You have just begun a new stage in your career—you have beenhired to be the Human Resources (HR) Manager for Berkley InnovativeTechnologies. Upon meeting the CEO, she described how the company’sworkforce demographics have changed substantially over the past twodecades. Previous HR managers, along with many supervisors, havemostly been Caucasian males ranging in age between 50s and early60s, and typically from a Judeo-Christian background. The CEO alsoindicated that workplace strife has been steadily increasing, andher team is concerned that it may be related to the changingdemographics in the workforce.

The CEO has tasked you with creating an educational manual to beutilized in training the existing front-line supervisors. This willbe followed with sensitivity training to help all employeesunderstand the complexities of the changing workforce and what itmeans for the future.

Diversity Training Manual: Part I (2–3pages)

Part I of the training manual should address the following:

• Title page
• Table of contents
• Part I is to be titled: Introduction to Diversity andDemographics in the Workforce
• Begin your manual with a brief explanation of each form ofdiscrimination (religion, race, gender, age, and immigrant vs.native-born) as it relates to the workplace.
• Part 1 will conclude with information on the sections belowregarding the demographics of the U.S. population:
  • Sections:
    • Current statistics
    • Recent trends
    • Forecasted trends
  • Information for this question can be located using some or allof the Web sites listed below. You are not limited to the resourcesprovided and may use additional outside materials for this sectionif needed. Be sure to properly cite all work.
    • Web site1  https://www.pewresearch.org/hispanic/2008/02/11/us-population-projections-2005-2050/
    • Web site 2https://www.bls.gov/cps/demographics.htm
    • Web site3  https://www.pewforum.org/2015/05/12/americas-changing-religious-landscape/
    • Web site 4https://www.brookings.edu/blog/the-avenue/2018/03/14/the-us-will-become-minority-white-in-2045-census-projects/
• Then, address the following information as it relates todiversity in the workforce:
  • The customs and values of 2 of the largest minority races orreligions in the workforce (e.g., the dramatic increase in theHispanic and Muslim percentage of the workforce)
  • The need for sensitivity to their differing values andcustoms
  • Legislation affecting supervisor regulations relating to thesegroups

Diversity Training Manual: Part II (1–2pages)

As the new HR Manager, you are now ready to complete the nextsection of the diversity training manual that is targeted at makingyour workforce supervisors more aware of current racial diversityissues, explaining how the supervisors should address them. Thegoal of this section is to supply information to reduce potentialtensions in the workplace among a racially diverse body ofemployees.

Part II is to be titled: Historical Issues of Different Races inthe Workplace and How to Handle Them

• This section should discuss the following:
  • Racial diversity in the workforce now and how it will look inthe future, based on the U.S. population's racial demographicchanges
  • Specific issues that create tensions in the workplace betweendifferent groups
  • How leaders and supervisors need to address these potentialissues
    • Potential areas of focus for this part could include, but arenot limited to, the following:
      • Adopting a more diverse definition of diversity
      • Using technology such as AI to avoid unconscious bias
      • Sourcing candidates with nontraditional credentials
      • Testing diversity initiatives with data
      • Standardizing the interview process to reduce bias

Diversity Training Manual: Part III (2–3pages)

The CEO indicated that gender issues are also of great concernfor her in moving the company forward. With an overwhelming amountof men at the company, she wants to avoid any potential genderissues when writing job requirements, hiring employees, andinteractions in the workplace. For this section, specificallyaddress these 3 gender issues, and provide suggestions as to how toraise the sensitivity of all supervisors regarding these issues. Becertain to address concerns such as: Can the supervisor hand outwork assignments that he or she feels are better suited todifferent genders? Can he or she write a job requirement that onlyone gender can meet, such as a strength requirement?

Part III is to be titled: Overcoming Gender Issues in theWorkforce

• This section of the manual must, at a minimum, address thefollowing information:
  • A few general facts about the U.S. population's gender mix andthe gender mix found in notable segments of the workforce
    • Make sure to include all sources of information.
  • Address the 3 gender issues raised by the CEO, and providesuggestions on how to raise the sensitivity of all supervisorsregarding these issues.
  • The essence and applicability of the landmark Griggs v.Duke Power case dealing with stated job requirements should beaddressed
    • Click here to read the Griggs v. Duke Power case.
  • Describe state minimum job requirements when requesting newemployees to be hired into the department
  • Explain how the supervisor might communicate to his or herdepartment (of all male employees) when a female is about to becomepart of the work team