Overcoming Challenges in the Recruitment and Selection Process

In the recent era of globalisation, there are possible challenges that might be encountered by the HR practitioners in maintaining a diverse workforce through recruitment and selection of employees without any discrimination (Warren et al., 2019). It is important to develop a coherent argumentation on the need of non- discriminatory practices for ensuring the success factors of the organisation NHS while encouraging the active participation of the employees in the different areas of operations (Warren et al., 2019). The research will be conducted through considering the above mentioned factors like non- biased approach, adaptability to different cultural constructs, and empowerment of the employees and encouraging their active participation. The factors readily define the purpose of diversity and inclusion activities in NHS and the manner in which the same contributes towards ensuring organisational performance (Zubair and Khan, 2019). NHS is the famous health care organisation in the UK and it is important to develop the practice of diversity and inclusion to include all the stakeholders in the institution irrespective of their race, ethnicity and gender.

It is important to develop a list of recommended activities that might be conducted by the HR practitioners and the business leaders in order to ensure effective identification of the diversity and inclusion practices to address the needs of employees and resolving their concerns for achieving the organisational commitments of improved performance (Zubair and Khan, 2019). It becomes urgency towards the emergence of diversity based needs among the employees in an organisation. There are different areas of concerns that are encountered by the HR practitioners in identifying the diversity based needs of the workforce while developing psychological interventions and strategies for resolving the concerns efficiently, which are internal conflicts, lack of equality and poor cooperation, unfair treatment towards the staff and lack of trust and bonding.

Aim of the study

The aim of the research is to analyse the practice of diversity and inclusion in order to enhance the growth of NHS by supporting the employees.

Objectives of the research

The objectives of the research are such as,

To identify the diversity and inclusion practices in the organisation

To analyse the impacts of managing diversity and inclusion on the organisational performance management

To identify the existing challenges faced by the HR team of the NHS in developing the diversity and inclusion practice in the institution

To recommend some suitable suggestions to the HR team, of NHS to improve the practice of diversity and inclusion in the institution to ensure good organisational performance through employee empowerment

Research questions

What are the diversity and inclusion practices in the organisation?

What are the impacts of managing diversity and inclusion on the organisational performance management?

What are the existing challenges faced by the HR team of the NHS in developing the diversity and inclusion practice in the institution?

What would be suggested recommendations to the HR team, of NHS to improve the practice of diversity and inclusion in the institution to ensure good organisational performance through employee empowerment?

Rationale of the study

The factors that determine organisational performance and the manner in which the diversity inclusion activities would contribute towards meeting the performance requirements through well connected and participative workforce are managing fairness, transparency and accountability, inclusion of all the staff members in the organisation irrespective of the cultural diversity and enhancing the practice of equality. Lack of communication, discrimination and lack of fair treatment, poor empowerment as well as dissatisfaction among the employees in an organisation are been observed as the major sources that limits the inclusion of appropriate workforce functions. The research is expected to develop different strategic interventions for the HR personnel in order to improve their knowledge on the diversity and inclusion based practices to fulfil the needs of the employees. The research might draw on different sources of information and the data that would be collected through interviews and surveys in order to generate the output. Diversity and inclusion activities support a business firm in improving their overall performance through active participation of the workforce and the induction of critical knowledge on the changing business requirements and skills. Hereby, the research would expectedly identify the different areas of activities that might be considered by the HR in order to resolve challenges while identifying the diversity and inclusion based requirements of the workforce.

Literature review

Diversity and inclusion based practices is an integral part of any operational unit in order to improve the participation and engagement of the workforce (Zubair and Khan, 2019). Efficient knowledge on the process designs and emerging organisational requirements supports the HR personnel in building on adaptability and an inclusionary approach while operating as per the strategic growth related needs (Warren et al., 2019). According to Machado (2018), the increased inclusionary activities of the HR to different cultures and their adaptability allows a business in improving the overall workforce performance and outputs being aligned with the commitments. Hence, effective inclusionary and non- discriminatory mind-set support an organisational HR in empowering the change readiness, participation and innovativeness of the workforce while influencing continuity of the business operations (Machado, 2018). The aspects of diversity and inclusion in recruitment practices contribute towards improving staff engagement. As stated by Syed and Ozbilgin (2019), HR practitioners in different business enterprises encounters significant concerns in maintaining diversity inclusion activities which results to lower levels of staff participation in the different business operations and dissatisfaction among the people. As opined by Bartram et al. (2021), diversity and inclusion practices help an organisational HR in improving the scope of talent engagement in different business practices. The practice of diversity and inclusion supports to enhance efficient skills, knowledge and understanding on the working processes among the workforce through staff empowerment and maintaining equality.

Siddiqui and Sahar (2019) stated that, diversity and inclusion activities supports an organisation in making the employees aware of the organisational commitments, the culture and the need for collaboration while driving their active participation in the different processes for ensuring innovation and change. Bartram et al. (2021) observed that, positioning efficient diversity programs are crucial towards improving the operations and outcomes of a workforce. The challenges that are often encountered by the HR in maintaining diversity and inclusionary practices might limit the scope of business performance (Siddiqui and Sahar, 2019). According to Murphy (2018), efficient communication and a collaborative relation between the HR and the workforce is an integral part of identifying the diversity needs. On the other hand, Siddiqui and Sahar (2019) stated that, skill and performance audits of the workforce are important interventions that empower the capability of the HR practitioners in recruiting diverse workforce and maintaining inclusionary approach. Machado (2018) stated that in most cases, the incapability of a HR practitioner in identifying the diversity based needs limits their potency in designing inclusionary approaches that are appropriate and aligned with cultural constructs and the emotional elements of a workforce while operating as per the changes in the organisational process (Machado, 2018). Therefore, it is essential for the HR practitioners to develop extensive knowledge on the different areas of concerns and factors which might be considered in order to stimulate their understanding on the diversity based needs of the employees (Siddiqui and Sahar, 2019).

