Diversity Plan for BEJ Systems BEJ Systems was founded by Ken Marks

BEJ Systems was founded by Ken Marks with his brotherinlaw, 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. I am the Human Resource Manager, a relatively new position reporting directly to Ken. 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 BEJ 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 w

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ce harmony without much additional effort on the part of the organization. Without careful planning, companies may adopt strategies which lack uniformity throughout the organization, and which end up putting the diversity program at risk (Rynes & Rosen, 1994, p. 78). The Diversity Plan The diversity plan itself will have several key objectives: bring people of diverse backgrounds into the company; provide upward mobility and training for all employees regardless of background; ensure that employees recognize the value of diversity and maintain an atmosphere of respect and co-operation. The first objective is, to some extent, already met. However, in addition to recruiting through local colleges and universities for recent graduates, the company could establish an internship program which would offer paid training to students in need. 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). The second objective, bringing upward mobility to the organization regardless of the b

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