Diversity Plan for AEI Systems
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AEI Systems was founded by Ken Marks with his brother in law, John Hammond, in the early 1980s. Ken had worked as inventory manager for a sporting goods company and he and John bought the rights to the software that was used to control the inventory. Ken hired one of Hammond's sisters (Ken was married to another of Hammond's sisters) as bookkeeper, and Ken's second eldest daughter was brought in as receptionist. Recruiting at local colleges, Ken hired two programmers to expand the software based on his specifications. After six months, Ken's oldest son, Mike, was brought in to help John with marketing activities. The company did well and expanded into wholesale distribution. More programmers were brought on board; these were young men hired from local colleges. By the early 1990s, the company had approximately 50 employees, including project managers, programmers, technical writers, a small accounting staff, and a marketing department consisting of five outside and one inside sales professional. In addition to Ken's family members, there are a large number of Mormons within the company (Ken is himself a member of the Church of Jesus Christ of Latter Day Saints).It is recommended that AEI implement a formal diversity plan with the goal of increasing the awareness of current employees regarding the diversity of their colleagues. In addition, the diversity plan will seek to actively recruit, train and promote employees with diverse backg
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erse economic and social backgrounds relative to the current employees at AEI, and having them serve as paid interns would give the company a chance to evaluate them as permanent employees (a nonpaid internship program would likely result in candidates who are similar to the group already working at the company since only those students who do not need additional income would participate). An internship program also has the benefit of building closer ties to the community.
The second objective, bringing upward mobility to the organization regardless of the background of employees, will be more difficult to achieve. In part, this is because AEI is a small company with limited upward mobility for any of its employees. Unless the company is able to sustain a period of strong growth in which it greatly expands its staff, there is limited upward mobility without retirement at the uppermost levels of the organization.
In order to implement the evaluation program, current supervisors will have to receive training in how to effectively give formal evaluations. It can be a daunting process for supervisors who have not done it before, and since AEI is characterized by supervisors who have risen from the ranks of technical personnel, t
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Approximate Word count = 1840
Approximate Pages = 7 (250 words per page)
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