Explore BrainMass

Explore BrainMass

    Marketing Diversity

    This content was COPIED from BrainMass.com - View the original, and get the already-completed solution here!

    Please provide information on the following:

    1. Case studies of managing diversity
    2. Managing diversity training and prevention
    3. Writing policy for managing diversity for the workplace and employee handbook
    4. Investigating managing diversity complaints.

    Thank you for this assistance.

    © BrainMass Inc. brainmass.com October 1, 2020, 8:27 pm ad1c9bdddf

    Solution Preview

    Please see response below. I also attached an example diversity policy to consider.


    My understanding is that you are asking for information on marketing diversity in the four mentioned areas.

    Let's take a closer look through illustrative case studies and examples, which you can draw on for your final copy.

    A. Case studies of managing diversity

    Managing diversity is a relatively new domain within HRM. Theoretical debates around the issue have not matured yet. However, case studies abound. Let's look at some business cases for diversity.

    1. Case study 1

    For example, a transport company is running a Managing Diversity Competence Programme (MDCP). This programme is to convert its organizational culture and workforce structure to one that welcomes and includes women in all jobs at all levels. The project as a whole aims at changing manager's behaviors and actions so they display ability in managing diversity effectively, and maximizing the contribution towards the company's equality goals. The six-month evaluation stage is underway but there has been significant behaviour change and improved pro-activity in management. Women also reported change in their male managers, resulting in a more friendly culture for them. http://www.equality-online.org.uk/equality_advice/case-study-bq.html

    Other Case Studies:


    2. B&Q, the DIY and home improvement chain

    It has taken an innovative approach to diversity and particularly to employing older workers. The company has removed all age restrictions surrounding recruitment and promotion and no longer sets a compulsory retirement age (its oldest member of staff is 89). Over 21% of its workforce is over 50 and many older staff act as mentors to younger colleagues, sharing life skills and knowledge. B&Q first explored the benefit of employing older workers in 1989, at a time of large expansion and low unemployment. To see how well older workers would cope with the physical and technical demands of the job, a branch staffed entirely by people over 50 was opened in Macclesfield, Cheshire. Over 600 people applied for the 50 positions available. The normal pre-store training period was extended by two weeks to allow for additional I.T. training, but this extra time proved unnecessary. A comparison with four other stores over a six-month period showed that Macclesfield's profits were 18% higher than average, staff turnover was six times lower while absenteeism was down 39%. B&Q also found that customers reported improved perceptions of service. The company continues to focus on the value of diversity, and is currently developing a Diversity Strategy that goes well beyond the requirements of employment legislation. Each store also has its own 'diversity champion' to concentrate on issues of disability, age, cultural diversity and sexual orientation and gender. B&Q recognises that it can utilize the different skills and experiences that people to bring to the job, and make each store a 'great place to work and shop'.

    3. Flexible Working

    A private UK firm that specializes economic advice and consultancy underwent a high profile review of their flexible working policy. Prior to the review the main focus was on mothers with children, but the company felt uncomfortable about restricting access to a small group of staff. The message was that flexible working would be welcomed by other groups of employees so the option was extended.
    They round that the most attractive flexible arrangement was the reduced hours option. Under the scheme staff can drop their hours to a minimum of 25 per week for a period of up to five years while preserving benefits such as pension and cars. Around 5% of employees are using this option and most of them are the mothers returning to work after maternity leave.

    4. Age Positive

    One of the leading supermarkets tries to employ staff base that reflects the local population. The actively encourage recruitment of older workers so that they can reflect the local customers base more closely and provide better customer service. The store believes to make the most effective use of staff skills, and believe that employment decisions should be made simply by asking 'who is the best person for the job?' The store hires for attitude and trains for skill. They provide over-50s workshop in conjunction with the local Jobcentre Plus, which is designed as a guide and skills session for anyone attracted in applying for paid work, not only those who may consider a job with the supermarket store. They recognize that staff over 50 can make a huge contribution to the business. The store offers flexible hours and benefits such as Benidorm leave, which is 3 months unpaid leave between January and March, and Grandparent leave, a week off unpaid after the birth of a grandchild. The company regards that the older workforce offers maturity, commitment and knowledge which the customers value.

    Age Positive case study 2

    Another leading supermarket is committed to providing a better working environment, where staff feels valued, respected and able to contribute to the business, and to employing a workforce that's recognises the significance of diversity within the organisation. The supermarket targeted older workers as early as 1986 to fit in with the demographic challenge of the ageing population. The supermarket felt that the flexible working policy was the best way forward. They were keen to adopt the retirement scheme, which did not encourage discriminatory practice at any stage of the recruitment process. They identified that older colleagues (50+) would want to reduce their time at work, but did not want to manage on a part-time wage and also didn't want their pension to be affected. In acknowledgment of this, the supermarket presented a retirement plan and pension protection procedure, allowing members to draw moderately on their pension to top up a reduced salary. Workers can reduce their hours without drastically reducing their net income and their pension will continue to contribute to their pension till the age of 75. The supermarket added that some of the benefits to their good practice were a mixed-age workforce, a flexible workforce, a better motivated workforce that feels valued and therefore more willing to contribute to the business and reduced business cost through increased productivity.

    5. Recruitment ad

    A major public sector organisation had problems attracting women who had the soft skills for a specific role. The skills they required were empathy, compassion and understanding. This recruitment advert required a non-traditional response and broke most of the rules of recruitment advertising. The ad read like a synopsis on the back of a paperback book and described a real life story which described the emotions and skills needed for the role. This was a success story both for the organisation and the advertising agency. Over 5,000 women applied, over 2,000 got through to the initial screen assessment stage and 635 were shortlisted to around 250 positions. The advert was such a success that it was entered into the 2003 D&AD Awards.

    6. Diverse Culture

    A large manufacturer in household brands regards diversity as a key component in its strategic plan for sustainable increase. The company made significant improvement in addressing equal opportunities for women - with a steady growth in maternity returnees and an increase of women in senior positions from 10% to over 30%. However, they faced a greater challenge of analyzing diversity in a broader way rather than focusing just upon gender. In August 2000, the senior management of Unilever UK signed a wide-ranging commitment to diversity. This commitment includes guidelines for measuring Unilever's progress in this key area. Within their diversity statement, the company has referred to diversity as being "a rich mix of people, skills and cultures that can enable a greater range of inputs, viewpoints and experiences, all of which will generate more ideas, more challenges to traditional ...

    Solution Summary

    This solution provides a comprehensive array of information and numerous examples in four areas related to managing diversity: case studies of managing diversity, managing diversity training and prevention; writing policy for managing diversity for the workplace and employee handbook and investigating managing diversity complaints.