Diversity Case Study : Target Corporation

Every business has stakeholders, people who influence and are influenced by the business. Target works to ensure that all stakeholders are part of their mission and culture. According to Target’s website, they know that their stakeholders have a monumental influence on their company. That is why they listen to their needs, ideas, and concerns (Target, n.d.). A few of their different types of partners include: education, environmental, well-being, safety and preparedness, responsible sourcing, and diversity and inclusion partners.(Target, n.d.). Target identifies with many different partners that help improve Target’s reputation and overall connection with society.

Target Corporation has a very detailed job design that clarifies the responsibilities of employees in their various departments. They have a strong and effective job design in place, since it is a constantly growing company. All the departments at Target coexist very well with one another and this has allowed continued success over years. Not one department works independently. Instead, they are all connected, which allows them to assist one another in their duties and with the customers.

Diversity is becoming a more increasing and ever changing dynamic to the business environment. Organizations can either embrace and grow with diversity or be left behind and die out. One of the organizations that is growing with diversity is Target. This paper will look at Target in depth on what they are doing right and wrong, what makes them a leader in diversity, and what leadership is doing to encourage diversity.

Three ways of gaining executive commitment to diversity are to gather data and to assess the organizations current commitment to diversity to show where and why there is a need for change. The development of diversity council can also garner executive support because it offers a way for executive members of an organization to have a dialog with other members of an organization about diversity. Systematic changes are also necessary such as hiring from a diverse roster of candidates when filling a position. (Moodian, 2009,

Target’s objective is to provide a positive and diverse environment experiences for both their customers, whom they call “Guests,” and employees, known as “Team Members” (Former employee. 2014). As a

The top managers of Bass Pro Shops are reluctant to apply diversity practices on their recruitment processes, which has significantly damage their reputation and organizational climate. The successful implementation of a training and development method focused on promoting diversity will attract more customers and skilled employees to Bass pro shops stores. Thus, improving the reputation of the company in both employees and customers. The lawsuits derived from their discrimination practices has already damage Bass Pro’s reputation and might jeopardize their cost structure. Thus, the implementation of a diversity training method

While Target is more of a high end discount store, from walking through any one of the locations one could easily get the feeling that the company is putting forth a lot of effort into competing with Wal-Mart. The retailer’s target customers are educated young adults in their mid 20’s and early 30’s. Many of the customers in this targeted segment are experiencers and achievers. According to the VALS survey experiencers are avid consumers

organization’s goals and vision as it relates to diversity; (3) Recruitment and Retention serve as a

The Target Corporation is focused on ways to build their legacy of the corporate social responsibility. Working together with team members, guest, suppliers and the community builds a superior outcome by which matters most by the Target leaders. Their purpose is to believe in great shopping, anytime and anywhere. The company culture builds a team of people with different backgrounds and unique points of view. As Target promotes an active citizen and good neighbor in our communities by which they give valuable time, talent and business strengths to growing our communities to a healthy and safer

In the Corporate Governance and Ethics Disclosure, Target still focuses on the morals that were instilled with the company 50 years ago by the Dayton brothers. Those key factors focus on; a highly independent and engaged Board of Directors with a diverse set of relevant experiences, mechanisms that provide accountability to shareholders, and a management team whose interests are aligned with shareholders. In order to effectively implement these goals for guests, team members, shareholders and the communities, Target focuses on a continuous balance of diversity within the corporation. In accordance Target seems to be on the right direction to diversifying its company, and trying to accommodate each community depending on the location.

Diversity and inclusion are critical strategies for any organization that wants to be successful in business. Organizations cannot expect for diversity and inclusion to appear and work smoothly within the workplace automatically. Diversity and inclusion is a journey that companies must take to reap the rewards of being a truly global business. There are eight steps that organizations can apply to their workplace that will make diversity and inclusion a smooth and fun journey. Organizations can start the inclusion process by first learning the eight steps to inclusion in the workplace.

Target has done a pretty decent of trying to incorporate diversity in their organization. Diversity is an every changing and evolving component and it is up to organizations to evolve and change with it. Target should reevaluate their diversity training programs, policies, practices, and procedures every few years or so (beyond). By reevaluating their diversity techniques, Target can stay on top as one of the leading organizations for diversity. They can accommodate and change techniques to include any new laws and regulations and social acceptance (beyond). After the exposure of documents for team leads diversity training and the criticisms that followed, Target should probably have reevaluated how the training is done. The

Today's workplace is more diverse than it has ever been in history. While the workforce has made strides in the direction of equality, it is still far from attaining total equality in the workplace. A company must value diversity. The main objectives of valuing diversity include awareness, education, and positive recognition of the differences among people in the workforce. Organizations are increasingly emphasizing group work or teamwork as a source of competitive advantage in a diverse workforce. It has been suggested that such organizations must target their recruitment efforts at applicants who are both diverse and amenable to working in teams ( Rau, Hyland 2003).

Most people assume that workplace diversity is about increasing racial, national, gender, or class representation -- in other words, recruiting and retaining more people from traditionally underrepresented "identity groups." Taking this commonly held assumption as a starting point, we set out six years ago to investigate its link to organizational effectiveness. We soon found that thinking of diversity simply in terms of identity-group representation inhibited effectiveness. Organizations usually take one of two paths in managing diversity. In the name of equality and fairness, they encourage (and expect) women and people of color to blend in. Or they set them apart in jobs that relate specifically to their backgrounds, assigning them, for example, to areas that require them to interface with clients or customers of the same identity group. African American M.B.A. 's often find themselves marketing products to innercity communities; Hispanics frequently market to Hispanics or work for Latin American subsidiaries. In those kinds of cases, companies are operating on the assumption that the main virtue identity groups have to offer is a knowledge of their own people. This assumption is limited -- and limiting -- and detrimental to diversity efforts. What we suggest here is that diversity goes beyond increasing the number of different identity-group affiliations on the payroll to recognizing that such an effort is merely the first step in managing a diverse workforce for the

Diversity in workforce “include, but are not limited to: age, ethnicity, ancestry, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital status, military experience, religious beliefs, parental status, and work experience”(Thomas 1992). Diversity in the workforce is initially perceived as a response toward the increasing diversity of the consumers in the market (Agocs & Burr, 1996). From there, it has been observed that capitalizing on existing differences among the employees provide benefits to the organization. Diversity in workforce fosters and encourages