Implementing a diversity management programme.Introduction The increasing globalisation of business and a growing body of equal opportunities legislation have led to a heightened awareness of and interest in diversity issues. The positive management of diversity aims to promote an inclusive culture in which individuals are valued and respected. This can contribute to: * the realisation and development of potential which already exists within the workforce * the empowerment, motivation and commitment of employees * improved morale and job satisfaction, leading to greater productivity * reduced labour turnover, leading to reduced recruitment and training costs * an increase in the flow of ideas, leading to greater creativity and innovation * greater flexibility within the workforce * the recruitment and promotion of those with the best skills and abilities, leading to competitive advantage * compliance with the requirements of equal opportunities legislation and the elimination of discriminatory behaviour * a workforce that is better equipped to serve a diverse customer base and diverse markets, leading to high levels of customer satisfaction * improved ability to compete in global markets * enhanced corporate image as the organisation is seen as a socially responsible employer. National Occupational Standards for Management and Leadership This checklist has relevance for the following standards: B: Providing direction, units 11,12 Definition The concept of diversity encompasses any sort of difference between individuals. These could be differences in ethic origin, age, gender, disability, family status, education, social or cultural background, personality or attitudes--in fact anything which may affect workplace relationships and achievements. The management of diversity involves developing and implementing strategies through which a network of varied individuals are integrated into a dynamic workforce. Diversity management goes beyond what is required by legislation designed to promote equal opportunities and prevent discrimination. It comprises an approach which recognises and values differences and aims to make positive use of the unique talents and perspectives within the workforce. The focus is on individuals, rather than minority groups. Action checklist 1. Gain top level support Approach directors and managers in your organisation and convince them of the advantages of active diversity management. Present both the business and social cases for a diversity initiative. If necessary, conduct high level diversity awareness training to develop the commitment of key decision makers. 2. Assign financial and human resources The fancy word for "people." The human resources department within an organization, years ago known as the "personnel department," manages the administrative aspects of the employees. to the programme Don't underestimate the time and money that will be needed, and look to the long term--the programme will spread over years rather than months. At this stage, identify as many facilitators as possible who can act as change agents to lead the initiative and cascade it throughout the organisation. 3. Decide what you want the programme to achieve and set goals accordingly Methods for identifying diversity management objectives include consultation, brainstorming, benchmarking, and literature reviews. Ensure that goals are specific and achievable. Possible objectives might be: * increase the proportion of women in our workforce to 50 per cent * enable more flexible working practices, such as more homeworking * facilitate recruitment from a wider geographical or cultural area. Gain the support of employees for these goals, and relate them to the organisation's overall vision and mission statement, and to any other current organisational initiatives. 4. Establish current levels of diversity management in your organisation Plan and conduct a diversity audit to gauge existing levels of diversity. You will need to assess both qualitative and quantitative evidence, focusing on people, processes and strategies. Find out: * which kinds of difference affect the ability of individuals to achieve their potential in your organisation * the extent to which these differences create disadvantages or advantages for employees * how organisational procedures and strategies affect different groups of employees. Some data gathering methods include: * questionnaires--design these with your target audience in mind, and ensure anonymity and privacy for respondents * individual and group interviews--consider who should conduct these and how to create an informal and frank atmosphere * focus group discussions--you could, for example, talk to groups of female, disabled, ethnic minority or older employees * unobtrusive observation--a discreet walkabout walkabout a dummy syndrome in horses; usually pyrrolizidine alkaloses caused by crotalaria poisoning. Affected horses walk compulsively, head press, appear blind and walk into objects. They do not respond to usual external stimuli or commands. can be very revealing * document surveys--examine written procedures, personnel records, customer complaints, publicity material and any other documentary evidence A type of written proof that is offered at a trial to establish the existence or nonexistence of a fact that is in dispute. Letters, contracts, deeds, licenses, certificates, tickets, or other writings are documentary evidence. within the organisation * benchmarking--look at organisations similar to your own for examples of best practice to follow and of bad practice to avoid. 