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Promoting equal opportunities and diversity:A toolkit for the communications sector
September 2008
Файл загружен с http://www.ifap.ru
1
PART A GettingStarted9 1 Layingthefoundationsforequalityanddiversity
9 1.1 Yourownvisionforequalityanddiversity
9 1.2 Buildingabusinesscase
10 1.3 Involvementandaccountability
10 1.3.1 Someonetochampionthecause
11 1.3.2 Diversityleaders
11 1.3.3 ThebackingoftheBoard
PART B Employees13 2 Recruitmentandselection
13 2.1 Howyoudescribejobsandpeople
14 2.2 Whereandhowtolook
15 2.3 Usingrecruitmentagencies
15 2.4 AcceptingCVsintherecruitmentprocess
15 2.5 Recruitmentandselectiontraining
16 2.6 Shortlistingandinterviewing
17 2.7 Personalcontacts:theeffectonequalopportunities
17 2.8 Targetedrecruitmentand‘positiveaction’
19 3 Retainingtalent
19 3.1 Providingsupportandaninclusiveworkingenvironment
19 3.2 Flexibleworking
20 3.3 Preventingbullyingandharassment
20 3.4 Faithatwork
21 3.5 Maximisingpotential
22 3.6 Termsandconditions
PART C ExternalStakeholders25 4 Customerdiversity
26 5 Workingwithindustryandotherbodies
27 6 Supplierdiversityandthird-partycontracts
28 7 CorporateSocialResponsibilityandthecommunity
28 7.1 Workingwithcommunitygroups
29 7.2 Workingwithcollegesanduniversities
29 8 Promotingequalopportunities
3 ForewordbyDavidCurrie
4 Introduction
2
PART D TrackingProgress31 9 Monitoringequalopportunitiesanddiversity
31 9.1 Gatheringmonitoringdata
32 9.2 Applicationforms
32 9.3 Monitoringtheequalopportunitiesclimateandculture
32 9.4 Collectingdataforreporting
33 9.5 Exitinterviews
33 9.6 Communicatingprogressandimpact
34 10 Evaluation
APPENDICES 35 Glossaryoftermsandlistofabbreviations
37 Appendix1 EqualityLegislationandRegulations
38 Appendix2 AccesstoWork
40 Appendix3 Templatesforshortlistingandinterviewing
41 3A ShortlistingRecordSheet
43 3B InteviewAssessmentForm
45 3C SelectedCandidateForm
47 3D SummaryRecordofUnsuccessfulCandidates
49 Appendix4 TheDisabilitySymbol
50 Appendix5 Exitinterviews
51 Appendix6 Equalopportunities:performanceindicators
52 Appendix7 Sourcesoffurtherinformation
54 REFERENCES
As a society we are committed to ensuring equality of opportunity for all our citizens, and this is reflected increasingly in law. Ofcom, like all public bodies, is tasked through legislation with promoting equality of opportunity both within our organisation and in the industries we regulate. Setting out in policy terms how equality can be improved is the easy part; delivering on those policies challenges all organisations, and particularly smaller companies whose resources are often limited. All communications companies, however small or large, are obliged to meet a range of equal opportunities legal requirements. Increasingly, communications companies and others beyond the sector are also realising business benefits from improving equal opportunities and increasing the diversity of their workforce. For this reason, we decided to put together this diversity toolkit to help all communications companies learn from the experiences of others. This is not a set of rules, but rather examples of policies, procedures and templates that can be easily adapted to different circumstances and help you meet your legal obligations and work towards best practice in this area. We hope this will prove a useful toolkit for all communications companies and contribute to creating a more inclusive and diverse industry.
David Currie Chairman
FOREWORD
4
Everyoneinoursocietyshouldhaveanequalchance
tobenefitfromtrainingandworkopportunities.
AtOfcom,wearecommittedtopromotingequal
opportunitiesanddiversitywithinourown
organisationandhelpingtheindustriesweregulate
todothesame.
UndertheCommunicationsAct2003,Ofcom
hasadutytopromotetheimportanceofequal
opportunitiestoallradioandtelevisionbroadcasters.
Asourindustryconverges,wewanttopromotebest
practiceacrossthebroadercommunicationssector.
That’sthereasonforthis‘toolkit’.Wewantto
promoteequalopportunitiesanddiversitybyhelping
you,thecommunicationssector,toputgoodsystems
inplace.Wehopeyou’llfindthatit’sausefulsource
ofeffectivemethods,andthatitsuggestsarangeof
activitiesforyoutouseoradapt.
Whatdowemeanby‘equalopportunities’and‘diversity’?
Whetheranemployerofafeworofthousands,all
communicationsbusinessesareobligedtomeetthe
requirementsofequalitylegislation2.Thelegislation
prohibitsdiscrimination,harassmentandvictimisation
ofemployeesandothersonthegroundsof:
•Race;
•Gender;
•Genderidentity;
•Sexualorientation;
•Religionorbelief;
•Disability;or
•Age.
Thisappliestohowyourecruit,trainandpromote
individualsandtotheirtermsandconditionsof
employment.Theseareasshouldberegularly
reviewedtoensurethattheiroperationandscopeare
freefromunlawfuldiscrimination.Yourprocedures
mustmakesurethateveryjobapplicant,and
employee,istreatedasanindividual.Thismaymean
treatingpeopledifferently,forexamplebymaking
areasonableadjustment,inordertoensurethat
theyaretreatedfairly.Insomeareas,thismayneed
positiveactionfromyou–forexample,withtargeted
training–tohelppeoplewhoareunder-represented
inyourorganisationorinaspecificjob.Trainingcan
alsoequipemployeeswiththeskillstheyneedto
competeequallyforjobs.
Itisalsoimportanttonotethatshouldoneofyouremployeescommitanactofdiscriminationorharassmentinthecourseoftheiremploymentwithyou,boththeemployerandtheemployeearelegallyliable,unlesstheemployercanshowtheytook‘reasonablesteps’topreventit.Implementingacomprehensiveequalitypolicy,strategyandactionplancanhelptodemonstrateyourcommitment,asanemployer,toavoidingdiscriminationandharassment.
Anypolicyshouldapplytoallstaff(includingpermanentandtemporaryworkers)aswellastoanyotherindividualswhoarenotemployedbythecompanybutwhocarryoutworkat,orprovideservicesto,thecompany.Thestaffshouldabidebytheprinciplesofnon-discriminationsetoutinthepolicyinrespectoftheircurrentandformercolleagues,visitors,clients,customersand/orsupplierstothecompany.
Formoreinformationonhowequalitylegislationaffectsyourbusiness,seetheEqualityandHumanRightsCommissionwebsite:www.equalityhumanrights.com.
INTRODUCTION
5
Somebusinesseswithinthecommunicationssector
arealsoaffectedbylegislationthatmakesitunlawful
todiscriminateintheprovisionofgoods,facilities
orservicestothepubliconthegroundsofsex,race,
disability,gender,sexualorientation,age,sex,religion
orbelief.Discriminationinprovidingservicesmeans:
•refusingtoprovideaservice;
•providingalowerstandardofservice;or
•offeringaserviceondifferenttermsthan
youwouldtootherpeople.
Thislegislationaffectsbusinessesthatprovidegoods
orservicesdirectlytomembersofthepublic.Itdoes
notaffectthosethatsupplygoods,facilitiesorservices
tootherbusinesses.However,itisimportantto
recognisethatbothpublicandprivateorganisations
areincreasinglylookingtoworkwithsuppliers
thatcandemonstrateacommitmenttoequal
opportunities.Forexample,publicsectorprocurement
generallyasksforinformationaboutthecompany’s
equalopportunitiespolicy.Therearesignsthatthis
requirementmightbeextendedinthefuture.The
EqualityBill,plannedforthe2008/2009Parliamentary
session,aimstointroducean‘EqualityDuty’tothe
publicsectorwhichwillrequireorganisationsto
tacklediscriminationandpromoteequalitythrough
theirpurchasingfunctions3.Therearealsoexamples
ofprivatesectorfirmsbuildingrequirementsto
demonstrateacommitmenttoequalopportunities
anddiversityintotheirprocurementprocessandinto
theirservicecontracts.Forexample,TycoandDuPont
havetakenthisstepwiththeirappointedlawfirms.
Diversityreferstothedifferencesandsimilaritiesthat
existamonganorganisation’sworkforce,potential
employees,customersandotherstakeholders.
Itincludes-butisnotlimitedto-thelegallydefined
groups:race;gender;genderidentity;sexual
orientation;religionandbelief;disabilityandage.
Diversityreferstoanorganisation’sabilitytomeet
itslegalobligationsinensuringequalopportunities
formembersofeachofthesegroupsandtomove
beyondthistowardsbestpractice.
