On 21st March 2023, I submitted my first module assessment, Global Human Resource & Diversity Management, for the MSc Human Resource Management at the University of London. The coursework was structured as multiple-choice questions about a fictional organisation called Live2Give. Below is the first of three answers I wrote.
On 8th June 2023, my assessment was graded "73 (Distinction)".
Global Human Resource & Diversity Management
Q1. “Develop a Diversity and Inclusion HR strategy for Live2Give grounded in its values.”
Live2Give is a prominent international non-governmental organisation (INGO) headquartered in London, UK. With over 30,000 workers in 100 countries, it addresses poverty and humanitarian crises, particularly in healthcare, education, livelihood, and child protection. Annually, Live2Give raises approximately £500 million to support these core initiatives primarily. Its mission statement and core values emphasise social justice, transparent accountability, and bravery. These core values will be the foundation for developing a diversity and inclusion (D&I) HR strategy (Ferdman & Deane, 2013).
Diversity and Inclusion
Defined by the Equality Act 2010, diversity composes unique individual differences, including age, gender reassignment, disability, race, sex, religion or belief, and sexual orientation, indicative of background, culture, perspective, and experience (Equality Act, 2010). Inclusion involves creating an environment where everyone feels valued and supported regardless of differences (Ferdman & Deane, 2013). Diversity and inclusion can foster a positive, productive work environment, promoting innovation and creativity (Prouska et al., 2023).
Live2Give aims to cultivate an inclusive work environment by developing a D&I HR strategy that aligns with strategic goals and encourages diversity awareness (Syed, 2019). As a UK-headquartered INGO, Live2Give must prioritise this approach to comply with the Equality Act 2010, which applies to all UK organisations irrespective of worker location globally (Equality Act 2010). Judging by the case study’s related issues, utilising this legal framework to promote equal treatment and prevent discrimination can help foster a more inclusive workplace (Stephens et al., 2021).
Social justice at Live2Give involves the promotion of fairness, equality, and human rights for all individuals, regardless of background or identity (McClintock, 1999). It involves acknowledging and addressing social disparities and endeavouring for a more inclusive society (Kauff et al., 2020). As a core value of Live2Give, social justice can help a D&I HR strategy cultivate a more diverse, inclusive workforce (McClintock, 1999). This would result in workers feeling valued, respected, and supported, leading to increased engagement, retention, and overall organisational success (Kauff et al., 2020).
Transparent accountability entails open, authentic communication (Southam-Gerow et al., 2013). As a core value, it could be repurposed as being transparent about the means taken and progress made to promote D&I within Live2Give. Transparent accountability is crucial to a D&I strategy because it helps build trust and credibility with workers and stakeholders (Armstrong & Taylor, 2023). It also provides a clear understanding of organisational objectives and progression, which could help motivate and engage workers in D&I efforts (Kauff et al., 2020). Additionally, it can help identify areas requiring improvement and foster the impetus to take corrective action (Martin, 2013).
To implement transparent accountability in Live2Give’s D&I HR strategy, the organisation could conduct regular evaluations and auditing of its D&I policies and practices (Southam-Gerow et al., 2013). It could also establish a system for collecting and responding to the worker and stakeholder feedback on D&I issues. Lastly, it may help to maintain a transparently accountable culture by encouraging open communication and feedback, recognising workers who demonstrate a commitment to D&I, and holding leaders accountable to promote D&I in their respective areas of responsibility (Prouska et al., 2023).
Bravery, a core value of Live2Give, is the courage to address complex issues (Lücke et al., 2014). This value could be utilised in overcoming fear in discussing sensitive D&I matters (Velasco & Sansone, 2019). It is also commensurate with acknowledging and learning from mistakes and instilling the confidence to challenge the status quo (Prouska et al., 2023). Live2Give’s recruitment practices, as cited in the case study, could benefit diverse candidate attraction (Prouska et al., 2023).
