CHARTERED INSTITUTE OF PERSONNEL MANAGEMENT SRI LANKA (Inc.

Chartered Qualification in Human Resource Management

Case Study

Level CQHRM

Case Study No. Case Study 02

Topic of The Case Study Diversity and Inclusivity [CQHRM- U14]

Index Number STU0000002533

0725569216
Contact Number
[email protected]
E-mail
200069103208
NIC No.
21st August 2024
Date of Submission

For Office Use Only:

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Table of Contents
Comprehensive HR Report for Sunshine Bank PLC - Incident at the Matara Branch .......... 2

Introduction ................................................................................................................................ 2

Summary of Incident: Employee composition at Matara Branch......................................... 2

Addressing Gender Diversity and Inclusivity.......................................................................... 3

Evaluation of Arguments ........................................................................................................... 5

A critical study of the manager's decision ............................................................................... 7

The role of the Training and Development Division ............................................................. 10

Role of HR Department ........................................................................................................... 12

Recommendations .................................................................................................................... 14

Conclusion ................................................................................................................................ 15

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Comprehensive HR Report for Sunshine Bank PLC - Incident at the Matara Branch

Introduction

Sunshine Bank PLC is a well-known private bank in Sri Lanka with more than 150
locations. Empowering individuals via equity and equality is the main goal of its well-run
human resources department, which also includes a training and development division. The
bank has been awarded multiple times for its best HR practices.

Summary of Incident: Employee composition at Matara Branch

• There are seven banking assistants: three newly employed guys and four married
ladies.
• Due to a public holiday, staff members sought personal vacation on Monday,
resulting in a four-day weekend.
• Three of the four leaves were authorized by the manager for operational
maintenance.

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Addressing Gender Diversity and Inclusivity

Diversity refers to the range of personal characteristics that make up an organization,

including gender, age, race, ethnicity, and ability. Its goal is to establish an atmosphere in
which all persons can flourish. Conversely, inclusivity guarantees that every person feels
appreciated, respected, and capable of contributing completely to the organization.

Equitable Opportunity and Preventing Gender Discrimination

The claim that "ladies deserve priority" implies that decisions should be made based on
objective standards and that both genders should be treated equally. This is an example of
gender prejudice. The fact that Mrs. Perera chose to provide leave based only on gender,
giving women preference because of gender-specific tasks, ignores how important it is to
treat every employee fairly. Due to its assumption that women have more responsibilities
to their families, this gender-biased approach perpetuates old gender roles and threatens
the idea of equality.

Age Equality

Age bias may be observed in Mrs. Perera's choice to refuse leave to younger employees
because of their age, as she implies that they ought to make greater sacrifices because of
their youth and single status. Younger employees may experience sentiments of
undervaluation and resentment as a result. Setting seniority above personal needs may
foster a culture that makes younger workers feel less valuable. Disregarding the personal
needs and obligations of young male employees by refusing them leave might lead to
sentiments of isolation and unfair treatment.

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Equal Rights vs. Experience

One of the most important aspects of HR policy is the idea of equal rights vs seniority. It
highlights how crucial it is to consider the requirements and conditions of every employee,
irrespective of their age or degree of service. To ensure that every employee is treated
fairly, the HR motto "Empowering the people through equity and equality" should be
followed. Seniority can play a role in decision-making, but it shouldn't be the only one.
Regardless of seniority, the choice should uphold equity and diversity and guarantee that
every employee feels appreciated and respected. By ensuring that everyone is treated fairly
and equitably, this strategy fosters a more diverse and egalitarian workplace.
"Empowering people through equity and equality" is the firm slogan, and regular HR
processes should reflect this. All managers and employees should get training on diversity
and inclusion. Leave regulations have to be updated to consider the requirements of every
worker, independent of age, gender, or marital status. All impacted workers should be
involved in inclusive decision-making processes.
Sunshine Bank PLC should establish objective leave policies to prevent bias and ensure
equity. Inclusivity training for managers and staff is crucial to avoid biased decisions. Open
communication and a strong feedback system can foster a comfortable environment for
employees to voice concerns. By addressing these issues, the bank can enhance its
commitment to diversity and inclusivity, promoting a more inclusive and equitable
workplace.

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Evaluation of Arguments

Ladies Arguments:

• Gender-based priorities, family obligations, and past sacrifices.

Women contend that they should have precedence when it comes to leave, yet this may be
interpreted as discriminatory.

• Marital status and household duties: While married women with children
require time off to handle household duties, they are not entitled to take time off
for other reasons.

• Seniority: While longer service should be given precedence, requests for leaves
shouldn't be based only on this consideration.

• Past sacrifices: Five years of working remotely does not warrant receiving
preferential treatment now, particularly when it impacts other coworkers.

• Priority as Women: Emphasizing fairness and equality, gender-based priorities

are out of step with contemporary HR procedures.