Bestpracticerequiresanorganisationtounderstand
andvaluethecomplexityofdiversity–thatfew
individualscanbedefinedasbelongingtoasingle
groupandthatnotallindividualsbelongingto
agrouphavethesameneedsoraspirations.
Thebestpracticediversityorganisationvalues
highperformanceandoutputsandencouragesall
employeestoreachtheirfullpotential–regardless
ofidentity.Itconstantlyworkstoovercomesubtle
biases,prejudicesandassumptions.Itpositions
diversityasabusinesspriorityandunderstands
howdiversitybestpracticecansupportitsoverall
businessobjectivesandwhatpoorperformance
ondiversitycancosttheorganisation.
Thescopeofthistoolkit
Thistoolkitisnotintendedtobeasetofrules.
Rather,it’stohelpyoutakeeffectiveaction
andmakefastprogressbylearningfromthe
experiencesofothers.
Theactivitiesinthistoolkitaren’tcompulsory.
Buttheywillhelpyoutoavoiddiscrimination,ensure
equalopportunitiesandbuildonthebenefitsof
diversity.Stepssuchashavinganequalopportunities
statementandsupportingpolicies,andmonitoring
andrecordingthegender,ethnicity,disabilities,
age,religionorbelief,andsexualorientationofyour
staff,areimportantinshowingyourcommitment
toequalopportunitiesandareastarttomaking
suitablearrangementstopromotethem.
Throughoutthistoolkitwe’veprovidedpractical
suggestionsforactionandlinkstootheruseful
sourcestohelpgetyoustartedortoextendyour
goodpractice.
6
Equalopportunitiesanddiversityaregoodforbusiness
Anyindustrywillbenefitfromofferingequal
opportunitiesanddevelopingadiverseworkforce,
butthecommunicationssectorhas,potentially,more
togainthanothers.Inarapidlychanging,highly
competitiveenvironment,beingagileanddrawing
ontalentfromthewidestpossiblepoolcanhelp
providetheadvantagesneededtomeetthediverse
needsofcustomers.Indeed,thediversityofindividual
andbusinesscustomersandoftheUKtalentpool
isgrowing:
Customerdiversity
•45%oftheethnicminoritypopulationareunder25,
comparedtoathirdoftheWhitepopulation;and
theyhaveafaster-growingrateofspending5.
•10%ofbusinessstart-upsintheUKarefromethnic
minoritygroups6
•BlackMinorityEthnic-ownedbusinessesinLondon
employed560,000people,generatingacombined
salesturnoverof£90bn,in20047
•26%ofallbusinessesareownedbywomen8
•4in10gaypeopleinvestheavilyintechnology,
comparedwith25%ofheterosexualpeople9
•In2007,gaypeoplespent£70bnintheUK10
•Thereareover9.7milliondisabledadultsintheUK
withaspendingpowerestimatedat£45–£50bn11
•95%ofBlackAfricanadultsand90%ofIndian
adultsintheUKusemobilephones,compared
with85%ofallUKadults12
•74%ofIndianand72%ofPakistaniadultshave
homeinternetaccess,comparedto62%ofall
UKadults13
Workforcediversity
•By2030,8%oftheworkforcewillbefroman
ethnicminority12
•1milliondisabledpeopleonincapacitybenefit
saytheywanttowork16
•By2050,two-fifthsofthepopulationwillbeover
50;morepeoplewillhavecaringresponsibilitiesfor
olderrelativesandmaychooseflexibleworkingto
makethispossible17
•Retiringbabyboomersarepredictedtorestructure
theirwork,phasingitoutovertimeratherthan
retiringcompletely18
•The‘Millennials,or‘GenerationY’,accountfor11%
oftheEuropeanworkforceandwanttohavearange
ofexperiencesbeforecommittingtofull-timework.
Menandwomenwanttobeabletotaketimeoutof
theircareersatvariouspointsintheirliveswithout
damagingtheircareers19
•Oneineightfathersofchildrenunder6yearsold
hasmadeaformalrequestinthepasttwoyears20
toworkflexibly.
•13%ofcurrentUKuniversityfirst-year
undergraduateshaveadisability,and24%
arefromanethnicminoritybackground21.
Agrowingnumberoforganisations,bothwithin
andoutsidethecommunicationsindustries,are
talkingaboutthebenefitstheyhaverealised
frominvestinginequalopportunitiesanddiversity.
Thesebenefitsinclude:
7
•makingiteasiertofindnewtalent;
•increasingemployeesatisfaction,makingiteasier
toretainexistingtalentandimproveproductivity;
•generatingnewopportunitiesforcreativityand
innovationfromabroadermixofpeople;
•developingastronger,morepositive
corporateidentity;
•improvingunderstandingofhowdiversecustomers
think,whatdrivestheirspendinghabits,andhow
toaccessmarketstheyhavepreviouslybeenunable
toeffectivelytapinto;and
•buildingapositivereputationasasocially
responsiblebusiness.
‘Equal opportunities’ and ‘diversity’ may mean different things to different people. It is therefore important that you define what it means for your organisation. It can set the standard to judge how well your company is doing. So put it in writing and publicise it to everyone who’s part of your business.
9SECTION 1 Laying the foundations for equality and diversityPartA:GettingStarted…
PartA:GettingStarted…
SECTION 1
Laying the foundations for equality and diversity
1.1Yourownvisionforequalityanddiversity
Awrittenequalopportunitiesstatementshouldset
outyourorganisation’sequalopportunityobjectives
andthepoliciesandactionsthatyouwilldevelopto
meetthemandtocreateaculturethatencourages
andvalueseveryone’sdifferences.Youmaybeable
togetsomeusefulequalopportunitiesdefinitions
fromothercompanieswithinyourindustryorsector.
Creatingavision,communicatingwhatyour
organisationwillbelikeonceithasachievedits
equalityanddiversityobjectives,andthebenefits
itwillexperienceareimportantpartsofthechange
process.Achievingsomeequalityanddiversity
objectivescanbelengthy.Itisimportantthat
everyoneinyourorganisationmaintainsasense
ofpurposeduringthisjourney.Involvingemployees
atalllevelsinbuildingasharedvisioncanbea
strongmotivatingexerciseandhelpstoensurethat
everyoneunderstandsthekeyequalityanddiversity
challengesfacingyourorganisation.
1.2 Buildingabusinesscase
Identifyingwhyequalopportunitiesanddiversity
isimportanttoyourorganisation,andhowitcan
helpachieveyourcorestrategicobjectives,helpsto
positionitasamainstreampolicyanddevelopment
issueratherthanasan‘optionalextra’.
TheIntroductionsectionprovidedsomeinformation
onchangingdemographicsinthelabourand
customermarketsandexamplesofthebenefitsthat
canaccruefromequalopportunitiesanddiversity
action.Thisinformationmighthelpyoudetermine
yourbusinesscase.Thebestbusinesscasesare
customisedandmovewiththechangingcontextof
theorganisation.Thereforeitisimportantthatyou
considerwhatarethecurrentkeyissuesfacingyour
companyandhowequalopportunitiesanddiversity
mighthelptoaddressthem.Forexample,oneUK
companyneedstoovercomeaskillsshortageto
achieveitsgrowthobjective.Thecompanyisusing
itsdiversityprogrammetohelpattracttalentfroma
muchwiderpoolthanithastraditionallydrawnfrom.
AnotherUKcompanyisusingitsdiversityprogramme
tohelptargetfemalecustomersasawaytoincrease
revenueandmarketshare.
10 SECTION 1 Laying the foundations for equality and diversityPart A: Getting Started…
For your business case to be effective, it is important
that you assess its contribution to your business
over time. So don’t just argue that it’s important, set
some indicators by which you can demonstrate its
importance. These indicators might be qualitative
and/or quantitative.
Useful sources:
• Talent not Tokenism: the business
benefit to workforce diversity:
www.equalityhumanrights.com
• Customising the business case for diversity:
www.cipd.co.uk (go to tools section)
• Business case for diversity and equality:
www.equalities.gov.uk/research/bus_case_div.pdf
• The business case for diversity: good practices in
the workplace: ec.europa.eu/employment_social/
fundamental_rights/pdf/events/busicase_en.pdf -
• Managing Diversity, Measuring Success:
www.cipd.co.uk/subjects/dvsequl/general/_
mngdivmscs.htm
1.3 Involvement and accountability
To achieve real progress with equal opportunities
and diversity, it is important that everyone in your
organisation understands their role in the change
process. This might involve their responsibilities in
how they behave with colleagues and/or customers.
For line managers, it might involve considering
equality and diversity issues when recruiting or
promoting. For senior managers it might involve
considering the equality and diversity implications
and/or opportunities of their key business and
policy decisions.
Different departments/functions within an
organisation may have specific issues to consider.
