Workplace Diversity and Inclusion Strategy HRM304

Assessment 2: Project Statement

An investigation of the causes of the underrepresentation of women employees at BHP Billiton or the purpose of providing recommendation to senior management to improve the situation.

1. Introduction - Problem/Opportunity and Purpose of the Research

Problem:Despite BHP Billiton's stated goal of achieving a 50:50 gender balance by 2025, women remain significantly underrepresented, particularly in technical roles and senior leadership. This persistent issue hampers the companys diversity aspirations and limits the benefits of diverse perspectives in decision-making.

Opportunity:By addressing systemic barriers to womens representation, BHP can improve its hiring practices, enhance organizational culture, and drive innovation and business performance. Recommendations based on a comprehensive analysis of diversity-focused initiatives could create a roadmap for sustainable gender equity.

Purpose:The purpose of this research is to identify the root causes of womens underrepresentation at BHP, evaluate existing diversity initiatives, and provide actionable recommendations to senior management for improving gender diversity.

2. Current State of Diversity Hiring
   
   

   1. Workforce Representation:

• Women now constitute 36.2% of BHPs global workforce, up from 17.6% in 2016. This reflects a significant improvement driven by targeted recruitment efforts and policy interventions.
• In Chile, female representation stands at 40.4%, with 40.8% of leadership roles occupied by women. In Australia, women comprise 33.4% of the workforce.
  
  

  2. Management and Leadership Roles:

• Women hold 38% of roles reporting directly to the Executive Leadership Team, indicating progress but falling short of the 50/50 target.
• Leadership roles in technical and operational functions remain predominantly male-dominated, highlighting a critical area for intervention.
  
  

  3. Policy Implementation:

• The Inclusion and Diversity Position Statement articulates BHPs zero-tolerance stance toward discrimination, harassment, and victimization based on gender.
• The gender pay gap in Australia has been reduced to 2.2% (base salary). BHPs US$31.9 million investment in pay equity demonstrates its commitment to fair compensation practices.

3. Theories and frameworks

3.1 Review of Business Theories

This section identifies two business theories relevant to the investigation: Human Capital Theory and Diversity Management Theory.

Human Capital Theory

This theory, developed by Becker (1964), posits that investments in education, training, and skills development are critical for organizational success. It suggests that fast-tracked hiring initiatives for women must be complemented by substantial investments in training and mentorship to ensure long-term retention and performance.

Justification:These sources highlight the critical role of skill development and organizational alignment in achieving the objectives of diversity hiring initiatives. They emphasize how investment in human capital can mitigate potential challenges from fast-tracked hiring processes.

Diversity Management Theory

Developed by Cox (1994), this theory emphasizes the strategic management of workforce diversity to enhance organizational performance. It is particularly relevant to analyzing BHPs diversity initiatives and their alignment with broader corporate goals.

Justification:These sources provide a robust foundation for understanding the strategic and cultural dimensions of diversity management. They are directly applicable to evaluating BHPs diversity practices and identifying areas for improvement.

3.2 Review of Analytical Frameworks (Methods or Tools)

This section examines two analytical frameworks: SWOT Analysis and Gap Analysis.

SWOT Analysis

SWOT (Strengths, Weaknesses, Opportunities, and Threats) Analysis is a widely used framework for evaluating internal and external factors affecting organizational strategies. It is relevant for assessing BHPs diversity initiatives and identifying actionable opportunities.

Justification:These sources establish SWOTs relevance for evaluating organizational diversity initiatives, particularly in identifying strengths and weaknesses of existing practices and external opportunities for improvement.

Gap Analysis

Gap Analysis identifies the disparity between current performance and desired outcomes. It is particularly useful for evaluating BHPs progress toward its gender diversity targets.

Justification:These sources highlight Gap Analysiss utility in evaluating disparities in gender representation and informing actionable recommendations.

4. Secondary Data and Method

4.1 Secondary Data

Data Sources:

1. BHPs annual reports and sustainability disclosures.
2. Industry benchmarks, such as reports from the Minerals Council of Australia.
3. Academic studies and government reports on gender diversity in mining and resources industries.

Alignment to the Problem:These data sources provide comprehensive insights into BHPs diversity initiatives, industry-wide challenges, and benchmarks for success. For example, BHPs annual reports offer detailed information on current gender representation and initiatives, while industry benchmarks enable comparative analysis.

