Please answer These questions make sure each are 350 words minimum for each one, make sure you have referneces please: In addition I need you to do 4 peer responses basically making a comment top each peer. each response needs to be at least 250 words minimum.
question 1. What do you feel are the key concepts discussed in The Inclusive Workplace, Level III and Level IV.
If you were a diversity and inclusion consultant, how would you advise a company to incorporate these concepts and ideas into their business policies and practices?
peer 1.These key concepts between Level III and Level IV are the national and global barriers and benefits.
Level III is government and national levels, where the barrier is mainly due to limited corporation vision, and they are focused on immediate needs and objectives (Mor Barak, 2017, 279). The barriers are valid, as they can pose economic risks and opportunities when we consider the benefits. The benefits will outweigh the negative unintended consequences, diversity and inclusion will help the disadvantaged groups through collaborations. The disadvantaged groups can have positive experiences if they were able to receive on-the-job training and educational classes.
Level IV is focused on inclusion on a global scale. At this level the key focus practices in accordance with fair exchange and goods, like the fair trade practices. This level is dedicated to world stability and growth, and of course, practices to increase diversity and inclusion. There is much value when we work with global interests in mind, and usually, this is an economic interest. We see this in companies who are also overseas (Manufacturing) to ensure there is fairness and safety for workers and values are not compromised.
If I were a diversity consultant, I would advise companies to incorporate diversity training and programs to assist on all levels, starting from the top! For example, I would like to advise product-related companies to create programs for disadvantaged groups to learn new machinery, engineering, and management. Learning the new ways of technology can help the disadvantaged, and potentially open the company to new ideas and opportunities for growth. Everyone has something useful to share.
I also would want to create internal events for our employees to bring on their family members or children to learn the business model in various ways (coding, operations, management, tech). As per policy, I still find this a middle ground that is challenging to navigate. However, an idea I had in regards to diversity hire is helping interviewers understand what they did wrong, or what they could improve. This may also give HR the ability to monitor hiring managers in case there is a discrimination lawsuit or for improvement purposes. If a company can create workshops or certificates for their specialty, it would help disadvantaged groups get a head start. The company can partner with other companies to share their talents, or to hire people from these workshops.
Throughout this course, there is one thing I have learned in terms of diversity and inclusion, it’s not about creating policy, it’s about creating a safe and open environment for growth! As a consultant, I will advocate for safe spaces, because this is where important communication will take place allowing for more ideas and better policy implementation.
References:
Mor Barak, M. E. (2017). Managing diversity: Toward a globally inclusive workplace (4th ed.). Sage Publications,
peer 2.The Inclusive Workplace models Levell III and IV look to that next stage of what a truly diverse and inclusive organization looks like as it expands workers’ definition outside the existing environment. The third level refers to companies’ involvement with programs to help disadvantaged groups obtain jobs or help transition skills (Mor Barak, 2017, p.276). Companies that can look beyond just hiring for diversity are not commonplace. Recognizing the need to look at groups overlooked by the sheer nature of the socioeconomic status or circumstances in life takes a company to drop those stereotype attitudes and explore opportunities. Unfortunately, even with the city, state, and government incentives, it is not easy to get companies to change hiring practices or view diversity programs. “The main obstacle to implementing programs is a limited corporate vision (p.279). Companies focus on profits, almost to a fault, and any foreseen obstacle slows down that process. I have seen companies that make attempts but don’t focus on assimilation or a true commitment to making the programs a success. Sometimes, social skills are not sufficient to make these employees feel supported or welcome, resulting in a turnover, which costs companies money and time. One company that happened to be very proactive on this front is Habitat for Humanity East Bay/Silicon Valley. Two key programs supported community efforts for back-to-work programs. The first were those individuals up for release from prison with felony records, and the second was back-to-work programs for individuals who were transitioning from welfare to work (Programs to Help Felons Get Jobs, 2020). Both groups made up almost half of my paid staff, with the remaining, employees “aged out” of other organizations. As the assistant manager, my role was to help integrate these new hires into different departments and act as liaisons between their outside support and our company. Habitat provided a safe, no-judgment environment, and we supplied on-the-job training in warehouse, stock, logistics, and customer service positions. One additional perk of working with Habitat is these individuals with families could also petition to get on the list for housing. Our hires were successful because their culture is grounded in service, support, and building better communities.
The fourth level of the workplace inclusive model deals with applying principles to companies doing business in a global environment. “Companies today can reap the benefits of an increasingly global marketplace by employing workers from different nationalities in or outside their native countries” (Mor Barak, 2017, p.292). Doing business outside the existing country’s borders should be about understanding cultures, values, and norms and working with those key drivers to better acclimate workers in other parts of the world into the fold. An example I’ve visited is Greenwell Farms. In Hawaii, Greenwell Coffee farm, processing of the coffee beans are all still done by hand. The owners struggle to find local labor and have found an alternative that works for everyone. The company imports labor from Mexico. The workers have cabins staying for 2-3 months during harvest season. The program Greenwell farms works with is called the H-2A, temporary agricultural visa, “which works to bring workers from another country where they receive housing on the farm, food, and living wages” (Magin, 2019).
If I happened to be a consultant, first and foremost, I would advise a company to have open discussions, at all levels, to uncover what existing bias exists as barriers towards implementing non-traditional hiring pathways. I would encourage secondary discussions focused on developing plans that would consider the opportunities, challenges, and benefits of hiring individuals outside the existing pool of talent, being mindful of not forcing their values and norms onto others, unnecessarily so. Once a plan has been agreed and shared, the process would involve a team to reach outside their organization to companies that have successfully implemented work program initiatives or global hiring initiatives. I would also encourage companies to re-evaluate their selection process with recruiters, develop one or two programs they could implement, and set benchmarks to measure effectiveness. Finally, I would encourage the company to provide a support system, a buddy who understands the company and cultural norms with a new hire for a minimum of 90-120 days to help build trust, familiarity, someone to ask questions, and have a partner during the transition period. The final phase would be to check back in the organization to see how the planning, implementation, and transitions occurred.
Sources:
Programs to Help Felons Get Jobs. Indeed Career Guide. (2020, December 15). https://www.indeed.com/career-advice/finding-a-job/programs-for-felons-to-get-jobs.
Magin, J. (2019, August 2). The family farm cultivates the perfect cup of coffee. bizjournals.com. https://www.bizjournals.com/pacific/news/2019/08/02/family-farm-cultivates-the-perfect-cup-of-coffee.html.
Mor Barak, M. E. (2017). Managing diversity: Toward a globally inclusive workplace (4th ed.). Sage Publications, Inc.
question 2.Congratulations, you are now the Mayor of Los Angeles – good job. You look out of your office window from City Hall and you see homeless tent cities throughout Downtown and beyond. The problem is now a crisis – health, security, economic and more. What is your best policy prescription to fix the problem which means in one year when you look out of your City Hall window the homeless tents are gone.
Now – the great challenge in your prescription is that your policy recommendation must aim to be ‘Pareto Optimal’. In a strong paragraph or two, what is your best recommendation to cure the homeless crisis while being Pareto Optimal. Again, congratulations on becoming Mayor. Strong and steady.
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