For example, consider the impact of the images and
language used in internal and external publications
and how they reflect the organisation’s commitment
to diversity. Procurement might consider how to
ensure equality for minority-owned businesses in the
tendering process and how to be certain that suppliers
match the organisation’s own commitment to equal
opportunities. IT should consider the accessibility of
your systems, internet and website(s).
In building involvement it is important to ensure that
first, everyone understands their role and second, they
have the knowledge and support they require to fulfil
this role. To make sure that involvement is embedded,
some organisations now include ‘contribution
to equal opportunities and diversity goals’ in the
personal performance assessment process.
Useful sources:
• Line managers and diversity: making it real,
Opportunity Now
• Line manager guide, Employers’ Forum
on Disability
1.3.1 Someone to champion the cause
Many companies have a senior executive who is given
the job of championing equal opportunities within the
business. This is a good thing; he or she can make sure
that the issues are aired at a senior level. It also shows
that a company is genuinely concerned about creating
a culture based on equality, and employing a wide
range of people.
Even better, make sure your champion has an ally
at Board level who can press equality issues to the
directors of the company. However, remember that
if he or she leaves the company, these issues run the
risk of being put to one side.
Practical activities:
• Think about the possible benefits of having someone
senior to champion equality in your company;
• Set up a diversity group that touches every part of
your organisation, chaired by a senior executive;
• Sign up a Board director to get the issues aired at
Board level – or, better still, get two directors in
case one leaves;
11SECTION 1 Laying the foundations for equality and diversityPartA:GettingStarted…
• Thinkaboutstrengtheningyourapproachby
forminganequalitygroup,drawnfromalllevels
ofthecompany,toactasacommunication
channelbetweentheBoardandthestaff;
• Considersettingupanadvisorygroup,which
couldincludeexternalstakeholders.
1.3.2 Diversityleaders
Forequalityanddiversitytobecomeembeddedinthe
daytodayrunningofyourcompany,youneedleaders
whounderstandthechallengesandopportunities
itbringstoyourbusiness.Putsimply,theyshouldbe
abletoapplytheirleadershipskillstomeetingequality
anddiversityobjectivesandtodrawingbenefitsfrom
diversity,justastheywouldtoanyotherbusinessissue.
Practical activities:
•Offerequalityanddiversitytrainingtoyour
currentleaders;
• Buildequalityanddiversityintoyourtraining
forfutureleaders;
• Addequalityanddiversityobjectivestothe
keyindicatorsyouusetomeasureyourleaders’
contributiontothebusiness.
1.3.3ThebackingoftheBoard
Althoughit’simportanttoshoweveryonethatyour
Boardisseriousaboutequalopportunities,words
mustbebackedupwithactions.Turningagood
policyintoaneverydayhabitdependsonactive
supportfromthedirectorsineverythingthe
companydoes.
Yourcompanyshouldbeabletoshowhowequal
opportunitiesanddiversitylieattheheartofitsplans
forthefuture.Thedirectorsshouldalsoinsiston
regularprogressreports,withgenuinestatisticsthat
showhowtheworkforceischangingandthatpeople
fromunder-representedgroupsareholdingjobsat
alllevels.
Equalopportunitiesanddiversityshouldbeevery
seniorexecutive’schallenge,withindividualdirectors,
andtheBoardasawhole,leadingbyexample.
Practical activities:
• PutsomeideasinfrontoftheBoardfor
theirsupport;
• Runaseriesofmasterclassesorprovidecoaching
totheBoardtoensuretheyunderstandthe
equalityanddiversityissuesaffectingtheir
business;
• Commissionadiversityaudit,ifyouhaven’t
donesoalready;
• Carryoutananalysisofemployees’skillsby
differentidentitygroups;
• EncouragetheBoardtosupportwork
shadowing-schemesortoparticipate
inmentoringprogrammes.
Your approach to recruitment can have a big effect on your success in attracting and keeping people who traditionally miss out.
13SECTION 2 Recruitment and selectionPartB:Employees…
PartB:Employees…
SECTION 2
Recruitment and selection
2.1Howyoudescribejobsandpeople
Ajobdescriptionshouldpaintaclearpictureofthe
rolethatneedstobefilled,itsmaindemandsand
whatyouexpectfromacandidate.However,the
pressuretofillavacancyquicklycanleadtorunning
tiredoldadvertisements,oftenwithjobrequirements
thathavelongsincechanged.
Updatingjobdescriptionsgivesyouthechance
tothinkagainaboutwhatskills,knowledgeand
experienceyouactuallyneed.Thisinturncouldlead
youtoareviewofhowthejobcanbedoneand,
perhaps,encourageyoutowidenthenettoinclude
potentialapplicantswithdifferentqualities.
Makesureyourjobdescriptionsconcentrateon
theoutputsrequiredfromthepersonratherthan
theprocessforachievingthem,assomepeople,
particularlythosewithadisability,maydothings
differently.Forexample,askfortheabilitytoproduce
accuratewordprocessedreportsquicklyratherthan
theabilitytotouchtypeat80wpm.Thiswillmean
thatsomeonewhousesvoicerecognitionsoftware
becausetheyhavearthritisisnotdiscouragedfrom
applyingforthepost.
Somedisabledpeople,ethnicminoritiesandwomen
oftenmissoutonrolesbecauseoftheiruntypical
educationorcareerexperience.Thisisn’tsurprising;
inthepast,manyrecruitershavehadfixedideas
onthe‘right’backgroundforparticularjobs.You
shouldstrivetolookbeyondthisandfocusonskills
andabilities.
Ifemployeesarerequiredtowearauniformorfollow
adresscode,considerhowthismightimpacton
peoplefromdifferentreligionsandhowtheirneeds
canbeaccommodated.
Yourcandidatespecificationsshouldbewrittendown.
Theyshouldoutlinetheskills,knowledge,abilities,
qualifications,experienceandqualitiesthatare
necessaryanddesirableforapersontobeabletodo
thejobwell.Don’tuseanexistingorpastpostholder
asamodelforthis.Onlyuseagerestrictionsifthejob
specificallydemandsthis.Forexample,adriverwill
havetobeoldenoughtoholdalicence.Steerclear
ofwordslike‘young’,‘youthful’,‘old’,‘mature’,etc
todescribethepersonyouarelookingfor.Instead
usewordslike‘enthusiastic’,‘drive’or‘responsible’,
forexample.Onlyaskforaperiodofexperience
ifyoucanjustifywhythisisnecessary.Forexample,
askingforeightyearsofexperiencemightindirectly
discriminateagainstsomewomen,disabledpeople
andpeopleofdifferentages–andyoumightmissout
onthebestpersonforthejob.Concentrateinsteadon
theskills,knowledgeandabilitiesyouneed.
Usethejobdescriptionstohelpyoudecideonwhatis
neededforeachtask.Bybeingclearinyourownmind
aboutthetypeofpersonyouneedforthisrole,you
willfinditeasiertodrafttheadvertisement,carryout
14 SECTION 2 Recruitment and selectionPartB:Employees…
theshortlisting,decideontheinterviewquestions
andultimatelydeterminewhichisthebestcandidate.
Aconsistent,fair,openandsystematicprocedurewill
helptopreventdiscriminatorypracticesanddecisions
creepingintotherecruitmentprocess.Itcanalso
protectyouandyourorganisationagainstclaimsof
discriminationifyouareabletodemonstrateanopen,
fairandconsistentlyappliedsetofcriteriathroughout
therecruitmentandselectionprocess.
Byregularlyreviewingjobdescriptions,andfocusing
onthequalitiesthatyou’rereallylookingfor,you
canhelptobreakdownprejudicesandstereotyping.
Practical activities:
•Ifyoudon’thavethemalready,introducejob
descriptionsandwrittencandidatespecifications;
•Takeafreshlookateachjoband,if
needed,updateyourjobdescription
andcandidatespecifications;
•Makesureyouradvertisementsstill
reflecttherole;
•Makeapplicationformsavailable
inaccessibleformats;
•Ensureweb-basedrecruitmentisaccessible
todisabledpeople;
•Drawontheexperienceofstaffmembers
fromunder-representedgroups;
•Joinbodiesthatsetstandardsonrace,gender,
sexualorientation,genderidentity,age,religion
andbelief,anddisability;and
•Investigatewhatyou’llneedinordertoregister
forInvestorsinPeople(IIP)accreditation.
2.2Whereandhowtolook
Makingsurethatallpotentialcandidatesareawareof
employmentopportunitieswithinyourorganisation
andaremadetofeelthattheycanreachtheirfull
potentialthereisessentialinattractingthebesttalent
fromthewidestpool.Choosethelanguageand
imagesforyouradvertisementscarefully.Ensure
theyaccuratelyreflectthepersonspecification
andjobdescriptionandarewelcomingtoall
potentialcandidates.
