In the past, organizations that have properly managed diversity among employees have benefited in many ways among them being increased innovation because of diverse ideas accrued from different cultural backgrounds, religion, abilities, gender and age. Secondly research showed that diverse workplaces provide a healthier work environment. The organization also enjoys cultivating a good public image (Page 2007). In accordance to this realization, there are organizations that have put in place strategies to maintain diversity among employees to avoid them from forming diverse groups. MentorNet, which is a nonprofit organization that has specialized in mentoring women and minority groups in the technical field of study has employed the strategy of randomly teaming up employees together with their customers. At an organizational level, work groups are created using computer based software which randomly selects names for colleagues thus limiting the chances that people with the same mannerisms, characteristics, ethnicity among other factors will be grouped together.
At the City Groups Inc. which is a popular American bank operating in the international market, the human resource manager acknowledges diversity because of the assorted clientele in the hospitality industry. In order to maintain diversity, employees are engaged in recreational activities together. This has been designed in the form of field days where all workers despite their positions meet with their families for interactive parties and other field events (Wellins, Smith & Erker, n.d). With such interactions classism, ethnic barriers, age and gender differences are minimized. Owing to the nature of work in tourist hotels and the lack of time for recreation, the human resource manager at the Shangri-La Group advocates for work based recreational activities. With such activities come seminars and training sessions, where motivational speakers encourage the employees on the need to interact with different people at the work place.
Page, S. (2007). The Difference: How the Power of Diversity Creates Better Groups, Firms, Schools, and Societies. Princeton, N.J.: Princeton University Press.
Wellins, R. S., Smith, A.B. & Erker, S. (n.d). Nine best practices for effective talent management. Retrieved from http://www.ddiworld.com/DDIWorld/media/white-papers/ninebestpracticetalentmanagement_wp_ddi.pdf