5-7 Pages total, No plagiarism
You have just begun a new stage in your career—you have been hired to be the Human Resources (HR) Manager for Berkley Innovative Technologies. Upon meeting the CEO, she described how the company’s workforce demographics have changed substantially over the past two decades. Previous HR managers, along with many supervisors, have mostly been Caucasian males ranging in age between 50s and early 60s, and typically from a Judeo-Christian background. The CEO also indicated that workplace strife has been steadily increasing, and her team is concerned that it may be related to the changing demographics in the workforce.
The CEO has tasked you with creating an educational manual to be utilized in training the existing front-line supervisors. This will be followed with sensitivity training to help all employees understand the complexities of the changing workforce and what it means for the future.
Diversity Training Manual: Part I (2–3 pages)
Part I of the training manual should address the following:
Diversity Training Manual: Part II (1–2 pages)
As the new HR Manager, you are now ready to complete the next section of the diversity training manual that is targeted at making your workforce supervisors more aware of current racial diversity issues, explaining how the supervisors should address them. The goal of this section is to supply information to reduce potential tensions in the workplace among a racially diverse body of employees.
Part II is to be titled: Historical Issues of Different Races in the Workplace and How to Handle Them
Diversity Training Manual: Part III (2–3 pages)
The CEO indicated that gender issues are also of great concern for her in moving the company forward. With an overwhelming amount of men at the company, she wants to avoid any potential gender issues when writing job requirements, hiring employees, and interactions in the workplace. For this section, specifically, address these 3 gender issues, and provide suggestions as to how to raise the sensitivity of all supervisors regarding these issues. Be certain to address concerns such as: Can the supervisor’s hand out work assignments that he or she feels are better suited to different genders? Can he or she write a job requirement that only one gender can meet, such as a strength requirement?
Part III is to be titled: Overcoming Gender Issues in the Workforce
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