Toattractunder-representedapplicantsyoumightfind
itusefultoexplorelesstried-and-testedsources,such
asnetworks,clubsandassociations,andadvertising
inmediaandpublicationsaimedatspecificgroups
andcommunities.
However,don’texpectasuddensurgeofapplications
justbecauseyou’veinvitedthem.Peoplearemuch
morelikelytobeinterestedinyourcompanyifthey
seethatyouhaveagenuinecommitmenttoequal
opportunities.Anadvertisementaloneisn’tenough;
yourcommitmentneedstobeshownthroughother
companyactivitiesthattheseunder-represented
groupsseeintheirdailylives.
Practical activities:
•Buildrelationshipswithgroupsandorganisations
thatrepresentforexample,disabledpeople,
differentreligiousandbeliefgroups,lesbian,
gayandbisexualpeople,womenworking
intechnology,minorityethnicgroupsetc.;
•Supportandattendeventshostedby
thesegroups;
•Invitetheirrepresentativestoyourown
companyevents;
•Makesureyouradvertisementsstillreflect
therole,andcontainwelcomingandinclusive
languageandimages;
•Participateinrecruitmentfairsandevents-even
ifyouhavenovacancies–andmakesureyour
standsandthepeoplestaffingthemareappealing
topeoplefromdifferentbackgrounds;
•Buildrelationshipswithspecificuniversities,
collegesandschoolstohelpencouragepeople
whoareunder-representedinyourcompany
toconsideracareerinthejobareasyouoffer;
15PartB:Employees… SECTION 2 Recruitment and selection
•Asktheadviceofyourownstafffromunder-
representedgroups;
•Placeadvertisementsinpublications,websites,
pressorradiospecificallyaimedatthepeople
youaretryingtoencourageapplicationsfrom;
•Setupweblinkswithminoritywebsites;
•Offerworkexperienceandshadowing
opportunitiestomembersofunder-represented
groups;and
•Alwayssendvacanciesdirectlytothesegroups.
2.3Usingrecruitmentagencies
Agenciescanbeveryuseful.Theyknowthe
recruitmentmarketand,sincethey’reexpertsin
providingclientswithagoodrangeofapplicants,
itcanbeagooduseoftimeandmoneytogettheir
help.However,unlessyoumakeapointoftelling
them,theymaytendtoputuponlyapplicantswho
havefollowedtraditionalcareerpaths.
Makesurethattherecruitmentagencyisfamiliarwith
yourcompany’scultureandbeliefs–particularlyon
equalopportunitiesanddiversity.Inparticular,ensure
thattheagencywillnotdiscriminateonyourbehalfby
obtainingconfirmationfromthemthattheywillmake
reasonableadjustmentsforcandidates,forexample
byprovidinginformationaboutpostsinalternative
formatssuchasontapeorbyplaintextemail.
2.4AcceptingCVsintherecruitmentprocess
WhenteamsandHumanResourcesdepartmentsare
underpressure,itcanbetemptingtofillvacancies
quicklybyworkingfromCVs.However,CVsonlyreveal
somuch;relyingonthemmeansthatyouwon’t,atthe
earlystage,getthepersonalinformationyouneedto
monitorequalopportunities.
Soifyou’replanningtoworkonlyfromCVs,consider
gatheringthisinformationfromeveryoneyouinviteto
thesecondstageoftheprocess.(Youshouldalsotell
applicantsinadvancethatyou’llbedoingthis,
why,andhowtheinformationwillbeused.)
Evenso,you’regoingtomissoutonimportant
informationfromeveryonewhodoesn’tmakeit
throughthefirststage.That’sdatathatcouldbe
useful;forexample,itwouldshowwhetheryour
advertisingisattractingrepliesfrompeoplewhoare
notwellrepresentedinyourcompany.That’swhy
usingCVsaloneworksagainstbeingabletocheckon
equalopportunities.Wesuggestyouavoidit,unless
youcanfindotherwaystogetaroundthedrawbacks.
Practical activities:
•Chooseyourrecruitmentagenciescarefullyand
workwiththeonesthatwillbestsupportyour
equalopportunitiesanddiversitycommitments.
Aspartofyourprocurementprocess,theyshould
beabletotellyou,forexample:
•Whattheirpolicyandpracticesonequal
opportunitiesanddiversityareandwhattraining
theyprovideonthistotheirstaff;
•Howtheyensurethattherecruitmentprocess
isaccessibletocandidateswithadisability;
•Howtheysourcecandidatesfromabroadrange
ofbackgroundsandparticularlyfromgroupsthat
arecurrentlyunder-representedinyourcompany;
•Makeitcleartorecruitmentagenciesthat
youwantapplicationsfromawiderangeof
candidates.Thefactthatyouhaveanequal
opportunitiespolicymaynotbeenough;
•IfCVsarecomingfromarecruitmentagency,ask
themtobackthisupwithseparateinformation
tohelpyourequalopportunitieschecking;and
•considerrequestingaminimumdiversityquota
whenshortlistsarebeingprepared.
2.5Recruitmentandselectiontraining
Ittakestrainingandskilltodrawupagoodshortlistof
candidates,andtointerviewthemproperly.Ifyoucut
16 SECTION 2 Recruitment and selectionPartB:Employees…
cornershere,you’llwasteagreatdealoftimeand,
ofcourse,alotofexpensiveadvertising.
Everyoneinvolvedinrecruitmentandselection
shouldhavearecordofexperienceortraining
inequalopportunities.Thisincludesyourmost
seniorexecutivesand,forthatmatter,experienced
interviewerswhomayhavedevelopedbadhabits.
Refreshertrainingshouldbeprovidedregularly.
Practical activities:
•Checkonthelevelofskillsyouhaveinyour
companytorecruitandselectnewpeople;
•Providetrainingorrefreshercoursesforeveryone
involvedintheprocess;
•Considerusingyourintranet,andonlinetools,
torunrefreshercourses;
•Checkthevariousvideoandoff-the-shelfpackages
availableforrefreshertraining;and
•Ideally,insistthateveryonenewtorecruitment
andselectionfirstreceivestraining.
2.6Shortlistingandinterviewing
Youmayneedtochangethewayyoushortlistand
interviewifyouaretogetthebestresults.Regular
reviewsofyourshortlistingprocedurecanhelpto
identifyshortcomingsandleadtobetterresultsby,
forexample,providingsuitablearrangementsfor
applicantswithspecificneeds.
Makesurethatyou(andanyonethatyou’reshort-
listingwith)areagreedontheshortlistingcriteria
andareclearabouttherelativeimportanceofeach
criterion.Theseshouldbebasedontherelevant
criteriaintheadvertisement,whichshouldinturn
bebasedonthejobdescriptionandcandidate
specification.Itcanbeusefultohavealistof’essential’
and’desirable’criteria.Youshouldalsoagreeonhow
youwilldeterminewhetheranapplicanthasmetthe
criteria.Youmayfindthatyoustillhavetoolargea
shortlistattheendofthefirstsiftandneedtocut
itdownfurther.Ifso,thenyoumightdevelopmore
detailedcriteriabasedontheoriginalones.However,
don’tintroducenewandunrelatedcriteria.
Thismayseemobviousbutdon’tuseapplicants’
personaldata,suchastheirage,maritalstatus,
gender,disability,ortheaddressontheirapplication
formorCV,tomakeassumptionsabouttheirability
togettoworkortodothejob.Youshouldalsoavoid
rejectingapplicantssimplybecausetheyappear
tohavegapsintheiremploymenthistory.These
couldbeforanumberofjustifiablereasonswhich
couldincludetheshort-termimpactofadisability,
caringresponsibilitiesorpastdiscrimination.Don’t
makeassumptionsaboutsomeone’sphysicalfitness
basedonageanddon’tassumethatsomeoneistoo
qualifiedorexperiencedforthejoborthatitisnot
wellenoughpaidforthem.Aslongasyouhaveclearly
identifiedthesalaryrangeintheadvertyoushould
trustthereasonsthecandidatehasforapplying.
Itisinyourinteresttoadoptastructuredand
consistentapproachtotheshortlistingprocessandto
recordthereasonsforyourdecisions.Thismayprotect
youagainstsubsequentcomplaintsfromunsuccessful
applicants.Thereareotherrisksinnothavinganopen
andfairshortlistingprocedure,including:
•missingthebestcandidate;
•damagingyourcompany’simageandreputation;
•breakingthelaw;and
•facingclaimsfordiscrimination.
Whenyouinvitesomeonetocomeforaninterview,
askthemiftheyrequireanyreasonableadjustments
andmakesuretheseareputinplace.Remember
thattheAccesstoWorkschemecanpayforthings
suchascommunicationsupportfordisabledpeople
atinterviews,aswellasmanyofthesupportcosts
foradisabledemployee(seeAppendix2).Itisalso
goodpracticetoallowsomeflexibilityaround
interviewtimestoavoidsignificantreligioustimes,
suchasFridayafternoons,orevenings,whichmight
disadvantagepeoplewithcaringresponsibilities.
