The Equality and Human Rights Commission has published a range of guidance on all aspects of the Equality Act 2010, including a Code of practice on employment. To read some more of our ‘golden rules’, please download our latest Diversity & Inclusion newsletter. Measuring What Matters in Gender Diversity Building Customized Scorecards. After all, it’s not simply having a diverse workforce that gives businesses a competitive edge. Diversity in the workplace brings different groups of people together in a way that makes the best use of individual talents. Prioritise and align your D&I measurements to your business priorities. So organisations must ensure their people management approaches do not put any group at a disadvantage. The strategy needs to be supported by organisational values and leader and manager behaviour which reflect the importance of diversity and inclusion. People Management (online). GOV.UK Ethnicity facts and figures Search. Include diversity and inclusion objectives in job descriptions and appraisals, and recognise and reward achievement. Which insights create a stronger business case for D&I. Surveys are the perfect tool for measuring the feelings and opinions of your workforce at scale. Focus on what currently works for measuring and reporting within your organisation, and see how this structure can be used for D&I measures, be they within a wider business scorecard or a specific D&I scorecard. A focus on workplace diversity and inclusion (D&I) has undoubtedly led to progress in tackling workplace inequality in recent decades. Measuring equality Guidance on ethnic group, national identity, religion, and sexual identity; and an overview of our work on gender identity. Most adjustments are simple and low-cost, but can make a significant difference to an individual’s working life. Overcoming prejudice and changing entrenched negative attitudes can be difficult. Explore our stances on age diversity, disability, gender equality, race inclusion, religion and belief, and sexual orientation, gender identity and reassignment. It is a truth universally acknowledged that what gets valued gets measured, and what gets measured gets done. Whilst not legally binding documents, the codes give important guidance on good practice and failure to follow them may be taken into account by tribunals or courts. London: Kogan Page. Any business case for diversity must consider the potential positive outcomes for individuals, such as impact on well-being, and balance them with business outcomes. Ensure the key stakeholders within your organisation are regularly updated on how the data captured is being used to inform better business decisions and outcomes. A common pitfall is to focus on measuring levels of diversity (and this itself is a broad church and a topic for a different time) without combining this with measurements around levels of inclusion. Train all employees to understand and engage with inclusion in how they do their jobs and work with colleagues. Harvard Business Review. What you choose to start measuring in the early stages of your D&I journey may be significantly more limited in its scope to what you ultimately want to cover. Members and People Management subscribers can see articles on the People Management website. Although there’s no legal requirement to have a written diversity policy, it’s a good idea to produce one to demonstrate the organisation takes its legal and moral obligations towards being a diverse employer seriously. For example, staff surveys could ask questions about the team culture and the perception of equality of opportunity. Reasonable adjustments to enable people to perform at their best need to receive due attention. Please contact equalityanddiversity@manchester.ac.uk for a link. Design guidelines and provide training for. Consider awareness-raising programmes, such as ‘lunch and learn’ sessions, about various aspects of diversity to help people appreciate difference. Diversity in the Workplace (TLDO001) We can also offer a direct link to the course in Blackboard should this be required. It’s been a big year for gender equality ― from the #MeToo movement to the broader recognition of just how far we need to go, to the tangible actions that are (finally) gaining momentum in workplaces. It’s also vital for the sustainability of businesses and economies. Where are your ‘pressure points’ or areas of concern within your organisation? Diversity in the workplace boosts a company’s employer brand and presents a company as a more desirable place to work. See how you can collaborate across boundaries to achieve positive outcomes, Drawing on collaborative research, our report explores the key trends influencing the future of work and how they will shape the people profession, This online calendar, produced in partnership with Diversiton for CIPD members only, highlights important themes around inclusion with a special focus for each month. The social justice case is based on the belief that everyone should have a right to equal access to employment, training and development based solely on merit. Increasingly, employers recognise the importance of diversity and inclusion in recruiting and retaining the skills and talent they need. PHILLIPS, K.W., DUMAS, T.L. Employers with more than 10 employees, each working 16 or more hours per week, must register with the Equality Commission and must thereafter monitor the community background composition and sex of their job applicants and employees. Diversity & Inclusion is wider than the workplace. How will you know when you have reached your objectives? Regulatory duties. Describe desirable behaviours to gain positive commitment. Link diversity management to other initiatives such as such as Investors in People (IIP), BSI 76000 Valuing People and ISO 9001 Quality Management. This factsheet explores what workplace diversity and inclusion means, and how an effective