Using Workforce Inter-Personnel Diversity as a Unique Talent Management System Component

Abstract

To develop employees in the workplace, the employee, the organizational leaders, and the HRD professionals must all believe that the employee has potential. To motivate a diverse workforce with different KSAs within the organizational culture, the focus should not only be upon the differences in various protected class categories but also on how to capitalize on these dissimilarities by building bridges upon or over them using workforce inter-personnel diversity strategies. This book asks organizational leaders, and HRM and HRD professionals to look at talent management from the workforce inter-personnel diversity perspective. They can consider developing all employees by position and still accommodate high potential employees. Workforce inter-personnel diversity as a component of a talent management system must be evaluated and sustained to remain a viable tool for leaders and employees in the workplace. Managing workforce inter-personnel diversity requires forward-thinking approaches including establishing unity among employees, valuing employees’ qualifications, training and developing employees, supporting employee self-development, providing career pathways and management systems that support the pathways, and valuing employees’ time. Organizational leaders’ diversity intelligence (DQ), and acknowledgment and understanding of all employees provides them with the workforce inter-personnel diversity knowledge to enhance and improve organizational performance. Five aspects of a talent management system are aligned with workforce inter-personnel diversity initiatives.