To integrate bravery into Live2Give’s D&I HR strategy, the organisation could foster open conversations about D&I in a supportive environment (Martin, 2013). It could offer training and development opportunities to equip workers with the skills and confidence required to address D&I issues constructively (Syed, 2019). Live2Give could also implement a recognition system to celebrate and reward individuals, and teams, who have demonstrated bravery in promoting D&I (Ulrich & Wright, 2017). This would reinforce the importance of courage and determination in striving for an inclusive workplace.
In conclusion, integrating social justice, transparent accountability, and bravery is vital for an effective D&I HR strategy at Live2Give. Social justice focuses on equity and fairness for all workers, while transparent accountability ensures openness, and bravery helps overcome challenges (Velasco & Sansone, 2019). A well-developed D&I HR strategy can increase worker engagement, productivity, innovation, and decision-making (Sulik et al., 2021). However, addressing potential risks such as worker resistance, unintended consequences, resource limitations, and legal issues is necessary (Velasco & Sansone, 2019). Live2Give must evaluate the key D&I issues before implementing, analyse the organisation’s culture, and understand potential benefits and risks (Lücke et al., 2014).
- Armstrong, M. & Taylor, S. (2023). Armstrong’s Handbook of Human Resource Management Practice (16th edn., pp. 298-302). Kogan Page.
- Equality Act 2010, c. 15, UK Government. https://www.legislation.gov.uk/ukpga/2010/15/contents
- Ferdman, B. M. & Deane, B. R. (2013). Diversity at work: The practice of inclusion. John Wiley & Sons.
- Kauff, M., Schmid, K. & Christ, O. (2020). When good for business is not good enough: Effects of pro-diversity beliefs and instrumentality of diversity on intergroup attitudes. PLoS ONE, 15(6), 1-26. https://doi.org/10.1371/journal.pone.0234179
- Lücke, G., Kostova, T. & Kendall, R. (2014). Multiculturalism from a cognitive perspective: Patterns and implications. Journal of International Business Studies, 45(2), 169-190. https://doi.org/10.1057/jibs.2013.53
Martin, J. (2013). Seven imperatives for diverse and inclusive organisations. Strategic HR Review, 12(3), 151-152. https://www.proquest.com/docview/1630051904?pq-origsite=summon&accountid=14565
- McClintock, B. (1999). The multinational corporation and social justice: Experiments in supranational governance. Review of Social Economy, 57(4), 507-522. https://www.jstor.org/stable/29770036
- Prouska, R., Nyfoudi, M., Psychogios, A., Szamosi, L. T., & Wilkinson, A. (2023). Solidarity in action at a time of crisis: The role of employee voice in relation to communication and horizontal solidarity behaviour. British Journal of Management, 34(1), 91-110. https://doi.org/10.1111/1467-8551.12598
- Southam-Gerow, M. A., Arnold, C. C., Rodriguez, A. & Cox, J.R. (2013). Acting locally and globally: Dissemination implementation around the world and next door. Cognitive and Behavioural Practice, 21(2), 127-133. https://doi.org/10.1016/j.cbpra.2013/12/007
- Stephens, N. M., Rivera, L. A. & Townsend, S. S. (2021). The cycle of workplace bias. Research in Organisational Behaviour, 41, 1-25. https://doi.org/01.1016/j.riob.2021.100137
- Sulik, J., Bahrami, B. & Deory, O. (2021). The diversity gap: When diversity matters for knowledge. Perspectives on Psychological Science, 17(3), 757-767. https://doi.org/10.1177/17456916211006070
- Syed, M. (2019). Rebel Ideas: The Power of Diverse Thinking. John Murray Publishers.
- Ulrich, M. D. & Wright, P. M. (2017). A road well-travelled: The past, present, and future journey of strategic human resource management. The Annual Review of Organisational Psychology and Organisational Behaviour, 4(1), 45-65. https://doi.org/10.1146/annurev-orgpsych-032516-113052
- Velasco, M., M.A. & Sansone, C., PhD. (2019). Resistance to diversity and inclusion change initiatives: Strategies for transformational leaders. Organisation Development Journal, 37(3), 9-20. https://www.proquest.com/scholarly-journals/resistance-diversity-inclusion-change-initiatives/docview/2292029527/se-2