5. Conduct a gap analysis Review the audit results and establish how great a difference there is between your current position and your goals. 6. Identify areas where change is needed Work out what steps will be needed to achieve your goals. You may need to make changes to: * processes--for example, revising the recruitment procedure * working arrangements--for example, introducing flexi-time, childcare facilities, time off for family responsibilities, more homeworking * attitudes--for example, combating inter-cultural prejudice and improving inter-cultural communication * physical environment--for example, creating better access for disabled workers and customers, introducing interdepartmental in·ter·de·part·men·tal adj. Involving or representing different departments, as of a business, an academic institution, or a government: "the petty interdepartmental squabbling that surrounds the making of . . . rest rooms, revising office layout. 7. Write a diversity policy Use these broad ideas for change, together with your diversity goals, to compile a concise written diversity policy. The policy could cover: * a definition of diversity * reasons why it is important * the goals of the diversity management programme * the ways in which the goals will be achieved. Communicate the policy to employees and stakeholders Stakeholders All parties that have an interest, financial or otherwise, in a firm-stockholders, creditors, bondholders, employees, customers, management, the community, and the government. . Post a copy on every staff noticeboard noticeboard notice (Brit) n → Anschlagbrett nt , in the staff handbook, and, if you have one, on the company intranet. It is only when the stated values Stated Value A value that, instead of being par value, is assigned to a corporation's stock for accounting purposes. Stated value has no relation to market price. Notes: and policies are embedded Inserted into. See embedded system. in the day-to-day activities of the organisation that any measure of success can be claimed. 8. Compile a detailed diversity action plan Define the finer details of the programme, specifying exactly how the planned changes One of the foundational definitions in the field of organizational development (aka OD) is planned change: “Organization Development is an effort planned, organization-wide, and managed from the top, to increase organization effectiveness and health through planned will be brought about. Hold brainstorming sessions to produce ideas for action, then compose an implementation plan which coordinates and sets a timetable for actions The Timetable For Action is a policy document by the U.K. Conservative Party, in which leader Michael Howard spells out some key actions he would take if elected Prime Minister, within the first hour, day, week, and month of a Conservative government. to be taken. Make sure the plan includes regular reviews--decide what should be measured and monitored before the programme starts and make data gathering an ongoing part of the plan. 9. Set the programme in motion Communicate the plan to employees and put it into action. Appoint programme coordinators and publicise Verb 1. publicise - call attention to; "Please don't advertise the fact that he has AIDS" advertise, advertize, publicize announce, denote - make known; make an announcement; "She denoted her feelings clearly" their role, providing employees with a point for information and feedback. 10. Monitor and review Monitor the programme over twelve months, and adjust the plan as necessary. Where problems occur, review the diversity policy and decide whether it should be amended. 11. Establish an ongoing programme Schedule an ongoing diversity programme for the long term. Allow for the programme to change as the organisation's internal and external contexts change. Ensure that diversity retains a high profile and work towards its internalisation Noun 1. internalisation - learning (of values or attitudes etc.) that is incorporated within yourself internalization, incorporation learning, acquisition - the cognitive process of acquiring skill or knowledge; "the child's acquisition of language" within the organisation. Diversity management should become a natural part of everyday life. Managers should avoid: * handling diversity issues insensitively in·sen·si·tive adj. 1. Not physically sensitive; numb. 2. a. Lacking in sensitivity to the feelings or circumstances of others; unfeeling. b. , or in a way that could stir up ill-feeling * invading in·vade v. in·vad·ed, in·vad·ing, in·vades v.tr. 1. To enter by force in order to conquer or pillage. 