MOD3846 Managing Human Resources – Equality and Diversity Issues
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- Course Code: MOD3846
- Course Title: Managing Human Resources
- Referencing Styles: Open
- Words: 9000+
- University: Anglia Ruskin University
- Country: GB
This task is designed to address issues of multiculturalism, diversity, and inclusion within HRM.
You are a member of the HRM department in a large organisation with employees, based in the United Kingdom. In the last 18 months, the organisation has noted the wide public debates around equality and diversity issues, such as the Black Lives Matter protests of summer 2020, the #MeToo movement of 2018 onwards, and the continuing debate about gender equality at senior levels in organisations.
The Managing Director and the Board are keen to ensure your organisation maintains a reputation as a fair and equitable employer by complying with all legal requirements and prevailing social expectation, although they are aware that many of the issues at stake are contentious, and that often the voices heard in the mainstream media are those with more extreme opinions.
Your Head of HR (Played by your lecturer) has asked you to research how all of the above issues may impact the organisation’s Equality, Diversity, and Inclusion Strategy in the future and present information on the specific aspects listed below to the management board. You should now research the topics below and be prepared to brief the board meeting on any of them as requested, and also be prepared to respond to questions from the Chairperson (Your core textbook, Hook and Jenkins, 2019, Ch.4, is your initial point of reference):
- The moral and legal case for diversity and inclusion in the workplace.
- The business case for diversity and inclusion in the workplace.
- The key legislation that underpins equality and diversity in the UK, especially in regard to the ‘protected characteristics’ of certain demographic groups.
- What impact equality and diversity legislation might have on recruiting and selection activities.
- What is meant by the ‘glass ceiling’ and what sensible steps can be taken to address this particular issue.
- The difference between direct and indirect discrimination, including examples of each.
- The clause of ‘exceptional circumstances’ where an organisation may claim an exemption from UK legislation due to ‘occupational requirement’.
- The meaning of ‘positive action’ and the legal position of this approach in the UK, and any ambiguous aspects of this approach that may cause confusion or difficulty in practice.
- The basic provisions of the Rehabilitation of Offenders Act 1974, along with examples of any UK organisations that go well beyond the legal requirements in order to give those with previous convictions a fresh start in the world of work.
- Examples of practical policies that the organisation can adopt within its Equality,
Diversity, And Inclusion Strategy:-
Marks will be awarded on an individual basis. You will be scored out of 100, broken down as follows:
Professional behaviour: 10 Marks
Knowledge and understanding: 60 Marks
Ability to present clearly and concisely: 20 Marks
Ability to analyse and/or respond to questioning: 10 Marks
You will be required to research and present as an individual, although there may be a number of colleagues at the meeting with you.
You may bring a small note card to the meeting (no bigger than A5) containing any data or key bullet points. However, you MUST NOT read from a script when questioned. Reading from a script will incur a 25% penalty to your overall mark. You are expected to demonstrate a clear, deep understanding of the topic you have been tasked to research and present.
This is a formal board meeting. The Chairperson will invite each presenter to respond to specific inquiries about the topic. When invited to speak, each presenter will have two minutes to deliver their response. This time limit will apply each time you are invited to speak. If you exceed your time limit, the Chairperson will stop you, in order to keep the meeting moving. Therefore, you should focus on delivering concise and precise briefings on the different aspects of the topic you have been asked to research.
As an HR professional, you should be appropriately dressed for the meeting, and act with confidence and credibility, ensuring you maintain frequent eye contact with the Chairperson and others who are present at the meeting. You should present your findings at an appropriate volume, and with clarity.