Workplace diversity is one of the cornerstones of a successful company. As the world becomes more and more interconnected, businesses must ensure that their workforce is reflective of their customer base. Workplace diversity is crucial for businesses of all sizes - whether it be a Small-Medium Enterprise (SME) or a large multinational corporation. Having a diverse workforce increases a company's knowledge base, offers up new perspectives and helps businesses to better understand the needs of the customer in an increasingly globalised marketplace. 

Furthermore, during a time when talent acquisition and retention are such hot topics – increasing diversity is a sure fire way to help companies source, and retain, the best talent. Not only that, a diverse workplace is integral to harnessing a company culture that is characterised by inclusion, outward thinking and equality. With so many positives, it’s easy to see why companies should be focused on improving diversity in the workplace.
 
Undoubtedly, HR Professionals are ideally placed to encourage and manage diversity within businesses. So, here at the HR department, we’ve come up with 4 ways for companies and HR departments to promote and manage diversity in the workplace for the benefit of employees, employers and society as a whole.

1. Make Diversity a Priority

Let’s start with the simplest way HR professionals can encourage diversity: prioritizing it. The first step to overcoming a lack of diversity in the workplace is making it centre stage, and understanding that diversity involves the inclusion of all workers, regardless of their gender, sexual orientation race, religion or ethnicity.

Here in Ireland, PayPal, the online payments company, employ over 2400 staff and prioritise diversity within their organisation. So much so, - they won the ‘Diversity Champion 2016’ award at the Irish HR Champion Awards last year. Their Vice President of global operations for Europe, Louise Phelan, argues that Irish workplaces should learn from American businesses and invest more in their diversity programmes. HR, as a department, is well positioned to underline the importance of an integrated workforce and help to foster a company culture that champions diversity.
 
2. Monitoring

Many companies are aware of the need for gender diversity and are therefore monitoring the hiring and retention of female members of staff. However, having a diverse workforce is more than simply having a balance between male and female workers. It is about creating a workforce that is representative of society as a whole. HR should regularly monitor the overall diversity of an organisation to ensure that all religions, races, ethnicities, genders and sexual orientations are known and that progress can be made through recruitment. HR professionals should be aware that a diverse workplace is more attractive to prospective employees - all the more reason for HR to lead the charge in diversifying businesses.

That being said, monitoring diversity is not just about the hiring process, it’s also crucial to keep a close eye on current employees. It is vitally important for HR to watch out for any forms of discrimination in the workplace and have effective protocol in place to deal with any such situations should they arise.

3. Mentoring
 
HR departments can play a central role in encouraging companies to undertake mentorship programmes. Initiatives can take place within a company internally or with external organisations such as local schools, universities or youth groups. This can help to ensure that young people from all walks of life are aware of the opportunities that are available to them in business, and positions your company as a role model when it comes to encouraging and promoting equal opportunities.

Mentorship programmes also have the potential to increase the talent pool in Ireland, particularly if they target people from disadvantaged backgrounds, with the aim to provide them with the skills and opportunities to make better, more informed decisions about their future. Importantly, HR professionals can push for mentoring initiatives of all different styles and sizes, from helping mothers return to work after maternity leave to offering work placements for students.

4. Partnerships
 
Much like mentoring, partnerships with organisations such as charities, not-for-profit organisations or schools can be particularly effective for widening the talent pool and offering opportunities. Internship initiatives, which have the backing of partner organisations and are open to all, are just one good example of how HR departments can increase the diversity of the workforce.
 
There is no doubt that workforce diversity adds enormous value to business. The reality is that the demographic of the workforce in Ireland is changing rapidly. For example, with an increase in overseas workers - particularly with the rise of tech industries here - and an aging population, organisations need to adapt, adjust and diversify their workforce in order to cope with the changes. Importantly, companies, and particularly HR departments, need to drive home the fact that improving workplace diversity is not only a necessity, but also a fail-safe way of improving a company’s productivity and profitability.
 
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Last year I wrote a blog highlighting some of the key issues employers should be aware of when it comes to incapacity dismissal and noted that, in 2015, sickness absence cost employers in Ireland a massive €490 million.
 
A recent case in Ireland - wherein the Labour Court overturned a €17,000 award by the Workplace Relations Commission (WRC) to a former employee of Dunnes Stores who was dismissed after a period of absence of three years – has prompted the need for a fresh look at the complicated legislation surrounding absenteeism.
 
Here at the HR Department, we would like to unpack some of the reasons why the Labour Court overturned the WRC award in this case. Hopefully this will provide some valuable tips and ensure employers and employees know where they stand when it comes to absenteeism.

So, here are three of the most important points to be taken from the Court ruling:
 
1. Employers are not obliged to ‘officially’ find out if someone is unable to work.

The court in this case ruled that if an employee is not fit to perform the duties they have been hired to perform, this can give rise to dismissal. While this may seem evident, what was important to note was that the court also ruled that it was not the role of the employer to establish if the employee could or couldn’t work.
 
