IndexIntroductionAnalysis of the current situationAlternatives – improvement options Implementation EvaluationConclusionReferencesIntroductionToday all companies must operate in an economic environment in which different cultures, different sexual orientations, different religions, ethnicities, races, colors and differences in their education, experiences, knowledge base. Companies and above all their greatest strength: human resources must therefore adopt adequate strategies and behaviors to derive the best benefits and open up new opportunities and prospects for individual or collective development to allow the company to remain competitive. For example, a cultural minority can give a company new technical or cultural skills, which will allow the company to diversify its way of producing and improve its position on the international market. The HRD (Human Resources Department) has decided to use new strategies such as encouraging hiring and facilitating the integration of a diverse minority into the work group. But the fact is that companies are trying to look for common ideals, so we can ask ourselves: how to mix the company values ​​of all employees with the many cultural differences within the same group? The problem is therefore how to successfully integrate minority diversity into a work group, as many companies do not realize that some of their practices will prevent a good integration of these diverse groups into the company. Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an original essayAnalysis of the current situationHowever, these minority groups can still be discriminated against, it can be earlier, for example during the job interview or later, at the workplace, despite its ban. I should also note that frequent intercultural exchanges can sometimes create real organizational problems, and this is due to the difficulty of understanding the reference system of people of different nationalities, with a different culture and who have a different way of doing things. When a person wants to collaborate with a team-group, he does not act only as an individual, but he will also behave and react according to his history, his culture, therefore as a member of a particular community with its own religious specificity, its own legal system, with a different society and a different way of living and/or acting. Differences in nationality within a casual enterprise can therefore lead to oppositions in management style and system, taking into account the values ​​favored by each type of culture. These choices can then lead to marked differences in organizational principles and managerial practices (for example, with risk management the team approach...). It therefore seems important to take into account, understand and therefore manage this cultural diversity because the misunderstanding and contempt of cultural differences and their caricatural approach foster a climate of mistrust and a clear ignorance of the other side's arguments and perhaps even lead to resistance to the realization of certain professional projects. To illustrate this, Geert Hofstede, a Dutch psychologist, conducted a survey of 116,000 IBM employees. At the end of his investigation, he classified 54 countries around the world, from the richest and most industrialized countries to the poorest countries, according to 6 dimensions: the Power Distance Index (PDI), Individualism vs Collectivism (IDV), Masculinity vs Femininity (MAF), Uncertainty Avoidance Index (UAI), Long Term Orientation vs Short Term Regulatory Orientation (LTO) and finally Indulgence vs Restraint (IVR). Thanks to Hofstede's work, managers were convincedof the reality of cultural differences within a company and their impact. Unfortunately, no real management improvement can be achieved, there is no real interest in it. Canada knows that it has practically the same rate of individualism as Italy, even if this may lead us to reflect on a path of improvement: for example if the manager sees that his hierarchical distance is too great compared to other countries in the world, he can then be more relaxed. Philippe d'Iribarne, French economist and anthropologist, will give the idea of ​​a more subtle approach to management practices and the need to adapt them to different cultural groups depending on the context, trying to understand, in a given cultural context, the reactions that lead to the definition of precise management tools. It's about understanding how a community responds to a situation, one community will not necessarily be as cooperative as another and vice versa. The company must therefore implement the right procedure to know what to avoid and what to favor. However, a company does not necessarily discriminate when, for example, it rejects a candidate. To illustrate this, we could talk about job selection, which means that the employer will distinguish candidates according to objective and legitimate criteria that seem essential to perform the job in question. The selection system is established by a scale which, as we have seen in progress, can sometimes be too demanding for some people, thus preventing its use. For example, we saw that firefighters were required to be able to lift a certain mass, otherwise it was impossible to enter the ranks of firefighters, women were therefore less represented among firefighters, so it was shown that lifting such a large mass is not necessary to practice the profession of firefighter, the scale has therefore been revised downwards, allowing more women to access the profession of firefighter. Many work sectors, for example, are very stereotyped: banking is seen as an administrative profession, and to enter this sector it is necessary to have high diplomas. The construction industry is seen as a men's profession. But how to promote diversity inclusion in companies and how to maintain it? First of all, affirming the difference is a voluntary process, and it is very difficult to impose it or suffer it. It's a matter of personal recognition, making sure that the outside world recognizes, if I want it, my difference so that it is taken into consideration. Companies experience great difficulties regarding disabled people and their inclusion. It is a problem to get them to have disabled people in their workforce, as some of them do not wish to appear labeled as such and be seen only as a means for their employer to meet quotas, it can give the impression that this person is just a number and doesn't really have something to give to the company through his sympathy and experience, and on the contrary he may feel like someone forced the company to hire him and they don't need him here. The second difficulty would be that of giving too much importance to these differences compared to other identity elements. More precisely, our identity is not only given by the differences I may have compared to the other people in my work group, it is much more. Identity is not in how different I am but in how unique I am. Thinking that having an identity depends on the differences you have with other people means that you have no identity if there are no people around you. And if this were the case, differentiation would end up being defined in relation to the other, expressed in opposition to the other and would naturally lead to conflict. To illustrate the conflicts of generations in which each defines himself in oppositionto the old or the young, which leads to a debate without any solution. The third difficulty concerns erasing all the differences or hiding them as in the case of the anonymous CV (Curriculum Vitae). What information should be included? Aren't we running the risk of replacing explicit CVs (Curriculum Vitæ) with implicit formulas that are even more dangerous because they require codes that only professionals will know? The problem with anonymity is that it is never achieved, and personally I think it never will be. What can be the solutions to these problems? Alternatives – options for improvement These problems could be solved if companies embarked on real policies to implement diversity in the workplace. workplace and this could be integrated into the overall strategy of the company. Managers should take a stand for a diversity policy and allocate specific means to implement concrete actions to promote diversity within the company. For example, communication actions inside or outside the company would be necessary to start a process of monitoring and evaluating this diversity, imposing higher quotas than those already in force. These companies should at the same time encourage inclusion in a working group. And to do this we must create a professional environment conducive to this inclusion, promoting openness and tolerance, raising awareness among company employees of the various diversities and multicultural differences that could influence their behavior. All this could promote the integration and development of the potential of each employee, while respecting the diversity of each employee. Some companies have, however, attempted actions like these to promote the inclusion of some diversity in the workplace. Except that these actions, often carried out by the Human Resources (HR) Department, were too focused on a particular point without really caring about the overall aspect of diversity in the professional environment. This may include, for example, a company's willingness to address workspace accommodations for people with disabilities at all costs, as well as gender bias and pay equity. Unfortunately, this often leads to the issue of representation of immigrants or the elderly being put aside or even forgotten. But how do you build this awareness of diversity within a company? The next part will answer this question. Implementation To implement these ideas, the human resources department could, for example, create awareness campaigns within the company in the face of the multicultural diversity it will inevitably face. The Human Resources Department (HRD) should try to prioritize an employee's skills and experience rather than diploma, often multicultural and technical skills as well as the experience of a person who comes from another country often have more to contribute to the company compared to a person who has evolved in the same mold as thousands of other employees. The company can try to develop a policy of pride of belonging and retaining, or even increasing motivation, to better adapt its employees to changes. One might also think that the President could mention this issue in his objectives as well as in the human resources strategies, and more specifically in the overall recruitment strategy. Another alternative would be to implement a code of conduct in the company or write a charter or commitment on diversity, acceptance and tolerance, as well as a non-discrimination policy. Companies could attach importance to gender equality by increasing the rate of/