and Abbott follow different approaches to promote diversity and inclusion, their practices can be viewed as effective to address the goals of supporting diversity. The reason is that the companies selected the evidence-based practices regarded as the best ones in the sphere. Moreover, the companies adapted them to the needs of the workforce and strategic goals. In addition, the companies succeeded to demonstrate their commitment to diversity through proposing the variety of inclusion programs. These programs were oriented to meeting the stakeholders and minorities’ interests and needs.
References
Abbott: Diversity and inclusion. (2015). Web.
Bezrukova, K., Jehn, K. A., & Spell, C. S. (2012). Reviewing diversity training: Where we have been and where we should go. Academy of Management Learning & Education, 11(2), 207-227.
Curtis, E. F., & Dreachslin, J. L. (2008). Integrative literature review: Diversity management interventions and organizational performance: A synthesis of current literature. Human Resource Development Review, 7 (1), 107-134.
Kalev, A., Dobbin, F., & Kelly, E. (2006). Best practices or best guesses? Assessing the efficacy of corporate affirmative action and diversity policies. American Sociological Review, 7(4), 589-617.
Kraft Foods: People and diversity. (2015). Web.
Stevens, F. G., Plaut, V. C. & Sanchez-Burks, J. (2008). Unlocking the benefits of diversity: All-inclusive multiculturalism and positive organizational change. Journal of Applied Behavioral Science, 44(1), 116-133.