Instead, as was the case here, the employer can simply believe the worker when they say they are unable to work.  In other words, an employer is not required to send an employee to an independent medical assessment if they believe the reason for incapacity is genuine.

2. Employees who are ill should, where possible, give an indication of when they may be back to work - otherwise they may face dismissal.

Should an employee be unable to work, it is imperative they try to indicate to the employer when they may be able to return to work. It is an employee’s duty to say when they might be able to work again and if they fail to do so, employers may have grounds to dismiss them. In this case, the court argued that the worker, despite having plenty of opportunities to do so, had not made it clear when she would be able to return to work, thus justifying her dismissal.
 
Clearly an employer can’t be expected to keep a position vacant indefinitely. Therefore, employees need to be diligent when it comes to keeping an employer up to date with their ongoing situation regarding their absence. Equally, returning to work after a long period of absence can be a tough and daunting task. Employers should consider ways in which they can help employees who are returning to work in order to make the process as smooth as possible. The key to avoiding problems here is both clarity and open lines of communication between employer and employee.

Finally, it is also worth noting that, under the Employment Equality Act, employers are obliged to make reasonable accommodations for staff with disabilities, and employees on long-term absenteeism could fall into this category.

3. Employers shouldn’t include maternity leave as a period of absence.
 
In this case, Dunnes Stores included the claimant’s maternity leave in its calculation of her three year period of absence – something which was criticised by the court. The critical point here, therefore, is that maternity leave, even during a prolonged period of absence, should not be considered ‘absenteeism.’ Also, with regard to maternity leave, employees should remember to apply in writing to your employer for maternity leave and give your employee 4 weeks notice before you wish to return to work. Clearly this needs to be a two-way street – employees need to inform their employers of maternity leave, and, in turn, employers must be astute enough not to include this as a regular period of absence.   

Absenteeism is a complex issue that can have the potential to lead to costly litigation if it is not dealt with effectively. This case goes to show how an employee’s continued absence, without specifying when they may be back to work, has the potential to lead to dismissal. The important thing to remember is that the more in touch an employer is with their employee (and vice-versa) the less likelihood there is of complications when it comes to absenteeism. It is beneficial for both employees and employers to be well versed in this area, not only to avoid complications, but also to harness a company culture and workplace environment that is as smooth, efficient and understanding as possible.
 
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Whether it be reconnecting with old friends, sharing special family photos online or keeping in touch with loved ones who are abroad, it is hard to understate the impact of social media on our everyday lives. Importantly, social media isn’t only for personal use – it’s becoming more and more essential for businesses to master in order to reap the benefits of an online presence.

What’s more, having a clear and coherent social media strategy isn’t something that should be reserved for tech companies. In fact, there is a vast array of companies – and HR Professionals – that both can and should leverage the power of social media for business gains.

Of course, the wide range of social networking sites - from Linkedin to Facebook to Twitter – all have different uses to suit certain business needs. However, here at The HR Department we want to demonstrate 4 ways social media can benefit HR and prove that, as HR Professionals, you have no excuse not to be linkedin on social media.
 
1.Drastically Widens the Recruiting Market

There is no doubt that social networks are providing quicker and easier access to a diverse and highly skilled workforce than ever before – which is a huge positive for HR departments. Networks like Linkedin and Careerify allow employers and employees to seek out one another efficiently and effectively through online channels, while also facilitating a more continuous hiring process. In addition, employers can scrutinise candidates through their social networks before interviewing or hiring – a Facebook page or Linkedin profile can reveal a lot about a prospective employee.

On the other hand, employers need to be careful, as the chance of an employee being poached in this digital age is becoming more and more likely. With businesses and workers becoming highly interconnected through seamless social media communication, it’s never been easier to reach out to a prospective employee or employer. HR departments need to be aware of this and keep on top of their social media strategy to be sure they are not only hiring the best workers, but holding on to the cream of the crop too.  
 
2. Can Greatly Improve Employer Branding

Crucially, with online transparency, comes a great deal more visibility and therefore responsibility. This goes for both companies and employees. The important thing for HR departments to note is that social media is essential when it comes to harnessing continuity and professionalism in your employer brand. A strong employer brand that is regularly pushed out on social media improves online reputation and is central to hiring and retaining talent.

Equally, be careful what you post and where you post it. One wrong move on social media can be hugely detrimental to a company’s brand and, as we all know, mistakes have a tendency to go viral.
 
3. Analytics to Monitor Success

One of the big issues with social media is monitoring its success. HR departments may be sceptical as to how much of a positive influence their social media strategy is having on the overall business. Luckily, there are analytics available to provide insights into the success of your social media activity. Whether it be the number of views on a blog post, the ‘likes’ on a photograph or the number of comments on a shared research paper, there is a plethora of ways to analyse your social media activity and find out what social content suits your company best.
 