• Seniority: It's important to consider the demands of less seasoned workers. No

one should be entitled to future leave priority based on past sacrifices.

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Gents Arguments

• Disagreement about seniority priorities, long distance, inability to travel home, and
want to see parents.

The reason for requesting a leave of absence is the length of time away from hometowns,
which emphasizes stress and burnout.
• Closeness to Ladies' Homes: Justification for imbalance, which might result in a
decline in motivation and job satisfaction.
• Seniority: Make an objection to seniority-based priority by considering the needs
and wellbeing of present workers.
• Travel Distance: The request for a leave of absence is motivated by the distance
from hometowns.
• Closeness to ladies' homes: Justification for leave request based on differences in
leave requirements.
• Need to Visit Family: The absence of girlfriends or family is the reason for the
leave request.
• Equality in Job Position: Justification based on particular circumstances and
justice, rather than seniority alone.

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A critical study of the manager's decision

The Manager’s Decision and its effects on Team morale

• The manager's choice seems biased, favoring the demands of one group over
another without providing a clear justification.
• The biased remark "gents are too young and need to sacrifice more" perpetuates the
misconception that younger workers are more resilient.
• The choice has made male employees unhappy, which suggests that fair HR
procedures were not followed.

Benefits of Manager's Decision

• Acknowledges Family Commitments: Gives married women's leave requests top

priority, encouraging work-life balance.
• Honors Seniority: This promotes motivation and loyalty by giving employees
priority depending on their tenure and experience.
• Preserves Operational Continuity: Makes sure that the bare minimum of employees
is left to sustain customer service and branch operations.
• Complies with the Manager's own ideals: Shows empathy for female employees by
reflecting Mrs. Perera's own experiences and ideals.
• Preserves Minimum Staff Requirements: Preserves operational effectiveness and
standards of customer service.

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Mangers Decision : Cons

• Perceived Gender Bias: Decisions that give preference to female employees

according to their marital status and gender might be perceived as unfair
and discriminatory.
• Inequitable Treatment: Male employees were not treated fairly, leading to
anger and decreased motivation, even in cases when they had legitimate
leaves of absence.
• Possible Effect on Morale and Engagement: The decision may have a
detrimental effect on young male employees' morale and engagement,
which might result in lower productivity and perhaps higher turnover.
• Conflict and Grievance Escalation: The bank's reputation for excellent HR
procedures was damaged by the decision, which resulted in a formal
complaint to the HR Department.
• Lack of Transparent Communication: The manager's explanation,
especially the one about young men not requiring leave, came across as
condescending and empathetic.
• Possibility of Employee Dissatisfaction: The choice resulted in a formal
complaint, which negatively impacted morale, raised turnover, and
damaged the branch's image.
• Reinforcement of Negative Gender Stereotypes: The decision upholds
antiquated notions that males need to make greater sacrifices because of
their youth and single status.
• Subverting Best HR Practices: This situation runs counter to the bank's
credo, which is "Empowering the people through equity and equality."

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The manager's choice was attacked for not being equitable, inclusive, or in line with the
organization's principles, even though it acknowledged seniority and family obligations.
Discontent and conflict resulted from the perceived gender prejudice and disregard for
legitimate concerns, damaging the bank's standing as a provider of equitable human
resources. A more well-rounded strategy, such a rotating leave policy or improved
communication, may have lessened the problem and preserved peace inside the branch. It
would have been more suitable and long-lasting to take a more balanced approach.

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The role of the Training and Development Division

Sunshine Bank PLC's T&D Division is responsible for improving the abilities, know-how,
and proficiencies of all personnel, including managers and front-line staff. In this case, the
T&D Division is essential in offering leadership development courses that emphasize
impartial leadership, decision-making, and dispute resolution. The T&D Division should
offer training on conflict resolution strategies to managers in order to equip them for real-
world scenarios, with an emphasis on the significance of fair leadership in managing
diverse teams.

Awareness to Culture Employee requirements and backgrounds should be respected, and

management of a diverse staff should be covered in training. It is crucial to promote
inclusion and empathy for the personal struggles that workers may experience, such being
away from family. Work-Life Balance Programs have to be created to assist staff members
in successfully managing work-life balance, particularly those who have been moved far
from home. To prevent such problems in the future, flexible leave policies or rotation
systems has to be taken into consideration.

Managers such as Mrs. Perera should be assisted by Managerial Support Programs in

adjusting to new duties and coping with personal stress brought on by job changes. The
T&D Division ought to put in place mentorship programs so that recently promoted
managers may get advice from more seasoned executives. They might be able to handle
the stress from being apart from their families while operating a branch in a new place with
the support of this mentoring.

