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HR Strategy on Diversity Training

The company in analysis is a construction and welding company that specializes in ethanol plants employing about forty workers. Being a new company, it does do not have any diversity training or programs in place at the moment. Contemporary businesses are concerned with human capital as an asset for competitiveness, individual advancement and national prosperity. Not only are workers increasingly demanding change, choice, flexibility, and variety in their work, but career progress is also more of a horizontal progression than vertical.

This suggests that the future for both the organization and the individual lies not in promotion to successively higher levels of management, but rather in developing the value of the individual as human capital (Swanson, 2002). This fills the world of human resource management with many opportunities and challenges, much of which is driven by the changing needs of companies.

As the demands of foreign competition, increased efficiency, and the second industrial revolution spread, organizations are coming to regard training expenses as no less a part of their capital costs than plants and equipment. Cultural diversity and multiculturalism in the working environment is a usual problem among organizations and other work settings. There are lots of cases and investigations that particularly

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emphasize on the connection between the cultural roots and perspectives to this topic.

However, Lai and Kleiner (2001) asserts that cultural diversity in the workplace may also be established through the existence of conflicting views in the job, the sexuality of the workers, or even the setting where the worker grew up. In most cases, this dilemma in the workplace is already typecast as a usual occurrence which needs to be controlled; if not, this dilemma can instigate misunderstandings and conflicts among the workers of the organization and could lead to the downfall for the given organization.

The success of training may depend on the reasons behind it. Conducting training for the wrong reasons may lead to bad training while having the right reasons for it may lead to the improvement, which the organization aims to attain. Some of the wrong reasons may be because training has always been conducted by the organization, because employees expect it, because there is time allotted for it or because it has been included in the budget.

On the other hand, some of the valid reasons for training would be to improve performance, to improve employees’ skills, to promote job competency, to solve problems, or to orient new employees (Moore, 1999). These are exactly the very reasons why this training proposal is put through. Likewise, effective diversity management gives organizations the ability to tap into the tremendous purchasing power of its customers, reduces costly employee turnover, is inclusive, and allows people to be successful, productive employees and colleagues.

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