Abstract
(1) Background: In this article, we explore the ever-present problem of achieving better results in the area of creating innovative and diverse human resources in the workplace environment through learning and inference from past actions. (2) Methods: An original proposal of five synthetic indicators was developed, corresponding to individual areas of the 5P architecture. In order to test the homogeneity of the index, exploratory factor analysis was used. The reliability of the new indicator was also assessed, both in total and in selected sub-areas. The value of the synthetic index was determined as a summary score in the selected areas (the sum of the values of individual diagnostic variables). Finally, the distribution of synthetic indicators WP1-WP5 was analyzed. (3) Results: By assumption, this analysis was performed to enable an empirical verification of the theoretical model, which combined the strategic, tactical and operational levels, delineating five steps (areas) that should be taken to create an organization open to diversity and its management. The presented approach also allowed for the visualization of the implementation of the organization's activities in individual areas of diversity management expressed in the proprietary 5P architecture in many dimensions (planning, implementation and monitoring). In addition, the analyses confirmed that the individual dimensions of the diversity management architecture interacted with each other and that the direction of this correlation was positive: the development of diversity management in different areas occurred in parallel, but nevertheless, as can be seen from the values of the correlation coefficients, at a different pace/range. (4) Conclusions: The use of quantitative methods in the decision-making process of an organization can have a significant impact on the quality of its management. In the case of building an inclusive environment and implementing activities for diversity management, the proposed 5P architecture could significantly support this process. Therefore, it is recommended to use the proposed 5P architecture in practice, for example, to diagnose the scope and quality of actions taken for diversity management, as well as to build a diverse working environment in key areas of the organization.