please write on discussion question 100 words
In the case outlined in Butcher (2017), the recruiting practices of HFHC sought to increase its supervisory workforce capital to maximize inclusivity and diversity in the organization. “Understanding and eliminating barriers to career progress base on the bias on the basis of their race, gender, and other social identities, rather than on skills and ability, is an important issue in the U.S. labor market” (Flory, Leibbrant, Rott, & Stoddard, p. 74). HFHS’s effort to influence the recruiting efforts through improving its hiring processes to increase diversity and decrease bias. This article was interesting because the intent, while benevolent, is to improve diversity and create an organizational culture that recognizes said diversity factors and the positive impact that it has on the work environment. From a business perspective, the idea of hiring for the sake of achieving diversity could create difficulties in that the bias shifts to demographics v. that of a best and qualified applicant irrespective of said demographics. Where this exceeded expectation is the buy-in piece from the organization’s standpoint. Diversity hiring has been a priority for them for decades. This shows that the organization has had a long history of ensuring that there is value in diversity and that diversity is considered as a goal for senior-level hiring. Smith & Angood (2020) discusses how diversity and inclusion tend to go hand in hand in that there is value in the employment of diversity, backgrounds, life experiences, thoughts, ideas, and opinions. From the leadership standpoint of HFHS, the unbiased design for and supervisory hiring, and finding not only the best and qualified but ensuring diversity and inclusiveness throughout the leadership in the organization. Overall, this strategy is effective however has room for improvement. In my experience with hiring or reviewing applicants, I am not generally concerned, nor do I look at, with demographics. I have always sought the best and fully qualified for the position. Consideration for years of experience is more of a factor than anything.
Butcher, L. (2017). Henry Ford Health System’s executive diversity recruitment strategy. H&HN: Hospitals & Health Networks, 91(9), 24–25.
Flory, bio), J. A., Leibbrandt, bio), A., Rott, bio), C., & Stoddard, bio), O. (2021). Increasing Workplace Diversity: Evidence from a Recruiting Experiment at a Fortune 500 Company.Journal of Human Resources,56(1), 73–N.PAG.https://doi-org.library3.webster.edu/10.3368/jhr.56.1.0518-9489R1Links to an external site.
Smith, A., & Angood, P. B. (2020). Diversity & Inclusion: Tough Decisions, Rich Rewards: Hiring based on gender and diversity does not mean settling for less-qualified candidates. It means hiring those who are most qualified AND increasing your organization’s competitive edge through cognitive diversity. Is that even possible? Yes --if you make it a priority.Physician Leadership Journal,7(4), 20–25