Introduction
In the current landscape of Sullivan Soap Company, a small family-owned business, a notable characteristic in the workforce is the predominance of family members. Due to this factor, non-family members not only feel unmotivated but also unproductive, which lowers morale (Hundschell et al., 2022). Therefore, the issue of family-member concentration in the workforce and a lack of diversity must be addressed to unlock various benefits for both management and employees. At Sullivan Soap Company, changes to current diversity practices should be implemented through hiring practices that prioritize inclusivity and equal opportunities, as well as training programs and employee support.
Increase Diversity in Hiring
The first change that must be implemented in the workplace of Sullivan Soap Company is a shift in hiring policies with a greater focus on diversity. At the moment, the company gives preferential treatment to family members, giving them higher positions and limiting non-family members from growing professionally and applying their skills and talents. The newly proposed hiring policy will prioritize diversity and inclusion, considering candidates from diverse backgrounds. There are many benefits of this change for both management and employees. For example, for employees, the proposed change will lead to greater equality and diversity, creating an environment that fosters creativity and innovation, as the team becomes more motivated (Hundschell et al., 2022).
At the same time, the management will be affected by observing improved performance of the employees and better retention as well, since team members will be less inclined to seek work opportunities elsewhere (Hundschell et al., 2022). Thus, increased diversity in hiring has a positive influence on employees at Sullivan Soap Company, allowing them to feel seen and valued. Without such an approach, the company will continue to struggle with conflicts, a lack of understanding, and poor growth.
Training and Development Programs
Another change that has to be considered is the incorporation of training and development programs. The process of improving a person’s ability to perform well in their current or future role and workplace is known as employee development. Formal education, work experiences, professional connections, character, expertise, and ability assessments are examples of development activities that aid in a worker’s professional growth and contribute to employees’ satisfaction (Dachner et al., 2021). In the case of Sullivan Soap Company, both management and employees will be involved in such initiatives.
For example, management will undergo training and development programs on inclusion and diversity in the workplace to create a more inclusive and diverse environment for employees. As a result, a greater awareness of the need for effective communication and proactive measures to lower the likelihood of conflict will have an impact on managers. Meanwhile, employees will participate in such programs to enhance their skills and professional prospects, which will, in turn, impact their opportunities and performance (Dachner et al., 2021). In the end, such initiatives will help create a balance in the workplace, achieving improved collaboration, understanding, and communication among team members.
Employee Support and Well-Being
The last change that must be implemented to aid the company in its diversity initiatives is employee support and well-being. For example, employee assistance programs (EAPs), which include counseling and support services, can be used to do this. Such programs can have a positive impact on both management and employees due to the benefits of this initiative. EAPs can help employers address the mental and physical health issues of their workforce, which can preserve workers’ job security, boost productivity, and ensure a positive work environment. The programs exhibit a favorable correlation with interpersonal support, dedication to the organization, and job fulfillment, as well as a negative correlation with work stress (Chen et al., 2023).
At the same time, management will also benefit from the program due to the increased productivity of employees. Team members are more productive and satisfied when their needs are addressed, and their well-being is maintained, which in turn helps the organization achieve its objectives (Chen et al., 2023). As a result, EAPs can help Sullivan Soap Company increase organizational commitment and employee job satisfaction. Given that there are no such programs in place at the organization, implementing this change will help executives advance their expansion goals.
Conclusion
In summary, by promoting greater diversity in the workplace through enhanced hiring procedures, educational initiatives, and staff support, the company will be able to value new perspectives and increase productivity. The first adjustment that needs to be made at Sullivan Soap Company is to the hiring procedures, with a stronger emphasis on diversity. In the absence of such a strategy, the business will continue to experience disagreements, a lack of understanding, and slow growth.
The addition of training and development initiatives is another modification that needs to be considered. Ultimately, these types of projects will help strike a balance in the workplace, leading to enhanced teamwork, comprehension, and communication. The support and well-being of employees are the final modifications that need to be made to help the business achieve its diversity objectives. This can be accomplished through the use of EAPs, which offer support and counseling services.
References
Chen, Y. C., Chen, Y. C., & Chu, H. C. (2023). Stages of organizational development and employee assistance programs in Taiwan. Humanities and Social Sciences Communications, 10(1), 1-14.
Dachner, A. M., Ellingson, J. E., Noe, R. A., & Saxton, B. M. (2021). The future of employee development. Human Resource Management Review, 31(2), 1-16.
Hundschell, A., Razinskas, S., Backmann, J., & Hoegl, M. (2022). The effects of diversity on creativity: A literature review and synthesis. Applied Psychology, 71(4), 1598-1634.