to the workplace. Measuring workplace diversity can be accomplished using a number of methods—simply walking through your office or plant and noticing the many differences between employees, or generating an employee census report sorted by age, race, ethnicity, sex and disability. Also look at how often they attend pivotal meetings, are included in key decision-making processes, or are invited to give feedback on the culture of the business and management style. Regularly audit, review and evaluate progress, using quantitative and qualitative data on both diversity and inclusion, to highlight where barriers exist (for example, via recruitment data) and show the impact of initiatives, making appropriate changes to activities if needed. ACAS. A diverse workforce can help to inform the development of new or enhanced products or services, open new market opportunities, improve market share and broaden an organisation’s customer base. Ensure appropriate channels for employee voice and that different groups feel able to access them. Reflect on inclusion practice in your organisation with our inclusion health checker tool. For example, increased caring responsibilities mean flexible working options need to be considered. Make clear that everyone has a personal responsibility to uphold the standards. It’s also vital for the sustainability of businesses and economies. Workforce composition. Reviewed in In a Nutshell, issue 89. Everyone should have the right to be free of any direct or indirect discrimination and harassment or bullying. It refers to the natural range of differences in human brain function. While UK legislation – covering age, disability, race, religion, … Jon Whiteley explains . 30 July. Monitoring community background and sex. 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. Employers need to understand the impact the pandemic and related workplace and personal change has on individuals, depending on their background or circumstances. Reviewed in In a Nutshell, issue 75. For example, staff surveys could ask questions about the team culture and the perception of equality of opportunity. Recognise that a diverse workforce also needs an inclusive environment. Measuring What Matters in Gender Diversity Building Customized Scorecards. It’s important to recognise that a ‘one-size-fits all’ approach to managing people does not achieve fairness and equality of opportunity for everyone. Yvonne is Head of Diversity & Inclusion at Hays, working with our clients to ensure their recruitment strategies are aligned with the latest equality, diversity and inclusion (ED&I) policies and initiatives. Describe desirable behaviours to gain positive commitment. While there are some shared best practice concepts, don’t take the shortcut of simply duplicating what other businesses are doing. The value and advantages that a diverse workforce represents cannot be realised and sustained in the absence of an inclusive culture. Managing diversity in organizations is one of the defining issues of our time. We know there are multiple things great companies do well, but one thing that’s true for high-performing companies is better diversity. Coding for Find out what diversity training is most effective in our. Train line managers to help them understand the issues and drive their support for organisational and operational policies and practices. Listen to our Neurodiversity podcast. Search here for your ideal job or get in touch with one of our expert consultants. Diversity & Inclusion is wider than the workplace. UK workers more likely to leave companies that fail to address diversity problems, survey shows. In an organisation that operates internationally, be aware that the approach to managing diversity will need to take account local legislation, norms and social issues, and the ways that individual working styles and personal preferences are influenced by national cultures. 226 | Diversity Primer Diversity Best Practices D iversity and inclusion initiatives are business initiatives that must be managed in the same way that an organization manages any other business initiative. While UK legislation – covering age, disability, race, religion, gender and sexual orientation among others – sets minimum standards, an effective diversity and inclusion strategy goes beyond legal compliance and seeks to add value to an organisation, contributing to employee well-being and engagement. 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. They must also submit that information in a report to the Equality Commission every 12 months. Businesses need to consider corporate responsibility (CR) in the context of diversity as social exclusion and low economic activity rates can limit business markets and their growth. 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. Melanie holds a master’s degree in Occupational Psychology from University of Surrey, where she conducted research into work–life boundary styles and the effect of this on employee well-being and engagement. People Profession 2030: a collective view of future trends. Link diversity management to other initiatives such as such as Investors in People (IIP), BSI 76000 Valuing People and ISO 9001 Quality Management. Building a company without workplace diversity is like weaving a tapestry with only one thread: ineffective and probably a little boring. Differences include visible and non-visible factors, for instance, personal characteristics such as background, culture, personality, work-style, accent, and language. She specialises in diversity and inclusion, employee well-being, people management in SMEs and future HR trends. 