According to Munn (2017), it was observed that, efficient diversity based practices empower the employees for active participation and further ensures motivation of the workforce while inducing change readiness. Change readiness and motivation helps in developing adaptability among the individuals in the workforce while addressing the change requirements in a business. Zubair and Khan (2019) stated that, businesses facilitate diverse changes with the purpose of influencing their long term sustenance and growth while operating in the different markets. In this connection, the increased levels of motivated employees support organisational operations, while contributing towards facilitating the continuity of the business activities while improving their active engagement in different change projects (Siddiqui and Sahar, 2019). The active involvement of the stakeholders in the change projects of the businesses ensures the growth and expansion of a venture among the international players. Hence, there is requirement of diversity and inclusion programs for workforce while recruiting and selecting candidates, to enhance the performance and increase growth of an organisation for sustenance in the competitive international markets (Machado, 2018). The practice of managing equality and diversity, non-discrimination policies as well as managing transparency and accountability, developing strong team by engaging the stakeholders in the organisation are helpful to improve diversity and inclusion of the staff in working efficiently.

Methodology

Research philosophy

In the research, the researcher will choose the deductive approach and positivism philosophy to conduct the study and analyse diversity and inclusion practices in the NHS. Through positivism philosophy, the researcher would be able to develop real life examples and apply the information with the social activities. Through engaging the participants, it is possible for the researcher to conduct the study and develop critical discussion related to the diversity and inclusion management at NHS.

Data collection method

For data collection, the data collection methods, primary and secondary are being selected. Through primary data collection method, the researcher will collect the first hand information directly from the organisational representatives at NHS for understanding the practice of diversity and inclusion in the hospital. Additionally, the secondary data are gathered through reviewing the secondary sources of information such as books, journals of health care management and the organisational website and published report of the NHS. The researcher selects random sampling techniques and conduct online survey by empowering 50 staff members in the NHS. Moreover, interview is being arranged for empowering the 2 HR manager at NHS for gathering vast information about employee management through diversity and inclusion.

Data analysis technique

Mixed method is being chosen to conduct the research and will choose quantitative and qualitative data analysis method to analyse the survey information and interview transcript respectively. The mixed method will provide a scope the researcher to involve the NHS staff and also the HR manager of the institution for gathering authentic and valid information related to the diversity and management practice to ensure inclusion in the workplace. The relevant findings further helps to conduct critical analysis about the practice of diversity management in recruiting and leading the staff members in the NHS to achieve the organisational objectives.

Future research

The research would make an extensive contribution towards making the current day businesses aware of the manner in which diversity and inclusion activities would support them in improving their overall operational performance and address the commitments efficiently in the international markets through increased engagement of the employees. The current research would generate a relation between diversity of the workforce and its impact on the organisational performance. The lessons on improving the capability of the workforce through diversity and inclusion activities would contribute towards making the students aware of their respective future roles in organisations and the manner in which they would be able to promote efficiency of business practices and performance of business. Therefore, the overall research study would contribute to the knowledge of the current HR practitioners, the future researchers and the MBA students pursuing with their degree in HR operations while contributing to their insights on the manner in which the diversity and inclusion programs improves organisational performance.

Take a deeper dive into Organizational Learning And Triggers Of Change with our additional resources.

Reference List

Bartram, T., Cavanagh, J., Meacham, H. and Pariona‐Cabrera, P., 2021. Re‐calibrating HRM to improve the work experiences for workers with intellectual disability. Asia Pacific Journal of Human Resources, 59(1), pp.63-83.

Machado, C., 2018. Diversity and inclusion of human resources: A brief contribution to a better understanding of its relevance. In Organizational Behaviour and Human Resource Management (pp. 173-203). Springer, Cham.

Munn, F., 2017. Everyone stands to gain from diversity in leadership. Nursing Standard (2014+), 32(6), p.12.

Murphy, W., 2018. Distinguishing diversity from inclusion in the workplace: Legal necessity or common sense conclusion. Journal of Business Diversity, 18(4), pp.65-83.

Siddiqui, D.A. and Sahar, N., 2019. The impact of diversity & inclusion and communication on employee engagement–A study of banking sector. Sahar, N. and Siddiqui, DA (2019). The Impact of Diversity & Inclusion and Communication on Employee Engagement–A Study of Banking Sector. Business Management and Strategy, 10(1), pp.23-40.

Syed, J. and Ozbilgin, M., 2019. Managing diversity and inclusion: An international perspective. Sage.

Warren, M.A., Donaldson, S.I., Lee, J.Y. and Donaldson, S.I., 2019. Reinvigorating research on gender in the workplace using a positive work and organizations perspective. International Journal of Management Reviews, 21(4), pp.498-518.

Zubair, D.S.S. and Khan, M., 2019. Sustainable inclusion : The role of green HRM. International Journal of Research in Human Resource Management, 1(2), pp.1-6.