Diversity April 2010

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One-day training course for an accountancy firm in Yorkshire seeking to employ a more diverse workforce

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Diversity April 2010

  1. 1. Diversity <br />by Fluid <br />April 2010<br />
  2. 2. Page 2<br />Contents<br />3-4 Introduction to Fluid<br />5-6 Why is diversity important?<br />7-8 Legal considerations<br />9-11 Improving diversity <br />12-13 Exercise A<br />14-16 Ethnic minorities<br />17-18 Hiring refugees<br />19-22 Managing age diversity<br />23-25 Recruitment and selection<br />26-28 Positive action<br />29-30 Driving the diversity agenda<br />31-32 Monitoring equality compliance<br />33-34Takeovers<br />35-39 Equality Act<br />40-43 Real-life example<br />44-46 Good practice checklist <br />47-50 Case studies<br />51-52 Exercise B<br />53-54 Conclusion and questions<br />
  3. 3. Page 3<br />Introduction<br />
  4. 4. 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
  5. 5. Selection</li></ul>- Attraction<br />- Remuneration & Reward <br />- Outplacement<br />- Training & HR consultancy<br />
  6. 6. Page 5<br />Why is diversity important?<br />
  7. 7. Page 6<br />Why is diversity important?<br /><ul><li>A diverse team will bring different talents to the workplace
  8. 8. An increase in innovation is known to be a result of a diverse workforce
  9. 9. As information spreads via technology at breakneck speed, a negative public image can be very damaging to an organisation
  10. 10. A diverse workforce is likely to attract a wider customer base, have the ability to recognise new potential markets and provide a better and more tailored service</li></li></ul><li>Page 7<br />Legal considerations<br />
  11. 11. Page 8<br />Legal considerations<br /><ul><li>Legislation
  12. 12. Types of discrimination
  13. 13. Direct discrimination
  14. 14. Harassment and segregation
  15. 15. Indirect discrimination
  16. 16. Victimisation
  17. 17. Genuine Occupational Requirement
  18. 18. Cost of discrimination</li></li></ul><li>Page 9<br />Improving diversity<br />
  19. 19. Page 10<br />Improving diversity 1 of 2 <br /><ul><li>Comply or else
  20. 20. Think opportunity
  21. 21. Make your own business case
  22. 22. Measure it
  23. 23. Get out of your box
  24. 24. Be holistic
  25. 25. Share responsibility</li></li></ul><li>Page 11<br />Improving diversity 2 of 2 <br /><ul><li>Get the boss involved
  26. 26. We are the champions
  27. 27. Tick boxes
  28. 28. Put yourself about
  29. 29. Forget old boys…
  30. 30. …Get ‘em young instead
  31. 31. Know what’s coming
  32. 32. Group effort
  33. 33. Model employees
  34. 34. Keep going</li></li></ul><li>Page 12<br />Exercise A<br />
  35. 35. Page 13<br />Exercise A<br />
  36. 36. Page 14<br />Ethnic minorities<br />
  37. 37. Page 15<br />Ethnic minorities 1 of 2<br /><ul><li>BUILDING LINKS WITH THE COMMUNITY
  38. 38. Visit schools and talk to young people
  39. 39. Tell communities and families about the careers on offer
  40. 40. Encourage suitable role models
  41. 41. Build links with ‘new’ universities and colleges
  42. 42. Publicise professional opportunities in the older industries
  43. 43. Offer work experience opportunities as a marketing tool
  44. 44. Tackle employment barriers faced by women and lone parents
  45. 45. Deal sensitively with job enquiries
  46. 46. Be willing to deal with stigmas
  47. 47. Find out what people think of your organisation</li></li></ul><li>Page 16<br />Ethnic minorities 2 of 2<br /><ul><li>DEVELOPING AN ETHNIC MINORITY WORKFORCE
  48. 48. Devise structured training and development plans for all employees
  49. 49. Identify work-related courses and training that are not necessarily academic in approach or delivery
  50. 50. Explore a partnership approach
  51. 51. Use mentoring, coaching and job placements
  52. 52. Incentives
  53. 53. Address local and wider barriers to training</li></li></ul><li>Page 17<br />Hiring refugees<br />
  54. 54. Page 18<br />Hiring refugees<br /><ul><li>Work placements/work trials
  55. 55. In-house English language training
  56. 56. Training for employees on refugee issues
  57. 57. Positive action placement scheme</li></li></ul><li>Page 19<br />Managing age diversity<br />
  58. 58. Page 20<br /><ul><li>Analyse your workforce profile in terms of age, as well as the future impact of the changing generational mix
  59. 59. Carry out an employee survey and analyse the views and motivations of different age groups
  60. 60. Audit your internal communications channels to assess whether communications channels and styles are sufficiently flexible to meet the preferences of all groups of employees
  61. 61. Ensure your employer brand conveys what is compelling about the organisation as a place to work for different generations
  62. 62. Analyse career development opportunities for all members of the workforce</li></ul>Managing age diversity 1 of 3<br />
  63. 63. Page 21<br /><ul><li>Provide flexible working opportunities that will appeal to employees at different stages of their life
  64. 64. Maximise opportunities to enhance coaching and mentoring across different generational groups
  65. 65. Re-engage baby boomers by ensuring they are given appropriate developmental opportunities
  66. 66. Re-evaluate your corporate social responsibility policies and practices to ensure they have cross-generational appeal
  67. 67. Identify areas of commonality and build on them</li></ul>Managing age diversity 2 of 3<br />
  68. 68. Page 22<br /><ul><li>Avoid making unnecessary allowances
  69. 69. Mix up the generations
  70. 70. Encourage them to swap skills and experiences
  71. 71. Avoid focusing on one particular generation
  72. 72. Make the mixture of age groups a positive thing</li></ul>Managing age diversity 3 of 3<br />
  73. 73. Page 23<br />Recruitment and selection<br />
  74. 74. Page 24<br />Recruitment and selection 1 of 2<br /><ul><li>Have you explored, discussed and written interview questions which promote genuine dialogue-and elicit real evidence of competence?
