Employee Demands and the Diverse Workforce

Employees are the assets of an organization. But have their demands being fulfilled as per their expectations? 

The change in technology, change in climate, change in generation, and change in work environment along with all other changes itself creates the challenging environment in organizations. Hence, the HR Policies and their relationship with the staff need to be adjusted as the change happens. The below are few factors on which HR should adjust or modify their policies and acts.

1. Employee Demands

2. Diverse Work force

Employees tend to put a lot of demands to suit the environments and their needs. Compensation and benefits are the two most important factors they press deeply. Whereas those two are the key elements in the basic need of an employee if we consider it based on maslow’s hierarchy of needs. Compensation can come in difference ways based on the knowledge, performance, skills and experience (Lim and Ling, 2012). 

But the arguable point is that every employee differs based on their capacity. As such one employee might have ample educational knowledge but will find it difficult to put it into action. But at the same time another employee might have the same experience but no educationalknowledge, he’ll put anything into an action in most scenarios. How the HR is approaching to address the compensation of these two employees? Is it based on education, experience or performance or with an interconnection between these three components? 

This is the part where the ‘diverse workforce’ needs to be addressed on. 

Diversity can be defined as the acceptance, understanding and value of variations among people based on age, class, race, ethnicity, gender, impairments etc. (Esty et al. 1995). And it is also understandable that the diversity plays a major role in a success of an organization since, the work force has different skills and experience based on the diverse factor. As such, the organizations need to look into the demands of the employees prioritizing the diverse set employees and their diverse set of demands.

References

Lim, L.J.W., Ling, F.Y.Y. (2012). Human resource practices of contractors that lead to job satisfaction of professional staff. Engineering, Construction and Architectural Management, 19(1), 101– 118. http://dx.doi.org/10.1108/ 09699981211192599

Esty, K., R. Griffin, and M. Schorr-Hirsh. 1995. Workplace diversity. A manager’s guide to solving problems and turning diversity into a competitive advantage. Avon, MA: Adams Media Corporation.