Diversity in the Workplace Students Name University Course Professor Date Managing Workplace Diversity Due to environmental, technological, geopolitical, and socioeconomic factors, the diversity of global populations has dramatically changed. In addition, many aspects of society have changed. Such as our ability to work and interact with each other has changed due to these dynamics (Cletus, 2018). Therefore, many organizations globally are looking into ways to integrate diversity into the process of recruitment. Conducting a diverse recruitment exercise ensures that companies hire the best talents globally. In addition, diversity in the workforce strengthens organizational outcomes, provides a platform to exchange lifestyle and culture, and provides unique employee benefits and opportunities. Best Practices for Recruiting a Diverse workforce An organization stands to benefit a lot from hiring a diverse workforce. For example, a company can capture new markets and increase revenue due to a change in perspective. However, the process of diversification requires a lot of thoughtful planning. According to Roberson (2019), some of the methods that can make the process successful include: Expanding the location of the recruitment process. Broadening the candidate base is the most effective way to do this. Raising the area where a job listing is posted makes it possible to reach other individuals outside the target group. Another way is to look for other areas where in-person recruitment events are held. Digital sites are also effective in reaching a wider audience. An organization can explore the idea of incorporating \"blind hiring techniques.\" Blind hiring refers to how hiring managers obscure demographic and personal information in the hiring process. Candidates are instead recruited based on their abilities rather than unconscious bias. Measuring diversity goals quarterly and annually ensures policies are effective. It is impossible to improve a company\'s diversity if the board of directors is not aware of the areas their employees are underrepresented. In addition, hiring managers and executives should collect data quarterly and annually to assess how the firm is fairing in achieving the set diversity goals. An organization should also offer paid internships. Many individuals get their first work experience mainly through apprenticeships while still in college. Some of the interns are hired in the same company that they did their internship. Thus, if a company is looking to diversify its workforce, it can offer internship opportunities to underrepresented groups. Later, they can be hired as employees in the organization. There is an increasing richness of diversity in the workforce; thus, firms need to use creative practices to stand out. 

Recruitment Laws Applicants are protected by local, federal, and state laws, even before becoming employees. Under these laws, it is illegal for an employer to discriminate against an applicant based on gender, national origin, disability, age, pregnancy, or race. In addition, local and state laws may further protect applicants based on factors such as sexual orientation (Kamales, 2019). Thus, employers or hiring managers must abide by anti-discrimination laws from the hiring process to final selection. The Americans with Disabilities Act, the Age Discrimination in Employment act of 1967, and Title VII of the Civil Rights Act of 1964 are the laws I would incorporate in the recruitment process. These laws are put in place to safeguard individuals from protected classes from instances of discrimination, especially in employment environments (Roberson, 2019). Furthermore, the rules are against discrimination in recruitment, firing, hiring, and retaliation involving persons belonging to protected classes, including sex, religion, age, disability, national origin, race, and color. How to Ensure Confidentiality As part of the recruitment process, employers may be required to collect personal information from applicants. Personal information collected may include employment history, contact details, and the applicant\'s name. Therefore, the employer\'s work ensures that information collected is secure and not accessible to third parties. Confidentiality can be assured by providing that the hiring manager does not request too much personal information from candidates. In addition, information collection should be done through fair and lawful means, ensuring that only the needed information is collected. Hiring managers can only ask for additional personal information once they have recruited a candidate. Therefore, hiring managers should not collect tax file numbers, emergency contact details, and banking details from applicants during the application process. However, the employer must make the applicants aware that their information is being collected (Bhave, 2020). In addition, the employee must first understand the purpose of the information before giving it out. Finally, an applicant should know the consequences of providing the necessary information to the relevant authorities. Organizations should appropriately conduct background checks at the stage of recruitment. Due to the sensitive nature of the information collected, employers have to take precautionary measures to safeguard the same. Security measures will aid in avoiding unauthorized access, loss, misuse, disclosure, or modification of personal information. Furthermore, data can only be accessed and handled by eligible people who are bound by a contract. 

Conclusion The aim of having a diverse workforce in an organization is to meet the ever-changing needs of workers and customers. Thus, leaders and employees should actively participate in implementing changes that affect diversity processes. Changes should align with organizational objectives and goals to ensure their success. References Bhave, D. P., Teo, L. H., & Dalal, R. S. (2020). Privacy at work: A review and a Research Agenda for a contested terrain. Journal of Management, 46(1), 127164. https://doi.org/10.1177/0149206319878254 Brown, J. (2017). Inclusion: Diversity, The new workplace & the will to change by Jennifer Brown. Publish your purpose press. Cletus, H. E., Mahmood, N. A., Umar, A., & Ibrahim, A. D. (2018). Prospects and challenges of workplace diversity in modern-day organizations: A critical review. Holistic Journal of Business and Public Administration, 9(2), 35-52. Kamales, N., & Knorr, H. (2019). Leaders with managing cultural diversity and communication. Asia Pacific Journal of Religions and Cultures, 3(1), 63-72. Roberson, Q. M. (2019). Diversity in the Workplace: A review, synthesis, and future research agenda. Annual Review of Organizational Psychology and Organizational Behavior, 6, 69-88.