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. Diversity is about recognising difference. On the other hand, FTSE 100 CEOs in 2018 were more likely to be called … Together with Uptimize, we’ve produced Neurodiversity at work, a practical guide for employers to help create a neurodiversity-friendly workplace where people can utilise their strengths. Human Resource Management. For example, in the UK, Denmark, and Sweden, companies are required to disclose information about their gender diversity and pay. Compare these numbers with the national average, provided by the National Association for Colleges and Employers. Benchmark progress against other organisations and explore what others are doing to adopt and adapt ideas where appropriate. This is what our collective goal should be, and has guided the recommendations I have made in this report. Inclusion is where people’s differences are valued and used to enable everyone to thrive at work. Top tips for measurement and reporting: 1. Surveys are the perfect tool for measuring the feelings and opinions of your workforce at scale. It is not enough to only recruit women and under-represented ethnicities. Use different and accessible methods such as newsletters, in-house magazines, notice boards and intranets to keep people up to date with diversity policies and practices. What will happen to my test results? PHILLIPS, K.W., DUMAS, T.L. Our report Diversity management that works draws on research evidence and professional expertise to make practical recommendations in six key areas of diversity practice and strategy. (2018) Diversity and authenticity. The first is to only use the diversity categories as identified and described by Canada’s employment equity legislation. (2017) Beyond bias. See more on HR and standards. Include diversity issues in induction programmes, including raising awareness of employee network groups, so that all new employees know about the organisation’s values and policies. Adversely affect employment opportunities. These form the basis of robust forward tracking to ensure progress is made and embedded. Measuring equality Guidance on ethnic group, national identity, religion, and sexual identity; and an overview of our work on gender identity. The COVID-19 pandemic has created numerous challenges to businesses, including making difficult workforce decisions such as about redundancies, furloughing and return to work. 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. To be competitive, organisations need everyone who works for them to make their best contribution. My Learning is your portal for free training courses to support you throughout your career and get you market-ready for your next job search. Those same organisations are now looking to measure the return on this investment, to see whether a diversity strategy really does add value to the overall business strategy. This means that organisations need to consider both in their people management practices and strategies. What data points (quantitative and qualitative) will support the above? Diversity in the workplace is the idea that your team should reflect the general makeup of the society around you. Looking for a new role? 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. Most adjustments are simple and low-cost, but can make a significant difference to an individual’s working life. Visit the CIPD and Kogan Page Bookshop to see all our priced publications currently in print. measure diversity, inclusion, quality and impact in health research, and the relationship between these metrics and wider agendas for diversity and inclusion. Jill joined the CIPD in 2008. CR used to be centred on environmental issues, but an increasing number of employers now take a wider view, seeing the overall image of an organisation as important in attracting and retaining both customers and employees. (2018) Prevent discrimination: support equality. 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. The strategy needs to be supported by organisational values and leader and manager behaviour which reflect the importance of diversity and inclusion. BUSINESS DISABILITY FORUM. This factsheet was last updated by Dr Jill Miller and Melanie Green. © Copyright Chartered Institute of Personnel and Development 2021, 151 The Broadway, London SW19 1JQ, UK Incorporated by Royal Charter, Registered Charity no. Discover our practitioner-focused recommendations which come from an evidence-based view of diversity and inclusion, GOV.UK - Employers: preventing discrimination, The Employers Network for Equality & Inclusion (enei). 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. Diversity and inclusion metrics are used to identify risk areas, prioritise initiatives, set targets and other program goals, assign accountability, and measure the impact of initiatives. CIPD members can use our online journals to find articles from over 300 journal titles relevant to HR. We’re committed to promoting equality and diversity, both in carrying out our public functions and as an employer. Employers should ensure their decisions meet their legal obligations and do not discriminate. Find out more about inclusive practice during the pandemic in our CIPD Lab article and our webinar Diversity and inclusion through COVID-19. 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. Workplace diversity benefit #10: Improved hiring results. And considering the health, safety and well-being of employees is essential given the pressures and uncertainty people may be experiencing. London: Kogan Page. This will give you the percentage of each group. 27 April. Although transparency regarding pay is an important first step, it is not enough to give a complete picture of gender diversity within an organization. Result in failure to recognise skills-based abilities, potential and experience. A good start is to have a workplace policy covering equality, diversity and inclusion. For example, the gap between female and male employment rates in the UK is the lowest since it was first recorded in 1971,1 meaning the UK workforce is more gender-diverse than ever. Train all employees to understand and engage with inclusion in how they do their jobs and work with colleagues. 06/26/2018 10:00 am ET Updated Oct 25, 2018 By Lorna Donatone, CEO for geographic regions, Sodexo. Our report Diversity and inclusion at work: facing up to the business case reviews the evidence on the touchpoints in the employee lifecycle that may contain barriers to equality. An inclusive workplace has fair policies and practices in place and enables a diverse range of people to work together effectively. Which insights create a stronger business case for D&I. People Management (online). 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? 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. Diversity in the workplace boosts a company’s employer brand and presents a company as a more desirable place to work. Companies have started to recognize the importance of diversity and inclusion—but few have found ways to hold themselves accountable to real change. Have a vacancy? 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. The CIPD is a Disability Confident Leader. Configure the percentages of diversity in the workplace. 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