HRM Case 1.

The government introduced the first Employment Equity Act in 1986, which call for employment diversity; the Human Right Commission just had begun to check the banks compliance with the Act. In 2002, only less than 6% of the employees in PBQ were from visible minority group The majority employees are French-speaking Quebecois 80% administrative and office workers were women, but only 18% of the women workforce were senior managers Minority groups have real talented people who can benefit the bank The clients of the bank were becoming increasingly diverse

2.

- The managers were afraid that the clients would have trouble to deal with the employees from other cultural background - They had the prejudice that employees from minority groups were not as effective as the local employees when dealing with customers - The managers did not see the value of hiring people from minority groups - The managers might find it was unfair that certain laws were favour the minority group workforce - Managers were satisfied with the current situation and the organization culture 1. Instead of forcing the managers obey her plan, Francoise needs the commitment from the managers to make the action plan work. One of the main reasons of managers reluctant on hiring minority group workforce was that they did not see the value of having them as a part of the team. Francoise could educate the managers why it is important. For example, she could show them the trend of diversifying customers of the bank. Additionally, during the hiring process, the hiring personals of the bank can intentionally focusing on finding the minority group candidates who might fit to the banks culture. Furthermore, Francoise can also provide platforms where the local employees and the minority group employees can get together and get to know each other in less formal environments (e.g., party with a culture theme, team projects with rewards).