Page 4<br />Introduction to Fluid<br />Fluid Consulting Limited (Fluid) is a specialist human resources consultancy headed by Tim Holden MCIPD <br />10 years in banking<br />10 years in Human Resources consultancy<br />Fluid trading since 2006<br />The core services provided by Fluid are:<br /><ul><li>Retention
Focus on learning and development at a deeper level, use tools such as acting, DVDs, e-learning and debating forums so that people can get to grips with the issues
Good communication helps to build a supportive and inclusive culture-use different communication methods to talk about diversity and equality such as team briefings, internal magazines, staff events and activities/intranets
Ensure your leadership development strategies develop authentic, congruent, humble and courageous leaders-your whole business is likely to gain as a result</li></ul>Diversity checklist 4 of 5<br />
Page 15<br /><ul><li>MEASUREMENT AND EVALUATION
Set objectives upfront when implementing diversity and equality strategies
Monitor progress against these objectives on an agreed periodic basis
Tie diversity and equality objectives into the performance management system so that individuals are assessed against this in their appraisals
Build up a picture of what success around diversity and equality will look like in the future</li></ul>Diversity checklist 5 of 5<br />
Page 19<br /><ul><li>A disability under the Disability Discrimination Act has to be a ‘physical or mental impairment’ with a ‘substantial and long-term adverse effect’ on someone’s ability to ‘carry out normal day-to-day activities’
If an impairment affects one of the capacities listed in the DDA, it will almost inevitably have a adverse effect on normal day-to-day activities
High-pressure assessments are normal day-to-day activities, as are other activities relevant to a person’s participation in professional life</li></ul>Dyslexia<br />
Page 22<br /><ul><li>Expatriates working in the UK when dismissed can claim unfair dismissal and disciplinary discrimination here. This does not apply to those on a ‘casual’ visit during the course of their duties.
Employees who work wholly outside the UK and are employed by an organisation based overseas are unlikely to be able to make unfair dismissal and disability claims here
Employees who are posted abroad by a British employer for the purposes of a business carried on in the UK can make unfair dismissal and disability discrimination claims here </li></ul>Expats<br />
Step 1-decide the scope of the review and identify the data required
Step 2-identify where women and men are doing equal work
Step 3-collect and compare pay data to identify any significant equal pay gaps
Step 4-establish the causes of any significant equal pay gaps and assess the justifications for these
Step 5-develop an equal pay action plan and review/monitoring</li></li></ul><li>Page 27<br /><ul><li>Ensure your pay system is transparent to avoid uncertainty and perceptions of unfairness. Employees who understand their remuneration packages may be less likely to challenge them
Impose narrow pay bands wherever possible, and clearly define progression between the bands
Be clear about what employees actually do, rather than what their job descriptions say they do. Keep job descriptions up to date</li></ul>Equal pay 5 of 7<br />
Page 28<br />Equal pay 6 of 7<br /><ul><li>Consider alternatives to pay protection arrangements (such as a one-off lump sum). The longer the period of pay protection the harder it will be to justify
When deciding starting salaries for new employees, do not rely too much on their previous salary otherwise you may be perpetuating a previous employer’s inequality </li></li></ul><li>Page 29<br /><ul><li>BEST PRACTICE CHECKLIST
Are your pay packages, including access to bonuses, the same for men and women?
Is your pay reviewed centrally or bargained individually?
Are women clustered in lower paid jobs or grades?
Is there informal job segregation between men and women in different sectors?
Is the take-up of job share, part-time or other work life balance options distributed equally between men and women, and does exercising these options affect pay or promotion prospects?
Are part timers paid pro rota to full timers?
And most importantly, what effect does this have on business performance?</li></ul>Equal pay 7 of 7<br />
Women are susceptible to sex discrimination when made redundant due to many employers’ dislike of family-friendly rights
Non-discriminatory selection criteria for redundancies can help employers avoid sex discrimination claims
An employer directly discriminates against a female employee if they treat her less favourably than a male counterpart and that the difference is on the grounds of her sex; and if they apply a practice, provision or criterion to all employees, which puts women at a disadvantage in comparison to men</li></ul>Gender 4 of 9<br />
Consider whether the date of birth and other indicators of age are necessary on the application form
Remove the dates from CVs before passing them onto the people doing the assessment
Ask for particular types of experience rather than length of experience in the person specification
Discuss the demands of the age legislation with recruitment agencies and recruitment advertising agencies, and update contracts with these providers if necessary
Put in place systems by which the performance of agencies on attracting age-diverse applicants can be monitored and ensure that they understand that the success of their contract will be partly measured upon this</li></ul>Ageism 3 of 5<br />
Page 44<br /><ul><li>MONITORING AND MEASUREMENT
Add an equal opportunities form that includes age to your application pack or online recruitment system
Record the age of applicants at each stage of the application process
Consider setting up a working group or similar to examine this data in a systematic fashion
Use the data to identify any areas of potential discrimination so that these can be addressed
Page 47<br /><ul><li>Where a provision disadvantages a religious group as a whole or an individual in particular, accommodation should be considered unless the provision can be justified
Where a religion or belief leads the holder to participate in discriminatory behaviour, it is unlikely that they will be able to invoke the protection of the Employment Equality (Religion or Belief) Regulations 2003</li></ul>Religion 1 of 2<br />
Page 48<br /><ul><li>No individual has the right to exercise their religious beliefs in a way that breaches other aspects of the law and should not impose their view on others, particularly where this may cause offence
Disciplinary action in respect of a personal stance that is inconsistent with an employer’s commitment to non-discriminatory objectives is likely to be justifiable whatever the source of that stance</li></ul>Religion 2 of 2<br />