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Continuous Development: To guarantee that managers are always enhancing their
abilities to lead teams, render just judgments, and preserve staff morale, they should receive
ongoing training and development. The T&D Division works to guarantee that managers
and staff have the abilities to carry out their jobs well by enhancing their knowledge and
skill sets. The T&D Division's responsibilities in this case include:

Leadership Development: The T&D Division ought to provide courses that educate
managers on how to make moral choices that align with the company's principles.
Situations such to the one at the Matara branch, where managers must strike a balance
between conflicting interests and uphold justice, ought to be covered in this training.

Diversity Awareness workshops: To foster understanding and respect for employee

differences, the T&D Division should regularly host diversity awareness workshops.
Topics like gender sensitivity, the difficulties experienced by workers who must work away
from their families, and the significance of fair treatment in the workplace ought to be
included.

Inclusivity in Leadership: Instruction on how to lead diverse teams inclusively ought to

be a part of training programs. This entails being aware of the particular requirements that
each person has given their history and current situation.

Work-Life Balance Programs: The T&D Division and HR might work together to create
programs that provide more flexible work schedules, particularly for workers who are away
from their families, like the guys at the Matara branch. choices can include more leave
choices during important holidays, staggered working hours, or remote work alternatives.

Coaching and Mentoring: The T&D Division ought to set up coaching and mentoring
initiatives for recently promoted managers.

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Role of HR Department

In Sunshine Bank PLC, the HR Department is essential to maintaining equity, justice, and
employee happiness inside a company, the HR department is essential. Its duties include
reviewing and communicating policies, including clarifying leave policies, making fair
decisions, and resolving conflicts. The department is responsible for making sure that leave
regulations are clear, widely disseminated, and uniformly enforced throughout the
company. It also has to ensure that all choices about employee perks and leaves are handled
fairly and in line with the company motto, "Empowering the people through equity and
equality."

In order to resolve disputes between the manager of the Matara branch and the front desk
employees, the HR department must have talks with all sides and learn about their issues.
In order to stop such incidents in the future, they should formally address any complaints
made by male employees and implement the necessary remedial measures.

Additionally, the HR Department mediates conflicts between branch management and staff
in order to successfully address grievances and preserve morale. It does this by making
sure that all sides feel heard and respected. In order to guarantee that every employee is
treated equally, regardless of gender or marital status, they also reevaluate the leave
allocation procedure. To make sure that decisions are in conformity with the company's
ideals and legal requirements, guidelines are created.

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The T&D Division and the HR Department must work together to establish an equitable,
welcoming, and encouraging work environment. Sunshine Bank PLC may preserve its
standing as a leader in HR procedures and keep staff satisfaction high across all branches
by resolving concerns and reiterating the organization's dedication to fairness and equality.
This will monitor branch operations, increase staff involvement, and improve training
programs, policies, and dispute resolution procedures. In order to resolve conflicts
amicably and transparently, the HR Department and T&D Division must treat every
employee equally. The T&D Division ought to provide managers with the training they
need to properly lead diverse teams. In addition to preserving Sunshine Bank PLC's
standing as a leader in HR procedures, this will improve workplace harmony and output.
The circumstances at the Matara branch emphasize the value of strong HR regulations and
extensive training initiatives.

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Recommendations

The following are some suggestions:

• Create and implement an objective leave policy that considers things like fairness,
family requirements, and distance.
• Enhance management-employee communication and mediation.
• Provide managers with impartial decision-making and dispute-resolution training.
• Consider Employee Well-Being: Every employee deserves to feel appreciated and
supported, regardless of gender, age, or marital status.
• Review of Leave rules: To guarantee uniformity and fairness, the HR Department
should examine and perhaps amend the leave rules.
• Conflict Resolution Training: Mrs. Perera's kind of manager should be trained in
impartial decision-making and conflict resolution.
• Employee Well-Being Programs: Consider putting in place initiatives that promote
each worker's physical and mental well.

Consultant Opinion:
• Equity over Equality: Decisions should consider the unique circumstances
of each case rather than applying a generalized approach.
• Fairness in Leave Allocation: When awarding leave, it's critical to make an
unbiased and equitable decision.
• Transparency and Communication: More candid communication on the
Manager's decision was required.
• Potential Bias: Due to similar personal circumstances or a shared gender,
the Manager's decision appears to favor the women.
Through the implementation of these ideas, Sunshine Bank PLC may improve its human
resources procedures and guarantee a more equitable and peaceful workplace.

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Conclusion

The event at the Matara branch emphasizes how important it is to carefully examine the
bank's basic principles of empowerment, equality, and equity. These ideals were not upheld
during the decision-making process, which resulted in employee unhappiness and possible
reputational issues. By putting the suggestions into effect, Sunshine Bank PLC may resolve
these problems and demonstrate its dedication to equitable and inclusive HR procedures.
The bank's ability to retain a motivated staff depends on treating all employees fairly and
consistently. It's critical to address HR concerns like equity, good communication, and
leadership development if you want to avoid problems in the road. In order to rebuild
confidence and reaffirm its dedication to justice and equality, the HR Department must act
pro-actively.

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