The document discusses diversity in the workplace and making organizations more inclusive. It defines diversity and looks at valuing, managing, and developing diversity capability at the individual and organizational levels. Barriers to diversity are addressed, as well as the business case for diversity, which includes increased creativity, innovation, better decision-making, and attracting top talent. Metrics for assessing diversity climate and intercultural development are also presented. Overall, the document provides strategies for organizations to promote diversity and inclusion.

1. Convincing the organisation of the value of a diverse workplace: Case studies from the UK

2. What is Diversity ? Do you have a diverse workforce? Is the organisation diverse enough? How do you know? Does your organisation need to be more diverse? Why? What will change if there is more diversity in your workforce? What are the attitudes to and experiences of diversity of the staff? Is the organisation’s leadership seriously supporting diversity objectives? If so, what is the evidence of that? What are your organisation’s diversity enabling factors? What are the barriers to diversity in your organisation? How to attract more diversity within your workforce? How to retain and progress more diversity within your workforce? What will your organisation do with a more diverse workforce? How do you acknowledge success? Reinforce good practice?

3. Defining Diversity Valuing Diversity Managing Diversity Diversity Capability Individual level Organisational level

4. The different dimensions of diversity

5. Defining Diversity

6. Valuing Diversity Understanding, Appreciating and Harnessing our differences (rather than tolerating) Managing Diversity Is the set of policies, plans and processes put in place to understand, appreciate and maximise the benefits of diversity in a workplace

7. At individual level Is a process of learning that leads to an ability to effectively respond to the challenges and opportunities of serving a diverse community and working in a diverse workplace At organisational level Having a large proportion of individual members who are personally capable and Having the necessary infrastructure in place to support individuals seeking to display competency in managing diversity

8. "Imagine your organisation is a giraffe house. Equal Opportunity has been very effectively widening the door of the giraffe house to let the elephant in, but home won't be best for the elephant unless a number of major modifications are made to the inside of the house. Without these changes the house remains designed for giraffes and the elephant will not feel at home". Fiona Krautil Diversity and Change Management

9. Don’t underestimate the importance and value of the Case for Diversity Moral Legal Business

10. Build on the Australian value of “fair go” Dispel the myth that Equality is about treating everyone the same, or one size fits all, or we look for people who “fit-in ” Promote “inclusion” as a value and a business strategy Seek to be a genuine Equal Opportunity Employer (EO does not just happen..it is facilitated) Moral Case

11. The Complaints to Human Rights Commission have increased each year over the last five years. There is an 80% increase in complaints between 2005/6 and 2009/10 and 12% between 2008/9 and 2009/10.

13. Dell settles employment gender discrimination suit Dell has agreed to settle a gender-discrimination class action suit by former employees for $9.1 million, though apparently only $5.6 million will go for payments to class members and to cover litigation costs. The rest goes to raise female employee base pay to the level of male employees. How little enlightenment costs. [ Source : AP ] Jul 28, 2009 Cost of Legal Case

14. Diversity leads to increased creativity, innovation and problem solving Improved market outreach and penetration Better understanding of the community Community trust and confidence Representative workforce Improved, inclusive workplace conditions and culture Helps to attract and recruit from a wider pool of applicants Enhances the organisation’s reputation and branding making it highly sought after by job seekers Better decision-making outcomes

15. Teams of people with diverse perspectives outperform teams of people with homogenous perspectives Teams of diverse problem solvers outperform teams of best individual problem solvers Page S. The Difference, 2007, Princeton University Diversity dividend In his book “ The Difference ”, Scott Page proves the following claims:

16. Diversity Climate Survey Intercultural Development Inventory Diversity Assessment Scale

17. The first three stages are considered “ethno-centric” where for example Australian-Anglo culture is seen as the only culture or to varying extents the “better” culture. The last three stages are considered “ethno-relative” whereby Australian Anglo culture is seen as equal among many other cultures. Multicultural Maturity

18. Intercultural Development Inventory

19. Awareness of the case for diversity Desire to participate and support diversity goals Knowledge of how to promote, increase and manage diversity Ability to put knowledge into practice and achieve organisational outcomes on diversity Reinforcement to ensure continuous improvement regarding diversity goals

20. 8 participants Awareness Desire Knowledge Ability Reinforcement

21. Recruitment Positive action programs Legislation Reporting Resourcing Retention Training Support groups Flexible workplace arrangements Inclusive culture Progression Positive action programs

22. The best organizations and leaders of today and the future are those who create an environment where all people can do their best work not regardless of their differences, but because of their differences. Stephen Hoel, Diversity Leadership Consultants