Iftheinterviewisnottakingplaceinyourworkplace,
itisalsoimportanttoconsidertheaccessibilityand
17SECTION 2 Recruitment and selectionPartB:Employees…
appropriatenessofthelocation.Forexample,being
inproximitytoalcoholmaybeprohibitedforsome
candidatesonthegroundsofreligionorbelief.Ora
noisyenvironmentmightdisadvantageacandidate
withahearingimpairment.
Appendix3providestemplatesforshortlisting
andinterviewing.
Practical activities:
•Considerusingaprocessforshortlistingthat
removesanypersonalinformationsuchasage,
gender,nationalityormaritalstatus.
•Onlyuseassessmentmethodsthatfitthejob.
•Makesureyouaskcandidatesatthestartof
theinterviewiftheyrequireanyadjustments
tobemadetotheroom,forexamplethelayout
orlighting.
•Onlyaskquestionsthatarerelatedtothejob
andavoidpersonalquestions,suchasasking
ifsomeoneismarried.
•Donotaskquestionsormakereferencetoa
person’scolour,disability,age,race,national
origin,religion,racialorigin,gender,gender
identityorsexualorientation.Ifadisabled
candidatewantstodiscusstheirimpairments,
doso,butletthemknowthatyouarenot
assessingthemonthis.
•Askthesamequestionsofeachcandidate,but
bepreparedtoprobesothatyougetasmuch
informationfromthepersonaspossible.
•Ifyoualreadyhaveanemployeefromaparticular
minoritygroup,considerincludingthem
(andtrainingthem)intherecruitmentprocess.
•Makeaspecialsectiononyourapplicationform
wherepeoplecanshowskillsandexperience
they’vegainedoutsideofwork.
•Considerjoiningorganisationsandschemes
suchas‘TwoTicks’(seemoreinformationin
Appendix4).
•Provideone-to-onecoachingsupportasan
emergencyrefresherininterviewingskills.
•Lookagainatyourapplicationformstomake
surethatinformationtotrackequalopportunities
canbeseparated.
•Itisbestpracticetohaveaninterviewpanelwith
abalanceofgenderandethnicbackgrounds.
2.7Personalcontacts:theeffectonequalopportunities
The‘whoyouknow’methodoffillingjobsremains
verycommon,particularlyinsmallerorganisations
butalsoinsomelargercompanies,andit’snothard
toseewhy.Usingyourcontactsgivesyouashort
cuttofindinggoodpeople,quickly,andwithout
agencyfeesoradvertising.Theproblemisthatusing
a‘littleblackbook’instantlyexcludesanyonewhois
inexperienced,orwhoisnotalreadyintheindustry.
Thisisaformofdiscrimination,particularlyasunder-
representedgroupstendtobelesslikelytohave
contactsintheindustry.Theresultisthatmanyjobs
arefilledwithoutthesegroupsofpeopleevenhaving
hadthechancetoapply.Thisinturnleadstoavicious
circle,wherepeoplehavelittlepossibilityofajob,and
thereforelittlechanceofexperience,andtherefore
littlechanceofnewopportunities.
Practical activities:
•Checkhowmanypermanentandshort-term
jobvacanciesyoufillwithoutaformalinterview
beingheld.
•Usethisinformationtoshapeyourrecruitment
policiesandprocedures.
2.8 Targetedrecruitmentand‘positiveaction’
Anumberoforganisationshavedeliberatelyaimed
theiradvertising,andtaken‘positiveaction’to
increaseopportunitiesforpeoplethatareunder-
representedintheircompanyorinparticularjob
roles.Thelawallowsthis,providedthesecompanies
areofferingthechanceoftraining(ratherthanjobs)
18 SECTION 2 Recruitment and selectionPartB:Employees…
inparticulartypesofwork,topeoplewhowould
otherwisehavelittlechanceofbeinghired.Oncethey
havebeentrained,peoplethenapplyandcompete
forjobsinthenormalway.
Pleasenotethat‘positiveaction’isnotalegal
requirementandthelawonlyallowspositiveaction
inrelationtotraining,togivea‘leg-up’where
particulargroupswouldotherwisebepoorly
represented.Provisionsfor‘positiveaction’existunder
theSexDiscriminationAct,1975,RaceRelationsAct,
1976,DisabilityDiscriminationAct,1995,Employment
Equality(ReligionandBelief)Regulations,2003,
EmploymentEquality(SexualOrientation)Regulations,
2003andEmploymentEquality(Age)Regulations,2006.
Thelawpermitsforcompanieswithanunder-
representationofaparticulargroupatcertainlevels
orinspecificjobrolestoincludeastatementintheir
jobadvertisementsthattheywelcomeapplicantsfrom
thegroupsthatareunder-representedtoencourage
applications.Ithasalsobecome‘goodpractice’to
includeastraplineinadvertisements,suchas‘we are
working towards equal opportunities’tocommunicate
yourcommitmentonthisissue.
Positivediscriminationwithregardtorace,gender,
age,sexualorientation,genderidentityandreligion
andbeliefisillegal.Thisiswhenacompanyoffers
someoneajobmainlybecausetheywanttoincrease
thenumberofstaffforexample,inaparticularethnic
grouporgender.
Conversely,theDisabilityDiscriminationActdoes
notprohibit,butnordoesitrequire,positive
discriminationinfavourofdisabledpeople.Employers
cantreatdisabledpeoplemorefavourablythanthose
whoarenotdisabled.ThisisbecausetheDDAis
asymmetricalinthatitonlyprovidesprotectionfor
disabledpeople;non-disabledpeopleonthewhole
arenotcoveredbytheAct.
Practical activities:
•Collectmonitoringdataasearlyintherecruitment
processaspossible;and
•Monitoringdisabilityisparticularlychallenging–
youmaywishtolookattheEmployersForumon
Disability’spublication’MonitoringforChange’.
Useful sources:
•Mindyourlanguage–aguidetogetting
recruitmentright:www.efa.org.uk
•Recruitmentandjobadvertisements:
www.equalityhumanrights.com
•TheStonewallLesbianandGayRecruitmentGuide:
www.stonewall.org.uk
•Recruitmentthatworks,Barrier-free
e-recruitment:www.efd.org.uk
19SECTION 3 Retaining talentPartB:Employees…
3.1Providingsupportandaninclusiveworkingenvironment
Bringingintalentedpeoplefromallwalksoflifeis
onlythebeginning.Manyofyourrecruitsmayfind
themselves‘theonlyone’intheirgroup;forexample,
theonlywomaninatypicallymaledepartment,orthe
onlydisabledperson.It’sagoodidea,then,tomake
suretheyhavesomeonetosupportthem.
Diversetalentwillonlythriveinaninclusive
environmentwhichisagreatplacetowork
foreveryone.
Practical activities:
• Considerintroducinga‘buddy’systemwhere
peopleareteamedupwithsomeonewhocan
offerthemsupportandadvice.Thiscouldbe
anon-goingpartoftheirinductionprogramme;
•Mentoringisanotherusefulformofsupport
forneworpromotedstaff.Thisshouldwork
alongsideotherprogrammes,andnotreplace
therelationshipwithaperson’slinemanager;
• Considerincludingageneralquestionasking
everyemployeeiftheyneedareasonable
adjustmentatappraisalsandreviewsinorder
tomakeiteasierforthemtodotheirjob;
• Considersettingupdifferentemployeenetworks
e.g.multicultural,faith,disability,lesbian,gay,
bisexualandtransgenderandgendernetworks.
Thesecanbeagreatvehicleforproviding
collegiatecoachingandsupportaswellas
consultingstafffromdifferentgroupsabouttheir
needsandthesuccessfulimplementationofyour
equalopportunitiesanddiversityactions;and
• Introducingequalopportunitiesanddiversity
awarenesstrainingcanhelptoimproveawareness
andunderstandingofthelegalandpractical
contextaroundthisissueandaddressindividual’s
assumptionsandstereotypes.Itcanalso
communicateyourbusinesscasefortakingaction
onthisissue,yourprogressandsuccessesaswell
aswhatinvolvementandsupportthecompany
isaskingfromitsemployees.
Useful sources:
• Settingupnetworksforlesbian,gayandbisexual
employees:www.stonewall.org.uk
•Makinggoodconnections:bestpractice
forwomen’scorporatenetworks:
www.opportunitynow.org.uk
3.2Flexibleworking
“Flexibleworkingcanhelpyourecruitandretain
thebestpeopleforyourorganisation,increase
productivityandlowerabsenteeism”22.Thereisa
growingbodyofevidencethatgreaterflexibilityin
how,whenandwherepeopleareallowedtomeet
theircontractualobligations,togetherwithfamily-
friendlyworkingpracticesisseenasacornerstone
ofattractingandretainingemployeesandimproving
companyperformance23.Manyworkingparents
andcarersofthesickandolderordisabledpeople
havecaringresponsibilitiesthatdonotfitwellwith
standardworkingpatterns.Bothmenandwomen
canbenefitfromaculturethatencouragesflexible
working,andapositiveapproachtoflexibleworking
canbegoodforemployersaswellasemployees.