strategy can support an organisation’s business objectives. This can be described as the right to be treated fairly and the UK law, principally in the Equality Act 2010, sets minimum standards. Divide each number by the total number of employees and multiply the number by 100. Diversity Percentage = (41+4+2+8) / 550 = 55/550 = 1/10 = 10% There are two crucial elements to ensuring this measure is accurately and appropriately used. Build diversity and inclusion concepts and practices into staff training courses, management training and teambuilding programmes to increase awareness of the need to handle different views, perceptions and ideas in positive ways. What do you want to achieve with your D&I initiatives? Actively seek people’s ideas and take action on feedback. She frequently presents on key people management issues, leads discussions and workshops, and is invited to write for trade press as well as offer comment to national journalists, on radio and TV. It’s acknowledging the benefit of having a range of perspectives in decision-making and the workforce being representative of the organisation’s customers. It’s about creating an environment where your workforce feel confident and empowered to offer their different opinions and … Diversity is about recognising difference. Businesses should examine their own people management practices and diversity data to understand where barriers lie, taking action accordingly. London: Business Disability Forum. Ultimately, action must be underpinned by the principles of equal opportunity, fairness and transparency. We will get to the point where, by increasing the diversity of skills and inclusion in the workplace, we will get this correlation with outcomes. A good start is to have a workplace policy covering equality, diversity and inclusion. In our latest Equality, Inclusion and Diversity Report, we explore whether flexible working can help create more diverse workforces and more inclusive workplaces. Explore the actions people professionals need to take to build inclusion. Find out more about inclusive practice during the pandemic in our CIPD Lab article and our webinar Diversity and inclusion through COVID-19. While there are some shared best practice concepts, don’t take the shortcut of simply duplicating what other businesses are doing. However, it isn’t always easy to measure and track the progress made in this area and, crucially, the sought after positive impact that this progress returns to the business. Help shape its future, Leading the profession that’s shaping the future of work, Understand what diversity and inclusion mean in the workplace and how an effective D&I strategy can support business. Embed diversity and inclusion in line managers’ roles; they have a key role to play, behaving in an inclusive way and contributing to diversity goals. This can include diversity in regard to gender, experience, socio-economic levels, race, religion, sexual orientation, and so on. Surveys are the perfect tool for measuring the feelings and opinions of your workforce at scale. We’re committed to promoting equality and diversity, both in carrying out our public functions and as an employer. Workplace diversity is an especially beneficial asset for attracting top talent from diverse talent pools. However, to reap the benefits of a diverse workforce it’s vital to have an inclusive environment where everyone feels able to participate and achieve their potential. People professionals have a key role to play in role modelling inclusive working improving workplace diversity and inclusion in their organisation - find out more in our new Profession Map. A fuzzy set analysis of executives’ individual and organizational characteristics. It looks at the rationale for action and outlines steps organisations can take to implement and manage a successful D&I strategy, from communication and training to addressing workplace behaviour and evaluating progress. Reflect on inclusion practice in your organisation with our inclusion health checker tool. Contact us to discuss your employment needs. In short, measuring inclusion is vital. See more on HR and standards. Prior to the CIPD, Mel worked as an HR practitioner in a technology organisation, working on a variety of learning and development initiatives, and has previously worked as a researcher in an employee engagement and well-being consultancy. Workforce composition. If your company isn't open to diversity, any … Result in failure to recognise skills-based abilities, potential and experience. MCANDREW, F. (2010) Workplace equality: turning policy into practice. It refers to the natural range of differences in human brain function. People Profession 2030: a collective view of future trends. Our report assesses the evidence on inclusion - what does inclusion look like in practice, and how can people professionals and the wider organisation be more inclusive? BCG delivers best-in-class scorecards, based on real-world experience and customized to specific needs. The COVID-19 pandemic has created numerous challenges to businesses, including making difficult workforce decisions such as about redundancies, furloughing and return to work. Insight from senior leaders on how they have maintained trust and resilience during the first wave of the COVID-19 pandemic, Working inclusively is a core behaviour in the new Profession Map. This might also be called an ‘equal opportunities policy’. Your staff should consist of a variety of different types of people, from different backgrounds and experiences. A vigorous approach to workplace policies, coupled with diligent reviewing processes, will make for not only a suitably diverse workforce but an open and accepting workplace culture. BADER, A., KEMPER, L. and JINTAE, F. (2019) Who promotes a value-in-diversity perspective? (2018) Prevent discrimination: support equality. 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