Overcoming Diversity, Equity, and Inclusion Challenges in HRM

 DEI approaches are now among the HRM’s foundational elements of present-day organizations. Ever since organizations embarked on DEI initiatives though, many organizations are still hard pressed on how they should adequately address DEI strategies. All these difficulties require intervention based on complex solutions anchored on organizational engagement and prospective planning.

The second subject that comes into focus when discussing DEI matters is the problem of implicit bias, which, as it appears, can interfere with matters like hiring, or opportunity for a promotion, or even employees’ behavior at work. As a consequence, it is high time for organizations to adopt and implement sophisticated bias training programs because such improve awareness and elimination of employees’ biased inclinations. As for the type of intervention, it is recommended that training should not be a once only affair but should be planned for the long-term because training is for behavioral change (Noon 2018).

Another crucial factor that can also be named is the Under-Representation in Leadership Roles. Organizations today employee a diverse workforce, yet they are not equally diverse at the management and executive levels. In that respect, it is the chance for the HR professionals to propose the concept of mentorship as well as the sponsorship targeted at the discriminated categories. Such programmes can educate the directions to the workers, how they can be upgraded to leadership grades hence enhancing the diversity of an organisation’s social stratum, (McGinn & Milkman 2013).

But culture development probably also needs to be seen as being essential for DEI strategies to work. This requires creating a culture that is liberal to all the workers in the work place regardless their rank in the organization. Concerning, diversity, it is suggested that HR further include the employees in diversity conversation s and approve creation of ERGs. Such groups afford employees an opportunity through which they are able to tell their ordeal and seek justice in Workplaces; making Workplace suggestions more inclined towards the principle of Justice in Organizations as identified by Roberson (2019).

Conclusion
Hence, to tackle the DEI challenges in HRM, it is about strategizing on how to deal with them from tweaking the unconscious bias to questions to do with diverse leadership and organizational culture. Therefore, organisations should concentrate on the highlighted areas to develop appropriate DEI policies at the workplace.

References McGinn, K. L., & Milkman, K. L. (2013). Breaking through the glass ceiling: Gender bias in hiring and leadership selection. Harvard Business Review, 91(12), 20-25. Noon, M. (2018). Pointless diversity training: Unconscious bias, new racism, and agency. Work, Employment and Society, 32(1), 198-209. Roberson, Q. M. (2019). Diversity in the workplace: A review, synthesis, and future research agenda. Annual Review of Organizational Psychology and Organizational Behavior, 6(1), 69-92.