Creating a Diverse Workforce—Only Half the Battle

First, you’ll have to hold onto good employees.

Bonuses and raises aren’t the only tools in your toolbox for retaining employees. They also appreciate being valued for their contributions, being treated with respect, and having enough flexibility to allow a measure of control over their work and home lives.

At their most basic, diversity initiatives work to build a culture of respect in an organization. Here are concrete steps your company can take to foster a culture—a shared expectation—that cordial, professional behavior is the rule and that harassment won’t be tolerated.

• Banish materials that disparage or make fun of protected groups. That includes an off-color joke or that e-mail making the rounds about [name a protected class of employee]. If you think something might cross the line and offend someone, it probably does. Trust your instincts and diplomatically see to its removal.
• Don’t treat coworkers like family. TV workplaces encourage people to view their colleagues this way, but remember—they’re fiction. A friendly working atmosphere is a good thing, but keep things professional.
• Rein in the profane. This helps keep the workplace professional. For example, it’s more professional to say a machine is malfunctioning rather than screwed up or worse. Courts have recognized that this sort of shop talk isn’t sexual in nature. Nonetheless, some people find it offensive, and the workplace is better off without it.
• Beware the nonverbal. Make sure your supervisors know that harassment includes not just words but sounds, expressions, and gestures. Whatever its form, it isn’t appropriate professional conduct.
• Lose any dubious nicknames. That includes “honey,” “sweetie,” “gramps,” “psycho,” and worse. Even when used affectionately, nicknames may be viewed as derogatory or disrespectful.
• Watch the hands. A brief, professional handshake or a tap on the shoulder to get someone’s attention is OK. Some cultures are much less “touchy” than others. Respect others’ personal space, and try establishing rapport with a smile rather than with physical contact.
• No sex-life discussions. Ever. Tell supervisors that if employees come to them about problems in their personal relationships, it’s best to get the conversation back on work-related topics. Supervisors can always refer these employees to an employee assistance program, or EAP, if your company offers one.
• Keep compliments professional. Compliments on physical appearance must be handled with care. For example, he says, “That brooch you’re wearing is interesting. Is it an antique?” She thinks, “What’s he doing looking at my chest?” Play it safe and keep day-to-day pleasantries on the weather or other subjects that aren’t emotionally charged.
• E-mail and voicemail messages. There’s a word for e-mail and voicemail messages: evidence. Make sure your employees, especially supervisors, know not to say anything in e-mail or voicemail that they wouldn’t write on paper or wouldn’t want to be read in a court proceeding. Remember to counsel employees that they shouldn’t expect to have any privacy with e-mail or voicemail messages.
• Rules of the road. All these rules apply whenever employees are on company business or functions, wherever they are. They apply on and off the company premises. Yes, that includes the company holiday party.

From diversity to discrimination to development, the brave new world of HR is here. Are you prepared for changes that are unparalleled in scope and impact?

• Employees all over the world, many of whom you’ve never met in person
• Technological advances and big data
• Talent management challenges like Millennials managing Boomers you once thought would have retired years ago
• Big data on everything from hiring strategies to retention predictions
• Sweeping regulatory changes in the areas of health care, immigration, and privacy that have necessitated massive changes in the way you do business
• And the new normal—doing more … with less

What policies to have, what to put in them … a continuing challenge for HR, and in a small department, it’s just that much tougher.

Source: HR Daily Adviser