Flexibleworkingcanhelptoreduceturnoverand
SECTION 3
Retaining talent
20 SECTION 3 Retaining talentPartB:Employees…
absencecosts.Thecostofreplacingstaffcanbeup
to150%oftheirannualsalaryandstress–oftena
majorcauseofabsence–canresultwhenindividuals
struggletobalanceworkandpersonalcommitments24.
Someotherbenefitsinclude:
• Improvedattractionandretentionofstaff;
• Reducedabsenteeism–casualandsickness;
• Attractingthemarketofskilledwomenlooking
toreturntoworkaftermaternityleave;
• Competitiveadvantage;
• Improvedmoraleandcommitment.
Therearemanyformsofflexibleworkingpatternsthat
canbeintroducedintotheworkplacewhichcanhelp
employeestoworkeffectivelyandefficientlyaswellas
manageoutsidecommitments.Inanycase,inaddition
tothebenefitstoyourorganisation,therearealsoa
numberoflegalobligationsonemployersinrespect
offlexibleworkingincluding:
• Consideringflexibleworkingrequestsfrom
employees;
• Avoidingdiscriminationonthegroundsofgender,
disability,religionorbelief;
• Settingthetermsandconditionsofworkfor
non-standardworkers;
• Leavearrangements.
Useful sources:
•www.workingfamilies.org.uk
•www.employersforwork-lifebalance.org.uk
• Flexibleworking:therighttorequestand
thedutytoconsider:www.berr.gov.uk
3.3Preventingbullyingandharassment
Yourcompanyislegallyobligedtoprotectallyour
employeesfrombullyingandharassment.Moreover,
whenanindividualexperiencesbullyingand
harassmentitcanadverselyaffectnotonlytheir
well-beingbutalsotheirperformanceatwork.
Whenbullyingorharassmentislinkedwithanaspect
ofanindividual’sidentity,itishighlypersonalandcan
sometimesbedifficulttoreport.Itisimportantthat
yousetoutaclearpolicyandsystemfortacklingany
bullyingandharassmentandtakeazero-tolerance
approachthatisclearlycommunicatedtoeveryone.
Practical activities:
• Developanti-bullyingandharassmentpolicy
andproceduresandensuretheseareclearly
communicatedtoallemployees;
• Providetrainingformanagersandstaffonhow
toovercomeanybullyingandharassment;and
• Ensureeveryoneunderstandswhatisacceptable
andunacceptablebehaviorinyourcompany.
Useful sources:
• Bullying:preventingthebullyingandharassment
ofgayemployees:www.stonewall.org.uk
• Anti-bullyingandharassmentresources:
www.cipd.co.uk
• Bullyingatwork:beyondpoliciestoaculture
ofrespect,OpportunityNow,2005.
3.4Faithatwork
Sincetheextensionofemploymentlawstoreligion
andbeliefin2003,thisissuehasbecomethefocusof
increasingattention.Asanemployerthereareseveral
practicalissuestoconsider,includingforexample,
dresscodesanduniforms,providingprayerspace
andholidayleave.
Providingamulti-faithprayerspaceoraquietroom
isbecomingmorecommoninorganisationsacross
theUK.Indeed,thismaybecomestandardpractice
inthefuturefororganisationsoveracertainsize.
Althoughcompaniesarenotcurrentlyrequiredto
provideaquietorprayerroom,itisgoodpracticeto
dosoifspaceisavailableanditsuseforprayerdoes
notcauseproblemsforotherworkersorthebusiness.
Ifyourcompanyoperatesauniformora‘dresscode’,
21SECTION 3 Retaining talentPartB:Employees…
it’simportantthatthisdoesn’tdiscriminateagainst
religiousgroups.
Inamulti-faithworkplaceitisimportantforcolleagues
tohaveinformationonthedifferentpractices,
observancesandobligationsoftheircolleagues
tohelppromotemutualunderstandingandrespect.
Practical activities:
• Considerhowyoucansupportstaffwhose
religionsmayrequireextendedperiodsoffasting
andensurethatunreasonableextraburdensare
notplaceduponthemduringthesetimes;
• Ifyourcompanyhasadresscode,ensurethatit
accommodatespeoplefromdifferentreligionsas
farasissafeandreasonableanddoesnotconflict
withthedresscode–requiredortraditional–
ofsomereligions;
• Considersettingupanemployeefaithnetwork
tohelpdevelopsupportandinclusionamong
employeeswithdifferentreligiousbeliefsand
non-beliefs–thisisalsoagoodwaytoconsult
staffontheirneeds(remembernoteveryone
fromthesamereligiousgroupwillsharethe
samepractices);
• Usecalendarsofreligiousfestivals,talks,
socialeventsandexhibitionstofostergreater
understandingofdifferentfaiths;and
• Auditpoliciesandpracticestoensuretheydo
notdirectlyorindirectlydiscriminateagainst
particularfaithgroups(e.g.holidayentitlement).
Useful sources:
• Informationonreligiousfestivals–
www.bbc.co.uk/religion/tools/calendar
• Employers’ForumonReligionandBelief–
www.efrb.org.uk
• TheBusinessofFaith–
www.thebusinessoffaith.org
3.5Maximisingpotential
Maximisingemployeepotentialreferstothe
opportunitiesindividualshaveforcareerdevelopment,
trainingandpromotion.Whilepromotionrefers
tomovingverticallyuptheorganisation,career
developmentdoesn’tnecessarilyimplypromotionbut
alsoreferstoopportunitiestobroadenanindividual’s
skillsandexperiencesotheycangrowprofessionally
andpersonally.Investinginyouremployeescanhelp
themfeelmorevalued,increasestaffsatisfaction
andretentionaswellasincreasingtheproductivity
andskillsofyourworkforce.Itcanalsomakeyour
companymoreattractivetopotentialemployees.
Under-representedgroupsintheworkforcecanface
barrierstomaximisingtheirpotential.Forexample,
severalgroupshavebeenfoundtoexperience
barrierstoinformalnetworking,whichisoftenan
importantwayofgainingopportunitiesforcareer
developmentandpromotion.Somelesbianandgay
staffmaybeanxiousaboutthepotentialhomophobic
attitudesofsomeseniorheterosexualcolleaguesor
clients.Networkingcentredaroundpubsoralcohol
canexcludesomepeoplewhosereligiousbeliefs
preventsthemfromparticipating.Womenhave
alsobeenfoundtobelessconfidentinnetworking
andsomeprefermoreformalopportunitiesfor
careerdevelopment.
Itisalsoimportanttoconsidertheimplicationsofthe
locationandtimingoftrainingfordifferentemployee
groups.Forexample,off-sitetrainingrequiring
overnightstaysmaydisadvantageemployeeswith
careresponsibilitiesorcertainreligiousbeliefs.
Itisimportanttoensurethatthetrainingvenuecan
accommodateanyreasonableadjustmentneedsof
participantsaswellastheirdietaryrequirements.
Assumptionsaboutthe‘right’waytogetwork
done,ratherthanfocusingonoutputs,canalso
disadvantagesomeemployeesintheperformance
assessmentprocess.Forexample,home,flexi-,or
part-timeworkersareoftenseenas‘lesscommitted’.
Assumptionsorstereotypesaboutanindividual’s
aspirationscanalsobecareerlimiting:forexample,
thestereotypethatallwomenwillhavechildren
22 SECTION 3 Retaining talentPartB:Employees…
withinacertainagegroupandslowtheircareerdown
orthatpeoplewithadisabilitywillnotseekorbeable
toprogresstomoreseniorroles.Researchalsoshows
thatturnoveramongolderworkerstendstobelower
thanamongyoungerones,whichmeansitisjustas
importantandworthwhiletoinvestintheirtraining
anddevelopment.
Toavoiddirectlyorindirectlydiscriminatingagainstan
employeeandensurethatyourcompany’sapproach
tomaximisingpotentialisappliedtoeveryone,itis
importanttoensurethatopportunitiesandprocesses
areasformalandobjectiveaspossible,andaculture
iscreatedwheredifferenceisunderstoodandvalued.