  75. 75. Have you spent time creating documentation that addresses your organisational needs?
  76. 76. Are your person specifications up to date? And are they meaningful, relevant and fair to the individual?
  77. 77. Are you maximising on the diversity of your workforce? When did you last conduct a skills audit?</li></li></ul><li>Page 25<br />Recruitment and selection 2 of 2<br /><ul><li>Have you identified and managed the common pitfalls relating to discrimination in the workplace?
  78. 78. Have you empowered your team members to accept responsibility for their own performance by agreeing realistic and challenging objectives?
  79. 79. Do you understand your body language? Understanding your body language will help you to create the right environment to get the best from the candidates</li></li></ul><li>Page 26<br />Positive action<br />
  80. 80. Page 27<br />Positive action 1 of 2<br /><ul><li>LESSONS FROM THE US
  81. 81. Numerical goals and preferential treatment for ill-qualified candidates are not popular and cause resentment
  82. 82. Contract compliance is the most effective way to promote positive action in employment
  83. 83. Successful employment equity programmes must take into account supply and demand issues
  84. 84. Positive action programmes should be continually reviewed in terms of their effectiveness, business efficiency and fairness to ensure their success</li></li></ul><li>Page 28<br /><ul><li>WHAT NOT TO DO
  85. 85. Use positive action simply to create a racially balanced workforce
  86. 86. Make assumptions that ethnic minority groups are under-represented in particular areas of work
  87. 87. Offer employment contracts, salaries and other terms & conditions usually associated with employment
  88. 88. Offer or guarantee a job at the end of a training programme, or imply that a job may be available
  89. 89. Use positive action programmes for apprentices
  90. 90. Be easily dissuaded from using positive action measures provided the conditions are met, they are lawful and a useful component of good equal opportunities policy</li></ul>Positive action 2 of 2<br />
  91. 91. Page 29<br />Driving the diversity agenda<br />
  92. 92. Page 30<br />Driving the diversity agenda<br /><ul><li>HR and diversity practitioners believe their leaders are less committed to the diversity agenda than they are and rate the support provided by their leaders as average
  93. 93. Diversity development strategies for leaders are rated poorly
  94. 94. Leaders should take a holistic approach to diversity/equality and link it to business objectives. They need to develop a sense of shared ownership and accountability throughout the organisation and demonstrate diversity values widely</li></li></ul><li>Page 31<br />Monitoring equality compliance<br />
  95. 95. Page 32<br />Monitoring equality compliance<br /><ul><li>Application
  96. 96. Appointment
  97. 97. Pay
  98. 98. Promotion
  99. 99. Resignation/termination of employment
  100. 100. Training
  101. 101. Disciplinary and grievance cases
  102. 102. Appraisal
  103. 103. Selection for redundancy</li></li></ul><li>Page 33<br />Takeovers<br />
  104. 104. Page 34<br />Takeovers<br /><ul><li>Monitoring of gender and ethnicity is limited to UK employers
  105. 105. Organisations experiencing mergers and acquisitions were more likely to have experienced a reduction in the proportion of women and non-white people in the workplace
  106. 106. There was a clear indication that any growth on female representation in a particular workplace was closely related to initial levels of female representation
  107. 107. There was no evidence that HR diversity policy had any significant effect</li></li></ul><li>Page 35<br />Equality Act<br />
  108. 108. Page 36<br />Equality Act 1 of 4<br /><ul><li>WITH EFFECT FROM OCTOBER 2010
  109. 109. The basic framework of protection against direct and indirect discrimination, harassment and victimisation in services and public functions; premises; work; education; associations, and transport.
