Table of contentsIntroductionAnalysis of the current situationAlternatives – options for improvement Implementation EvaluationConclusionReferencesIntroductionNowadays all companies have to operate in a business environment where different cultures, different sexual orientations, different religions , ethnicities, races, colors and the differences in their education, experiences and knowledge bases. Companies and above all their greatest strength: human resources must therefore adopt appropriate strategies and behaviors in order to derive the best benefits and open up new opportunities and perspectives for individual or collective development to enable the company to remain competitive. For example, a cultural minority can bring to a company new technical or cultural skills, which will allow the company to diversify its way of producing and improve its place on the international market. The HR department (Human Resources Department) decided to use new strategies such as promoting hiring and facilitating the integration of a diverse minority into the work group. But the fact is that companies try to seek common ideals, so we can ask ourselves: how can we mix the company values ​​specific to 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, since many companies do not realize that some of their practices will prevent good integration of these different groups into the company. Say no to plagiarism. Get a tailor-made essay on “Why violent video games should not 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 hiring or later, at the workplace, despite its prohibition. I should also note that frequent intercultural exchanges can sometimes create real organizational problems, due to the difficulty of understanding the reference system of people of different nationalities, different cultures and different ways of doing things. When a person wants to cooperate with a team group, he does not only act as an individual, he will also behave and react according to his history, his culture, therefore as a member of a community particular with its own religious specificity, its own system of law, with a different society and a different way of living and/or doing things. Differences in nationality within a random company 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 incomprehension and contempt of cultural differences and their caricatured approach promote a climate of distrust and an obvious misunderstanding of the arguments of the other party and can -may even lead to resistance to the implementation of certain professional projects. To illustrate this, Geert Hofstede, a Dutch psychologist, conducted a survey of IBM's 116,000 employees. At the end of his survey, he classified 54 countries from around the world, ranging 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 Normative Orientation (LTO), and finally indulgence against restraint (IVR). Thanks to Hofstede's work, managers were convinced of the reality of cultural differences within a company and their impact. Unfortunately, no real improvement in management can be made, there is no real interest in Canada must know that it has practically the same rate of individualism as Italy, even if this may lead to reflection room for 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 lax. 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, reactions that lead to the implementation of specific management tools. It's about understanding how a community reacts to a situation: one community will not necessarily be as cooperative as another, and vice versa. The company must therefore put in place the right procedure to know what to avoid and what to favor. However, a company does not necessarily discriminate when it refuses a candidate, for example. To illustrate this, we could talk about job selection, which means that the employer will distinguish candidates according to objective and legitimate criteria which seem essential to carry out the job in question. The selection system is established by a scale which, as we have seen over time, can sometimes be too demanding for certain people, thus preventing their use. For example, we saw that firefighters were asked to be able to lift a certain mass, otherwise it was impossible to join the ranks of firefighters, women were therefore less represented among firefighters, it was therefore proven that lifting a mass also important was not necessary. To practice the profession of firefighter, the scale has therefore been revised downwards, allowing more women to access the profession of firefighter. For example, many employment sectors are very stereotyped: banking is considered an administrative profession, and to access this sector you must have high qualifications. The construction sector is considered a men's profession. But how can we promote the inclusion of diversity in companies and how can we maintain it? First of all, asserting difference is a voluntary process, very difficult to force or enforce. It is a question of personal recognition, of having my difference recognized outside, if I wish, so that it can be taken into account. Companies are experiencing great difficulties with the issue of disabled people and their inclusion. It is a problem for them to have people with disabilities on their staff, as many do not want to appear as such and be seen only as a way for their employer to meet quotas, this can give the impression that this person is just a number and doesn't really have anything to contribute to the company through their background and background, and on the contrary, it may feel like someone forced the company to hire him and they don't need him here. The second difficulty would be to give too much importance to these differences compared to the other elements of identity. More to the point, our identity is not just about the differences I may have from other people in my work group, it is much more than that.Identity lies not in how different I am but in how unique I am. Thinking that having an identity depends on the differences you have from others means that you have no identity if there is no one around you. And if this were the case, differentiating oneself would come to define oneself in relation to the other, to express oneself in opposition to the other and would naturally lead to conflict. Illustrate generational conflicts where everyone defines themselves in opposition to the old or the young, which leads to a debate without solution. The third difficulty consists of erasing all the differences or hiding them as in the case of the anonymous CV (Curriculum Vitae). What information should be included? Isn't the risk of substituting even more dangerous implicit formulas for explicit CVs (Curriculum Vitae) because they require codes that only the initiated will know? The problem with anonymity is that it is never achieved, and I personally think it never will be. What can be the solutions to these problems? Alternatives – options for improvement These problems could be resolved if companies embarked on real policies aimed at implementing diversity in the sector. workplace, and this could be integrated into the overall company strategy. Managers should position themselves in favor of a diversity policy and allocate specific resources to implement concrete actions aimed at promoting diversity within the company. For example, communication actions within or outside the company would be necessary to set up a process for monitoring and evaluating this diversity, imposing higher quotas than those already in place. At the same time, these companies should prioritize inclusion in a working group. And for this it is necessary to create a professional environment conducive to this inclusion, promoting openness and tolerance, making the company's employees aware of the different diversities and their multicultural differences which could influence their behavior. All of this could promote the integration and development of the potential of each employee, while respecting the diversity of each employee. However, some companies have attempted such actions to promote the inclusion of a certain diversity in the work environment. However, these actions, often carried out by the Human Resources (HR) Department, were too focused on a particular point without really worrying about the overall aspect of diversity in the professional environment. This may include, for example, a company's willingness to tackle workplace accommodations for people with disabilities as well as gender bias and pay equity at all costs. Unfortunately, this often leads to putting aside, or even forgetting, the question of the representation of immigrants or the elderly. But how can we 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 regarding the multicultural diversity with which it will inevitably be confronted. The Human Resources Department (HRD) must try to give priority to the skills and experience of an employee rather than a diploma, often the multicultural and technical abilities as well as the experience of a person coming from another country often has more to contribute. the company as a person who has evolved in the same mold as thousands of other employees. The company can try to develop a policy of pride in belonging and to build loyalty, or even increase motivation, to better adapt its employees to the/