Practical activities:
•Makesurethatopportunitiesfortrainingand
promotionarewidelycommunicatedtoall
staffandareavailabletoeveryoneonafair
andequalbasis;
• Reviewthetraininganddevelopmentneedsof
allyouremployeesonaregularbasisandensure
thatmanagershavetheskillstheyneedtohelp
identifythetrainingneedsofothers;
• Considerprovidingspecificcareerdevelopment
opportunitiessuchastrainingormentoringfor
under-representedgroups;
•Monitorthetrainingparticipationandpromotion
ratesofminoritycomparedwithmajoritygroups
toensurenoindirectdiscriminationisoccurring;
and
• Provideeveryoneinvolvedinappraisaland
promotiondecisionswithtrainingwhich
specificallyincludesadviceonhowtoavoid
bias,assumptionsanddiscrimination.
3.6Termsandconditions
Yourcompanyislegallyobligatedtoensurethat,in
general,youprovidepeopledoingthesamejobwith
thesametermsandconditionsofwork.Thisdoesn’t
justrefertotheirbasicpaybutalsotothefullrange
ofbenefitsyouprovide,suchasbonuspay,pensions,
companyhealthinsurance,etc.
Itisillegaltopaysomeonelessthantheirpeersor
nottoofferthemequivalentbenefitsduetotheirage,
disability,race,sexualorientation,religionorbeliefs.
TheEqualPayAct,1970specificallydealswithequal
paybetweenmenandwomen.
Ifyouemploypart-timeworkersyoumustnottreat
themanylessfavourablyintheirtermsandconditions
thanfull-timeworkers.
Useful sources:
• Pay,benefitsandworkforceconditions:
www.equalityhumanrights.com/en/
forbusinessandorganisation/employers/pages/
paybenefitsandworkplaceconditions.aspx
• EqualPay:
www.cipd.co.uk/subjects/dvsequl/equpay/
PartX:Name SECTION X What24
If your company provides a product, facility or a service directly to members of the public, no matter how large or small you are, you are legally bound to ensure that they are not disadvantaged on the grounds of gender, race, disability, sexual orientation or religion and belief.
25SECTION 4 Customer diversityPartC:ExternalStakeholders…
PartC:ExternalStakeholders…
SECTION 4
Customer diversity
Serviceprovidersareobligedtomake‘reasonable
adjustments’toensurethatdisabledpeoplearenot
preventedfromusingtheirservices.TheCodeof
Practiceonaccesstogoodsandservices,available
ontheEqualityandHumanRightsCommission(EHRC)
website,helpsdisabledpeopleandserviceproviders
understandhowtomakereasonableadjustments.
Thereisalsopotentialforyoutoincreaserevenue
bybetterunderstandingthediversityofyour
customermarkets.Howtheyrespondtoadvertising
andmarketing,whereitismostproductivelyplaced,
whethertheyhavespecificneedsetc.canallhelp
toimprovetargetingandsales.
Therearealsoimplicationsforbusiness-to-business
companies.Publicsectororganisationsnowhave
adutytoensuretheirsupplierssupporttheir
equalopportunitycommitmentsand,increasingly,
privatesectorcompaniesarelookingtoonlywork
withsupplierswithgoodcredentialsonequal
opportunitiesanddiversity.Inasurveyof80large
privateandpublicsectororganisations,70%saidthey
aremovingtowardsensuringthattheirsupplierscan
provehighstandardsofperformanceandpractice
onequalityanddiversity.
Beingabletodemonstrateyourcommitmenttoequal
opportunities,yourfutureplansandtheprogressyou
haveachievedmighthelpyoutowinbusinessaway
fromyourcompetitors.
Practical activities:
•Considerevaluatingthepotentialvalueof
differentcustomergroupstoyourbusiness
(e.g.ethnicminority,disabled,gay,lesbian
andbisexual,differentagegroups,female
customers,etc;
•Workwithdiversecommunitygroupsand/or
yourclientcompaniestobetterunderstand
theirneeds;and
•Ensurethatyourstaffhavealltheskillsand
informationtheyrequiretomeetdiverse
customerneeds.
Useful sources:
•Welcomingdisabledcustomers:www.efd.org.uk
•Serviceproviders–Areasofresponsibility:
www.equalityhumanrights.com/en/
forbusinessandorganisation/serviceproviders/
pages/areasofresponsibility
26 SECTION 5 Working with industry and other bodies PartC:ExternalStakeholders…
SECTION 5
Working with industry and other bodies
Youarenotonyourown.Youcanspeedupthe
progressofyourplansbyjoiningforceswith
groupswhoarealreadyworkingtopromote
equalityanddiversitywithinandbeyondthe
communicationssector.
Someoftheseorganisationschargeamembership
fee–forexample,OpportunityNow,Racefor
Opportunity,Stonewall,theEmployers’Forumson
Age,DisabilityandReligionandBeliefbuteachof
themalsooffer-freeresources.Otherorganisations
arefreetoparticipatewithinandarefocusedmore
specificallyonthecommunicationssector,suchas
Equalitec,whichseekstoaddressgenderinequality
intheIT,electronicsandcommunicationsindustries
byprovidingservicesandresourcesformore
effectiveimplementationofdiversitypolicies.
Informationoneachoftheseorganisations
andhowtocontactthemisprovidedin
Appendix7.
27SECTION 6 Supplier diversity and third party contractsPartC:ExternalStakeholders…
SECTION 6
Supplier diversity and third-party contracts
Moreorganisationsarenowtakingactiontoincrease
thenumberofminority-ownedbusinessesthatsupply
themwithgoodsandservices.Minority-owned
businessesrefertothosethatareatleast51%owned,
controlledandoperatedbyoneormoremembers
ofminoritygroupssuchasethnicminority,disabled
orGLBpeopleaswellaswomen,whoareunder-
representedasbusinessownersanddirectors26.
Thebenefitsofworkingwithminority-owned
businessesinclude27:
•Amorecompetitivesupplierbase;
•Betteraccesstostrategicallyimportantmarket
segments;
•Betterbusinesssolutionsandsecondsourcing
alternatives;
•Potentialforimprovedquality,enhancedservice
andlowercost;and
•Assistanceincreatingasupplierbasethatreflects
thecommunity.
Inadditiontoincreasingthediversityofyoursupplier
base,itisimportantthatyoursupplierssupportyour
owncompany’scommitmenttoequalopportunities
anddiversity.Justasyourcompanymightbeasked
todemonstrateitscommitmenttodiversity,youcan
askthesameofyoursuppliers.
Practical activities:
•Askyoursupplierstodemonstratetheir
commitmenttoequalopportunitiesanddiversity;
•Considermeetingwithminoritybusinessesto
understandthebarriersthatmightdetertender
applicationsandhowtheycanbeovercome
inthefuture;
•Ensurethatallprocurementandtender
informationisappropriatelyavailableequally
toallprospectivesuppliers;and
•Findminority-ownedbusinessesbyusinglocal
networkssuchasBusinessLink,localChambers
ofCommerceandLocalAuthorities.
28 SECTION 7 Corporate Social Responsibility and the communityPartC:ExternalStakeholders…
SECTION 7
Corporate Social Responsibility and the community
Goodemployersknowthattheyhaveresponsibilities
–andthatlivinguptothem,itcanalsobegoodfor
business.CorporateSocialResponsibility,orCSR,is
somethingmanylargebusinessesaretakingseriously.
Infact,around80%ofFTSE100companiesnow
provideinformationoneithertheireffectsonthe
environment,ortheirapproachtothepeoplethey
hire,orboth.
AreportbyDTI’sBusinessImpactTaskForce28,
suggestedhowbusinessescanbenefitfrom
CSRactivities:
•Abetterreputationcanbeearnedthroughthe
wayabusinesstreatsitspeople,theenvironment,
itsrecordonhumanrights,itsinvestmentinlocal
communitiesandevenhowquicklyitpaysitsbills;
•Abusinesscanbemorecompetitivethroughgood
relationshipswithsuppliersandcustomers;by
havingaworkforcedrawnfromallwalksoflife;
byofferingagoodwork/lifebalance;andthrough
managingitseffectsontheenvironment;and
•Itcangetatightergriponrisks,whethertheycome
fromfinancialdealings,regulators,environmental
problemsortheopinionsofordinarypeople.
ThemovetowardsCSRhasgrownbecause:
•Wordspreadsquickly,andpeoplevotewiththeir
feet.Agoodreputationisvital,whetherit’sa
globalbrandoryourneighbourhoodcornershop;
•Thereareno‘jobsforlife’thesedays.Peoplemove
around,andacompanywithagoodrecordon
lookingafteritsstaffwillattractthebestpeople,
andkeepthemforlonger;
•Marketplacesaremorespecialist,withcompanies
needingtorespondtolocalcommunitiesand
cultures;and
•Customersareworriedaboutthegrowingpower
ofbusinesses–especiallythebigones–andare
askingifthey’rebehavingresponsibly.
TheEmployers’ForumonDisabilityisencouraging
companiestoincludedisabilityintheirCSRstrategies.
Forfurtherinformation,contactGlobalInclusion
Benchmark,orseewww.employers-forum.co.uk29.