2. employees' privacy * failing to consult and gain commitment throughout the organisation * implementing policies and programmes without first communicating them to those involved * mistaking equal opportunities for diversity management * seeing diversity as merely a question of legal compliance * falling into an "us" and "them" mentality. Diversity is about inclusiveness. Additional resources Books Valuing diversity, Peter Honey Maidenhead Maidenhead, city (1991 pop. 59,809), Windsor and Maidenhead, S central England, on the Thames River. It is a residential town with brewing and milling industries as well as a resort. The 13th-century stone bridge was rebuilt in the 1770s. : Peter Honey Publications, 2005 Equality diversity and discrimination: a student text, Kathy Daniels and Linda MacDonald London: Chartered Institute of Personnel and Development The Chartered Institute of Personnel and Development (CIPD) is the leading professional body for those involved in the field of personnel, training and development. Membership of the CIPD is highly respected and widely accepted by employers as a requirement of practice. , 2005 Equality diversity and discrimination: how to comply with the law, promote best practice and achieve a diverse workforce, Lynda MacDonald London: Chartered Institute of Personnel and Development, 2004 Diversity scorecard: evaluating the impact of diversity on organizational performance Organizational performance comprises the actual output or results of an organization as measured against its intended outputs (or goals and objectives). Specialists in many fields are concerned with organizational performance including strategic planners, operations, , Edward E Hubbard Burlington Mass.: Elsevier Butterworth Heinmann, 2004 Diversity at work, Judith Cherry London: Opportunity Now, 2004 This is a selection of books available for loan to members from the Management Information Centre. More information at: www.managers.org.uk/mic. Internet resources ACAS ACAS Cardiology A clinical trial–Asymptomatic Carotid Atherosclerosis Study which evaluated the 5-yr risk of fatal and non-fatal stroke-primary outcome in Pts with asymptomatic but severe carotid atherosclerosis. See Carotid stenosis. www.acas.org.uk Section on Equality and Diversity includes an online advisory booklet. Diversity Excellence Model www.nationalschool.gov.uk/diversity Developed from the EFQM Excellence Model  should be added to this article, to conform with Wikipedia's Manual of Style.Please discuss this issue on the talk page. by the National School of Government, this model provides a framework for diversity management in public sector organisations. Organisations Age Positive, Department for Work and Pensions The Department for Work and Pensions (or DWP) (Welsh: Adran Gwaith a Phensiynau) is the largest government department in the Government of the United Kingdom, created on June 8, 2001, from the merger of the employment part of the Department for Education and , Room W8d, Moorfoot, Sheffield S Sheffield, city, England Sheffield, city (1991 pop. 470,685), N England, at the confluence of the Don River and four tributaries. Sheffield was one of the leading industrial cities of England. It has been a center of cutlery manufacture since the 14th cent. 1 4PQ Tel: 020 7299 8757 www.agepositive.gov.uk Commission for Racial Equality The Commission for Racial Equality (CRE) is a non-departmental public body in the United Kingdom which aims to tackle racial discrimination and promote racial equality. It was set up under the Race Relations Act 1976 and is the only body with statutory power to help enforce the act. , St. Dunstan's House, 201-211 Borough High Street Borough High Street is the last section of the road from Dover to London as it approaches London Bridge. It is also the northern section of the A3 road from London to Portsmouth. It divides historic Southwark in two. , London SE1 1GZ Tel: 020 7939 0000 www.cre.gov.uk Disability Rights Commission, FREEPOST MID02164, Stratford upon Avon, CV37 9BR Tel: 08457 622 633 www.drc-gb.org Employers' Forum on Age, Floor 3, Downstream, 1 London Bridge London Bridge, granite, five-arched bridge formerly over the Thames, in London, England. It is 928 ft (283 m) long and was designed by John Rennie and built between 1824 and 1831. , London SE1 9BG Tel: 0845 456 2495 www.efa.org.uk Employers' Forum on Disability, Nutmeg nutmeg, name applied to members of the family Myristicaceae. The true nutmeg (Myristica fragrans) is an evergreen tree native to the Moluccas but now cultivated elsewhere in the tropics and to a limited extent in S Florida. House, 60 Gainsford Street, London, SE1 2NY Tel: 020 7403 3020 www.efd.org.uk Equal Opportunities Commission, Arndale House, Arndale Centre, Manchester M4 3EQ Tel: 0845 601 5901 www.eoc.org.uk |
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