  110. 110. Changing the definition of gender reassignment, by removing the requirement for medical supervision.
  111. 111. Levelling up protection for people discriminated against because they are perceived to have, or are associated with someone who has, a protected characteristic, so providing new protection for people like carers. </li></li></ul><li>Page 37<br />Equality Act 2 of 4<br /><ul><li>WITH EFFECT FROM OCTOBER 2010
  112. 112. Clearer protection for breastfeeding mothers; Applying the European definition of indirect discrimination to all protected characteristics.
  113. 113. Extending protection from indirect discrimination to disability.
  114. 114. Introducing a new concept of “discrimination arising from disability”, to replace protection under previous legislation lost as a result of a legal judgment.
  115. 115. Applying the detriment model to victimisation protection (aligning with the approach in employment law). </li></li></ul><li>Page 38<br />Equality Act 3 of 4<br /><ul><li>WITH EFFECT FROM OCTOBER 2010
  116. 116. Harmonising the thresholds for the duty to make reasonable adjustments for disabled people. Extending protection from 3rd party harassment to all protected characteristics. Making it more difficult for disabled people to be unfairly screened out when applying for jobs, by restricting the circumstances in which employers can ask job applicants questions about disability or health.
  117. 117. Allowing claims for direct gender pay discrimination where there is no actual comparator. Making pay secrecy clauses unenforceable. </li></li></ul><li>Page 39<br />Equality Act 4 of 4<br /><ul><li>WITH EFFECT FROM OCTOBER 2010
  118. 118. Extending protection in private clubs to sex, religion or belief, pregnancy and maternity, and gender reassignment. Introducing new powers for employment tribunals to make recommendations which benefit the wider workforce. Harmonising provisions allowing voluntary positive action.</li></li></ul><li>Page 40<br />Real-life example<br />
  119. 119. Page 41<br /><ul><li>2300 employees
  120. 120. THE CHALLENGE
  121. 121. Yorkshire Water wanted a diversity strategy that made a clear link between business success and diversity. This was led by a diversity steering group and delivered by the organisation, with HR providing co-ordination and ‘thought leadership’</li></ul>Real-life example 1 of 3<br />
  122. 122. Page 42<br /><ul><li>WHAT THE ORGANISATION DID
  123. 123. HR created the diversity-in-business brand ‘Open to all’
  124. 124. It implemented diversity awareness customer experience training for front-line employees
  125. 125. This was a nationally acclaimed recruitment, retention, progression and diversity project
  126. 126. Progress reports were presented to the board every six months
  127. 127. The HR team ran a two-day diversity conference for the whole business and external stakeholders</li></ul>Real-life example 2 of 3<br />
  128. 128. Page 43<br /><ul><li>BENEFITS AND ACHIEVEMENTS
  129. 129. There was an increase in the BME workforce from 2% to 4%
  130. 130. The scheme led to the first female and BME recruits to a number of operational front-line roles
  131. 131. One in three employees is now involved in company-sponsored community volunteering</li></ul>Real-life example 3 of 3<br />
  132. 132. Page 44<br />Good practice checklist<br />
  133. 133. Page 45<br />Good practice checklist 1 of 2<br /><ul><li>Does your organisation demonstrate top level commitment to diversity in order to raise awareness of the issues throughout the organisation and convince employees you are serious about the equality of opportunity for all workers?
  134. 134. Has your organisation tried to improve its reputation with customers, the wider business community and employers by publicising your commitment to diversity and celebrating success through the use of role models and case studies?</li></li></ul><li>Page 46<br />Good practice checklist 2 of 2<br /><ul><li>Do you value the opinion of your employees by creating a culture of inclusiveness and listening to employee concerns and ideas when looking at opportunities for joint decision making?
  135. 135. Have you ever undertaken a skills audit of your organisation in order to identify the potential skills shortfalls?</li></li></ul><li>Page 47<br />Case studies<br />
  136. 136. Page 48<br />Case studies 1 of 3<br /><ul><li>ATTRACTION
  137. 137. OLDER PEOPLE
  138. 138. DISCIPLINE </li></li></ul><li>Page 49<br /><ul><li>DRESS CODE
  139. 139. TRAINING
  140. 140. FINANCIAL ADVICE </li></ul>Case studies 2 of 3<br />
  141. 141. Page 50<br />Case studies 3 of 3<br /><ul><li>REDUNDANCIES
  142. 142. RETENTION
  143. 143. SOCIAL MOBILITY </li></li></ul><li>Page 51<br />Exercise B<br />
  144. 144. Page 52<br />Exercise B<br />
  145. 145. Page 53<br />Conclusion & Questions<br />
  146. 146. Page 54<br />Conclusion<br />Summary<br />Questions<br />

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