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
Page 6<br />Why is diversity important?<br /><ul><li>A diverse team will bring different talents to the workplace
An increase in innovation is known to be a result of a diverse workforce
As information spreads via technology at breakneck speed, a negative public image can be very damaging to an organisation
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 />
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?
Have you spent time creating documentation that addresses your organisational needs?
Are your person specifications up to date? And are they meaningful, relevant and fair to the individual?
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?
Have you empowered your team members to accept responsibility for their own performance by agreeing realistic and challenging objectives?
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 />
Page 27<br />Positive action 1 of 2<br /><ul><li>LESSONS FROM THE US
Numerical goals and preferential treatment for ill-qualified candidates are not popular and cause resentment
Contract compliance is the most effective way to promote positive action in employment
Successful employment equity programmes must take into account supply and demand issues
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
Use positive action simply to create a racially balanced workforce
Make assumptions that ethnic minority groups are under-represented in particular areas of work
Offer employment contracts, salaries and other terms & conditions usually associated with employment
Offer or guarantee a job at the end of a training programme, or imply that a job may be available
Use positive action programmes for apprentices
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 />
Page 29<br />Driving the diversity agenda<br />
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
Diversity development strategies for leaders are rated poorly
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 />
Selection for redundancy</li></li></ul><li>Page 33<br />Takeovers<br />
Page 34<br />Takeovers<br /><ul><li>Monitoring of gender and ethnicity is limited to UK employers
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
There was a clear indication that any growth on female representation in a particular workplace was closely related to initial levels of female representation
There was no evidence that HR diversity policy had any significant effect</li></li></ul><li>Page 35<br />Equality Act<br />
Page 36<br />Equality Act 1 of 4<br /><ul><li>WITH EFFECT FROM OCTOBER 2010
The basic framework of protection against direct and indirect discrimination, harassment and victimisation in services and public functions; premises; work; education; associations, and transport.
Changing the definition of gender reassignment, by removing the requirement for medical supervision.
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
Clearer protection for breastfeeding mothers; Applying the European definition of indirect discrimination to all protected characteristics.
Extending protection from indirect discrimination to disability.
Introducing a new concept of “discrimination arising from disability”, to replace protection under previous legislation lost as a result of a legal judgment.
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
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.
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
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 />
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 />
Page 42<br /><ul><li>WHAT THE ORGANISATION DID
HR created the diversity-in-business brand ‘Open to all’
It implemented diversity awareness customer experience training for front-line employees
This was a nationally acclaimed recruitment, retention, progression and diversity project
Progress reports were presented to the board every six months
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 />
Page 43<br /><ul><li>BENEFITS AND ACHIEVEMENTS
There was an increase in the BME workforce from 2% to 4%
The scheme led to the first female and BME recruits to a number of operational front-line roles
One in three employees is now involved in company-sponsored community volunteering</li></ul>Real-life example 3 of 3<br />
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?
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?
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 />
Page 48<br />Case studies 1 of 3<br /><ul><li>ATTRACTION