4. New Job Opportunities
 
Finally, something HR Professionals should be acutely aware of is that as social media becomes more popular and crucial for businesses, there also needs to be an increase in personnel to manage it. A successful social media strategy isn’t something that can be handled at lunchtime by one employee– it requires time, effort, and therefore staff, to oversee it. Hiring a social media expert can help a great deal for your business and it’s HR’s
responsibility to find someone suited to the job.

It’s also advisable to ensure that all members of staff who are engaged in social media on behalf of your company are adequately trained in how to use it effectively. It may only be 140 characters, but don’t underestimate the time and research that can go into a meaningful tweet that’s in line with your business ethos!

So, there’s no doubt that the social media age is bringing a great deal of opportunities to both businesses and HR departments alike. There is also no question that in order to meet the business needs of today, HR Professionals should be regularly updating their social media strategy. After all, the essence of HR is capitalising on new ways of communicating, networking and getting in touch with people – it would be foolish, therefore, to ignore social media.  
 
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The way companies are being managed is changing rapidly. As the need for greater transparency and customer centric business increases, many companies are restructuring their management system to meet these new demands. Couple this with the fact that the workplace has become more fast-paced than ever - not least due to the rise of digitisation – and it is easy to see why companies are rethinking the structure of the workplace.

One management style which some companies – especially those that are tech based - are adopting to meet the challenges of the global marketplace is known as agile. Agile management, championed by companies such as Google and music streaming giants Spotify, essentially divides a business into small teams of workers that act like start-ups in their own right. Agile centres on the idea that employees should be largely self-organised and collaborate on a level playing field for the benefit of the business.
 
Clearly these types of changes to management have vast implications for HR departments. It is important to note that agile management has many different facets. The focus here is to look at how HR Departments should adjust and adapt in a business switching to, or thinking of taking on aspects of, agile management.
 
So, here are 3 ways that agile management can influence HR:  
 
1. Making Everything Continuous/Ongoing
 
In this day and age, product and project cycles work on a month-to-month or even week-to-week basis, rather than year-to-year. Agile management stresses the need for ongoing, continuous feedback and review of company progress, as opposed to annual reports. Here are three main areas HR departments should be prepared to tackle on an ongoing basis:

- Talent Acquisition:

Instead of hiring once or twice a year, companies are much more likely to hire as and when they require skilled staff. This means HR departments should be constantly on the lookout for staff suited to their business and regularly sounding out areas of the business that might be understaffed.
 
- Feedback:

Rather than providing yearly feedback to staff, HR departments in an agile management structure should be much more ready to give regular feedback to employees. While this may be time consuming, it helps to encourage and motivate staff and make sure the business is as productive and efficient as it can be.

- Training:
 
Under agile management, HR departments should see training as a continuous process, rather than a one off thing. Making sure your employees are regularly well trained and up-to-date in their department will ensure your company is more effective. A key role of HR is also to monitor performance – providing regular training is one way to keep all employees performing to the best of their ability.
 
2. Demands a Concentrated Focus on Teamwork
 
With agile management there is much less importance placed on the individual employee - it’s all about teamwork and how employees collaborate with one another. This means that the HR department must move away from focusing on individual merit and instead hone in on how teams work together, helping to ensure the smooth running of the team as a whole.

Of course this also changes the role of the managers in a company. It is essential that HR departments encourage managers to be much more interactive, hands on, and engaged with their team. HR must preach the idea that employees are on a level-playing field – something which can be hard for many managers to handle. HR may even be required to come up with new roles and methods of assessment that promote cross-functionality between teams.

3. Changes in Company Culture
 
Clearly, with an agile management system, the company ethos will have changed greatly. Having a harmonized company culture is essential, especially when it comes to hiring new talent, and it’s an area where HR can lead the way.  HR should make sure there is a homogenised company culture that all employees understand and support.
 
In addition, current employees may not be used to organising themselves and being given more flexibility – HR can assist in these areas in order to make sure companies get the best out of their staff and ensure talent retention. The key here is for HR to demonstrate that with agile management, leadership takes much more of a bottom-up rather than top-down approach. Clearly this is unconventional and may take time for employees to get used to, however it has the potential to make a company more effective and efficient, while promoting equality in the workplace.
 
Of course, agile management isn’t suited to every business. Companies may well pick and choose the ‘best-bits’ of agile management and implement them as they see fit, or opt for entirely different systems. However, the reality is that as companies look to change their management structure to meet the every day pressures of a fast-paced and ever-changing working environment, HR needs to make sure it doesn’t get left behind. As different companies adopt different management styles, the HR department must be versatile and adapt to any changes in order to stay in line with the rest of the business and remain an integral part of its success.  
 

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