This case focuses on the illustration and application of HRM workplace diversity management concepts. First, students will have to discuss the advantages of a diverse workforce and the steps involved in diversity management. Next, they must critique the HRM director's diversity plan. They will then be required to design and implement HRM practices in order to facilitate the recruitment, selection, integration and development of diverse employees. Finally, students will propose measures that evaluate the effectiveness of these HRM diversity practices.
The case has a difficulty level of 4 to 6: it is appropriate for HRM courses from senior level to second year graduate level (M.Sc. and MBA courses in HRM, staffing). Students are expected to prepare the case before coming to class. The case is designed to be discussed in one class of 3 hours. This fictitious pedagogical case was inspired in part by the real-life experiences of HR and employment equity managers in various Canadian organizations. The authors interviewed or met these individuals during the second author's seminars on diversity.
In this case, participants will examine the situation of Françoise Roy, HRM manager of a bank in Quebec, Canada. Françoise had only been director of human resources at the People's Bank of Quebec (PBQ) for a little over a year when she undertook a huge project This effort entailed encouraging diversity in the bank by increasing ethnic and cultural minority representation and by eliminating discrimination among the workforce. The Human Rights Committee had approved her action plan regarding employment equal opportunity. In order to achieve her goals, Françoise must now design and implement a workforce diversity action plan.
In this case study, students will first discuss the advantages of a diverse workforce and the steps in diversity management. Next, they must critique the HRM director's diversity action plan. They will then have to design and implement HRM practices in order to facilitate the recruitment, selection, integration and development of a diverse workforce. Finally, students will be required to propose measures used to evaluate the effectiveness of these HRM diversity practices.
On February 27, 2003, Françoise Roy had a good reason to celebrate: finally, the Canadian Human Rights Commission had approved her employment equity plan. She had only been HR Director at People's Bank of Quebec (PBQ) for a little over a year, but she wanted to change things. She knew that in order to improve workforce representativeness and make discrimination a thing of the past, a lot would have to change in the minds of the people and in the organizational culture of that homogeneous Franco-Quebecer organization. Nevertheless, workplace diversity was one of her priorities, and she was determined to make it happen. But she wondered where to begin.
LEGAL AND SOCIO-DEMOGRAPHIC CONTEXT
In 2001 there were over 700,000 immigrants in Québec, 500,000 of whom were members of visible minority groups. While at the turn of the 20th Century, most immigrants were from the United States or European countries, the percentage of immigrants from these countries gradually decreased, as immigration from Asia and other parts of the world increased. Slow at first, this change became more visible in the eighties. Today, the vast majority of immigrants are Asian (including South Asians) or Black.
Legislation has been adapted in order to deal with this new reality. The Canadian Charter of Rights and Freedoms, which is included in the 1982 Canadian Constitution Act, guarantees equality to every individual regardless of race, religion, national or ethnic origin, color, sex, age or disability. The law allows, however, programs which benefit members of certain groups (such as women, aboriginals, people with disabilities and visible minorities) which have historically been subject to discrimination. …