Limitations and Biases:

1. Potential reporting biases in company disclosures.
2. Limited availability of sector-specific diversity data.
3. Challenges in obtaining longitudinal data to assess trends over time.

To mitigate these limitations, the research will triangulate data from multiple sources and critically evaluate the reliability of each source.

3.2 Method (Analytical Framework or Tool)

Framework Comparison:

• SWOT Analysis: Provides a comprehensive view of internal and external factors but may lack specificity in identifying actionable gaps.
• Gap Analysis: Offers a focused approach to identifying disparities but may overlook broader contextual factors.

Selected Framework:Gap Analysis is selected due to its alignment with the research objective of identifying specific disparities in gender representation and developing targeted recommendations.

Application of Framework:

1. Define desired outcomes (e.g., 50:50 gender balance by 2025).
2. Assess current state using secondary data.
3. Identify gaps between current and desired states.
4. Propose strategies to bridge the identified gaps.

A detailed table will be used to outline the steps involved in the analysis and ensure clarity and alignment with the research objectives.

Method (analytical framework or tool)

• Briefly compare the two frameworks (methods or tools) discussed in 2.2 and select one of the two analytical frameworks to investigate your problem or opportunity. Provide a supported justification for your selection. Explain how the selected analytical framework will be applied to analyse the secondary data provided in section 3.1.
• Tip: We suggest that you use a table to provide details on how the selected analytical framework will be applied to analyse the secondary data provided in section 3.1. Do not analyse the secondary data but rather explain the steps as to how the analysis would be done.

5. Gap Analysis: Gender Hiring Policies and 50/50 Gender Split

   1. Policy Effectiveness:

• While the Inclusion and Diversity Position Statement has driven significant change, it falls short of addressing systemic barriers to equal representation in management roles.
• Current recruitment frameworks do not fully mitigate unconscious bias, limiting their effectiveness in achieving equitable outcomes.
  
  
  2. Management Representation:
     
     
• The underrepresentation of women in senior management roles, particularly in technical functions, underscores the need for more targeted interventions.
• Achieving a 50/50 gender split in management requires addressing structural barriers that limit womens access to leadership opportunities.

6. Conclusion

This research plan outlines a comprehensive approach to investigating the causes of underrepresentation of women employees at BHP Billiton. By leveraging Human Capital Theory, Diversity Management Theory, and Gap Analysis, the study aims to provide actionable recommendations for improving gender diversity and achieving BHPs strategic objectives. Through the rigorous use of secondary data and credible academic sources, the findings will offer valuable insights for senior management.

7. References

   • Bamberger, P., & Meshoulam, I. (2000).Human Resource Strategy: Formulation, Implementation, and Impact.Sage Publications.
   • Becker, G. S. (1964).Human Capital: A Theoretical and Empirical Analysis.Columbia University Press.
   • Cox, T. (1994).Cultural Diversity in Organizations: Theory, Research, and Practice.Berrett-Koehler Publishers.
   • Gold, J., Thorpe, R., & Mumford, A. (2010).Human Resource Development: Theory and Practice.Palgrave Macmillan.
   • Grel, E., & Tat, M. (2017). "SWOT analysis: A theoretical review."The Journal of International Social Research,10(51), pp. 994-1006.
   • Helms, M. M., & Nixon, J. (2010). "Exploring SWOT analysis where are we now?"Journal of Strategy and Management,3(3), pp. 215-251.
   • Kaplan, R. S., & Norton, D. P. (1996).The Balanced Scorecard: Translating Strategy into Action.Harvard Business School Press.
   • Lpez, V., & Snchez, J. M. (2006). "Identifying gaps in HR practices in organizations."International Journal of Human Resource Management,17(1), pp. 32-45.
   • Ng, E. S., & Burke, R. J. (2005). "Person-organization fit and the war for talent: Does diversity management make a difference?"The International Journal of Human Resource Management,16(7), pp. 1195-1210.
   • Pickton, D. W., & Wright, S. (1998). "Whats SWOT in strategic analysis?"Strategic Change,7(2), pp. 101-109.
   • Roberson, Q. M. (2006). "Disentangling the meanings of diversity and inclusion in organizations."Group & Organization Management,31(2), pp. 212-236.
   • Shore, L. M., et al. (2009). "Diversity in organizations: Where are we now and where are we going?"Human Resource Management Review,19(2), pp. 117-133.