CASE STUDY NO.

1:
 You are the HR manager for a fifty-person firm that specializes in the development and marketing of plastics
technologies. When you were hired, you felt the company had little idea what you should be paid and just made up a
number, which you were able to negotiate to a slightly higher salary. While you have been on the job for three months,
you have noticed a few concerning things in the area of multiculturalism, besides the way your salary was offered. The
following are some of those items:
1. You know that some of the sales team, including the sales manager, get together once a month to have drinks at a strip
club.
2. A Hispanic worker left the organization, and in his exit interview, he complained of not seeing a path toward
promotion.
3. The only room available for breast-feeding mothers is the women’s restroom.
4. The organization has a policy of offering $200 to any employee who refers a friend, as long as the friend is hired and
stays at least six months.
5. The manufacturing floor has an English-only policy.
6. You have heard managers refer to those wearing turbans in a derogatory way.
What do you think needs to be done to create a more inclusive environment, without losing the culture of the company? What suggestions
would you make to those involved in each of the situations?

  References: https://2012books.lardbucket.org/
 ANSWERS:
 1. You know that some of the sales team, including the sales manager, get together once a
month to have drinks at a strip club.
 The organization suffers from unethical practice of sales manager and sales employees meeting at a
strip club. This kind of behaviour may create a blot on organization image as they meet there not to
discuss the company issues, but for some other purpose, therefore, management should provide them
training about the ethical code of conduct that includes personal accountability and create strong
policies to prevent such behaviour.

 2. A Hispanic worker left the organization, and in his exit interview, he complained of not
seeing a path toward promotion.
 Hispanic workers leaving organization due to career path blocked can be addressed by creating a
policy specifically for minority people to listen to their supplication.
 ANSWERS:
 3.The only room available for breast-feeding mothers is the women’s restroom.
 I would suggest those people who have to do breast feeding talk to their whicheverboss they feel
comfortable with about the situation that they have to breast feed. Maybethere will be a room that they can
make women room just for breast feeding. We don’t wantthem to feel like there is no place for them to do
things they have to do. Also, if it’s in the USA, the company/ organization have to abide by the law. The
federal Break Time for Nursing Mothers law requires employers covered by the Fair Labor Standards Act
(FLSA) to provide basic accommodations for breastfeeding mothers at work. These accommodations
include time for women to express milk and a private space that is not a bathroom each time they need to
pump.

 4. The organization has a policy of offering $200 to any employee who refers a friend, as long
as the friend is hired and stays at least six months.
 I like the idea of giving a reward to those who refer their friend. To have them stay and work for six months
might be too long. I would say still giving reward to those people who refer their friend but take away the
policy of having the new hired stay for 6 months then get reward.
 ANSWERS:
 5. The manufacturing floor has an English-only policy.
 I do feel like speaking their own language should not be a problem as soon as itdoesn’t affect their
work abilities. I feel like bilingual people should be able to speak theirown language. I would want
everyone to feel like the company cares about them. I want them
 to feel like it is ok to be yourself. You can be talking in a different language but still do good at your
job. We want to keep good people.

 6. You have heard managers refer to those wearing turbans in a derogatory way.
 I think that said managers should be reported to the HR Office. Multiculturalism goes deeper than
diversity by focusing on inclusiveness, understanding, and respect, and also by looking at unequal
power in society. Them being managers, they should be the one to lead by example.
ANSWER:
 Under your HR team’s leadership, your company has recruited a diverse workforce that includes a
range of ages, ethnicities, religions and worldviews. Identifying and hiring people with such
diverse backgrounds and characteristics is an achievement that you reflect on with pride. So now
you can check off the diversity and inclusion (D&I) box on your to-do list for building a great
workplace … right?
 Not so fast. Diversity is only half of the D&I picture. Creating a culture where people are respected
and appreciated requires another level of effort that may not be getting the investment it needs.
 We often forget the ‘I’ in the D&I conversation. The challenge is in having a culture where all
employees feel included. It’s a major investment to bring talent into your organization, so why
bring them in if they’re not happy when they get here? You’ve got to get the inclusion part right.”
 ​Think of diversity as being similar to selecting people for a chorus who have different musical
backgrounds, vocal ranges and abilities. The inclusion piece of D&I means making sure that those
different voices are heard and valued and that they contribute to the performance
 When employees who are different from their colleagues are allowed to flourish, the company
benefits from their ideas, skills and engagement, according to SHRM/Economist Intelligence Unit
research. The retention rate of those workers also rises.
To that end, here are six practical strategies for creating an inclusive
environment:

 1. Educate Your Leaders

 2. Form an Inclusion Council
 3. Celebrate Employee Differences
 4. Listen to Employees
 5. Hold More-Effective Meetings
 6. Communicate Goals and Measure Progress
THE END