One of the key issues that Human Resource Management faces is managing a diverse workforce that mirrors the strategies and mission of the organization. According to Waxin et al. (2023), diversity management, or DM, has become a key aspect of public administration because of the increasing diversity among citizens and the workforce, vocal demands for the recognition of diversity, and regulatory pressure to ensure equality and prevent discrimination. DM's main goal is to develop and implement policies and practices to recruit, select, manage, and retain employees from different backgrounds while creating an enabling work environment with an organizational culture that fosters equality for every employee to feel that they are able to contribute to any achievement to the organization's goals. Waxin et al. (2023) address recruitment of jobs through the cases of gender diversity, cultural and ethnic minorities, and employees with disabilities.

The study Waxin et al. (2023) conducted in Australia had a main focus on the women's role in diverse workforces. The structural barrier is that the share of women in Australia's public sector faced discrimination and were intimidated. Recruiters would highlight the need to emphasize the professionalism of policing to their families when recruiting them for their agreement with their decisions that a female applicant is important to avoid significant conflicts or stress with their family matters. The study of cultural and ethnic minorities of Waxin et al. (2023) emphasizes the structural barrier that cultural and ethnic minorities are underrepresented, especially in the Australian workforce and worldwide, and especially at senior level positions. The case of employees with disabilities structural barrier in the recruitment process is that the employment of people with disabilities is still pending work, and is constantly at a standstill.

Unfortunately, there are other diverse categories that were not touched, such as race, immigration, veterans and socioeconomic status. I think that there needs to be more regulations and policies or procedures when it comes to recruiting for a diverse workforce. Public sector organizations are everyday people, like you and I, and should be represented by that motto.

Minority candidates often encounter various structural barriers while recruiting for jobs in the public sector. This can unfortunately set back their access to employment opportunities and career advancements. However, there are other ways that structural barriers need to be abolished, starting with the need to review their policies and procedures that inadvertently or intentionally discriminate against minority candidates. This can include language proficiency tests, which do not benefit non-native English speaking backgrounds. Another idea can be that organizations are lacking diversity initiatives, as they do not have any interest in diversifying their organization or simplifying would rather not hire certain ethnicities or races or genders. There are many various reasons why there are structural barriers that candidates may face in the public sector. Examples are limited networks/access, lack of representation in leadership, educational background, systematic discrimination, and implicit or biased hiring practices.

The NYC DOE has had issues with filling jobs all over the city. The Department of Education, with a 23 percent vacancy rate, met only 17 percent of targets (Mays, 2024). The city has a bureaucratic and lethargic hiring process that makes it hard to quickly fill vacancies. According to Mays (2014), the city only recently lifted a rule that allowed an agency to hire one worker after two have left.

Critically comment on how public sector organizations can recruit more diverse candidates from historically underrepresented minority demographic groups