7.1Workingwithcommunitygroups
Itisnotonlythemajorcorporationsthathavewoken
uptotheworldoutside.AMORIsurveyofsmall
andmedium-sizedenterprisesfoundthat61%were
involved“agreatdeal”or“afairamount”inthelocal
community.It’sagoodwayforabusinesstoraise
itsprofileinitscommunity–thesamecommunity
whereitalsolooksfortalent,andbusiness.
Communitymentoringisanotherwaytomake
contact.Businesses‘lend’experiencedmembers
ofstafftocommunitybusinesses,clubsand
groups–anyonewhocanbenefitfromtheir
professionalexpertise.
29SECTION 8 Promoting equal opportunities PartC:ExternalStakeholders…
SECTION 8
Promoting equal opportunities
Practical activities:
•Encourageandhelpyourstafftotakepartin
communityprojects,forexample,bygiving
timeandlendingskillstocommunitymentoring
schemes.Theirinvolvementcanprovidethem
withpersonaldevelopmentandsatisfactionas
wellasenhancingyourcompany’sreputation
andprofile.
7.2Workingwithcollegesanduniversities
Youmayfinditusefultomakecontactwith
educationalinstitutionsinyourarea.Itwillintroduce
youtopossiblefutureemployees.Workthatyoudo
nowcouldpaydividendsinthefuturewhenitcomes
torecruitmentandmarketing.Youmayalsofind
youcaninfluencethecontentofstudentcourses.
Useful sources:
•Theemployer-ledorganisationslistedin
Appendix7canhelptodirectyoutoexisting
programmesandprojectsthatlinkwith
educationalinstitutions.
Youcanpromoteyourcompany’scommitment
tobetterpoliciesinmanyways.Averysimple
stepistoaddanequalopportunitiesstraplineto
yourrecruitmentadvertising.Again,givecareful
considerationtowhereyouwillplaceeach
advertisement.(SeeSection2.2“Whereandhowto
look”above.)Alargerstepmightbetoaddanew
clauseinyoursuppliers’contracts,encouragingthem
tousegoodequalopportunitiespracticesintheir
workforyou.
Practical activities:
•Makesurethatsupplierssuchasrecruitment
agenciesunderstandyourcompany’sbeliefs
andvalues;and
•Mentionyourequalopportunitiespolicyin
yourrecruitmentadvertising.
30 PartX:Name SECTION X What
Any company that’s serious about welcoming people from all walks of life will want to check whether its policies are actually working. There is no ‘right’ way to do this: you need a system that suits your company, and can be operated with the resources you’ve got and any systems you already have. You should communicate positively to staff about monitoring and provide assurances regarding the confidentiality of the information obtained. They should know that you are using the information to ensure that your company is a great place to work for everyone.
31SECTION 9 Monitoring equal opportunities and diversityPartD:TrackingProgress…
PartD:TrackingProgress…
SECTION 9
Monitoring equal opportunities and diversity
Theimportantthingistoknowhowwellyou're
doinginmeetingthegoalsyouset,andseeingwhat
needschanging.Butthatalsomeansmorethan
justcollectingabunchofstatistics.Itmeansfinding
outhowpeoplefeelthey'retreated,andhowwell
processesareworking.
9.1Gatheringmonitoringdata
Whileemployeesmaybecomfortableandusedto
databeinggatheredontheirgender,theymaybe
lesssureaboutyouaskingforotherpersonaldetails.
Itisthereforeimportantthatyouhavetakenstepsto
createaninclusiveworkingenvironmentbeforeyou
askformonitoringdataandareclearabouthowthey
willandwon’tbeused.Thiswillhelptoelicitagood
responserateandprovideyouwithvaluabledatato
helpprogressyourequalopportunitiesanddiversity
programmes.
Itislegal(thoughnotarequirement)intheUKtoask
formonitoringdataongender,genderidentity,race,
disability,sexualorientation,ageandreligionand
belief.Whilesexualorientationisoftenthoughttobe
ahighlypersonalissue,itisthebasisofdiscrimination
intheworkplaceandisthereforeimportantto
monitor.However,languagearoundthisissueis
extremelyimportant.Stonewallhasproducedaguide
tomonitoring,availableinthe‘workplaceguides’
sectiononitswebsite.
Genderidentity(transgenderstatus)isnotasexual
orientationandStonewallrecommendsthatitis
notincludedinthesectiononsexualorientation
butisinsteadinasectiononitsownorinthe
gendersection.
The2001Censusprovidesthemostcomprehensive
andreliabledataaboutthepopulationcurrently
available.TheformerCRErecommendsthatyouuse
thesameethniccategoriesasthoseintheCensus
questionnairetocollectinformationaboutethnic
background.Thislevelofdetailmaybeofparticular
valuetocompanieswithalargenumberofstaff,
butlessrelevanttoyouifyouareasmalltomedium-
sizedemployer.
Disabledpeoplemustfeelsecureaboutdisclosing
theirdisabilityandaskingforsupporttoenablethem
tocontinueworkingeffectively.Potentially,thiswill
reduceproblemswithperformance,sickleaveand
staffturnover.
Practical activities:
•Besensitiveaboutwhenyougathermonitoring
statistics–trytoavoidholidayperiodsortimes
whenredundanciesarebeingmade;and
•Makesureyouclearlycommunicatehowand
whythisinformationisbeinggathered–aspart
ofyourcommitmenttoequalopportunities
anddiversity–andhowitwillbeused.
32 SECTION 9 Monitoring equal opportunities and diversityPartD:TrackingProgress…
Useful sources:
•Theex-CREGuideonEthnicMonitoringand
theex-DRCguidanceonmonitoringdisability
arebothstillavailableontheEHRCwebsite:
www.equalityhumanrights.com
•Howtomonitorsexualorientationinthe
workplace:www.stonewall.org.uk
9.2Applicationforms
Thisisusuallythefirsttool,alongwithaskingfor
CVs,thatemployersusetonarrowdownjobseekers
intoashortlist.Atfirstglance,it’sagoodleveller;
everyoneisaskedtoanswerthesamequestions,
butintheirownway.
However,applicationformscanalsoleadto
discrimination,evenbyaccident.Personalinformation
cancausecompaniestomakeassumptionsorjumpto
conclusionsaboutajobseeker,andweakenhisorher
chancesofmakingittothenextstage.Forthisreason:
•Personalinformationshouldgoonaformthatcan
bedetachedorseparated,andkeptbackfromthe
peoplewhodecideontheshortlist;and
•Ifpossible,onlyaskpersonalquestionsthatare
importanttotherole.Forexample,doyoureally
needtoknowwheresomeonewenttoschool,
ortheirage?
9.3Monitoringtheequalopportunitiesclimateandculture
Itisimportanttomonitortheextenttowhichyour
companyhasaculturethatvaluesandsupportsequal
opportunitiesanddiversity.Oneusefulwaytodo
thisisthroughtheemployeesurvey.Byincluding
anoptionforeveryonetoanonymouslydisclose
informationabouttheiridentitygroupsonthe
survey,youcancross-analysehoweachidentity
grouprespondedtoeachsurveyquestion.Thiswill
helpyoucompareandunderstandifanydifferences
areoccurringbetweengroupsofemployees.You
canalsoincludesomespecificquestionsaboutequal
opportunitieswithinthesurvey.Forexample,you
canaskaboutopportunitiesforworkingflexibly,
perceptionsofthecommitmentofyourcompany
andseniormanagementtodiversity,orwhether
employeeshaveexperiencedbullyingorharassment.
Consultingwithyouremployees,eitherthrough
networksorbyformingfocusgroupdiscussions,
isalsoanimportantandrichsourceoffeedback.Itcan
tellyouhowpoliciesandproceduresareworkingin
practiceandwhatitisreallyliketobefromaminority
groupworkinginyourcompany.
Useful sources:
•ACASprovidefreeaudittoolstohelpcheckthe
equalityanddiversityclimateofyourorganisation
atwww.acas.org.uk/index.aspx?articleid=1440
9.4Collectingdataforreporting
There’sasayingthat”onlythethingsthatget
measuredgetimproved”,andthistendstobetrue
inimprovingequalopportunities.Thefirststepto
monitorhowyou’redoingistotrackhirings,internal
movements,informationfromexitinterviewsand
otherrelevantchangesamongyourstaff.Trendsin
promotionsarealsoimportant;thesewilltelltheir
ownstoryaboutwhethergroupsthatareoften
excludedarebeingattractedandrecognised.
Butdothesekindsofresultspaintameaningful
picture?Notentirely.Whileit'simportanttocount
howmanywomenarerepresentedordisabledpeople
orpeoplefromminorityethnicbackgrounds,it’s
alsovitaltocheckwhethertheyareplayingapartat
everylevelinthecompany.Monitoringis,however,
acomplexactivityandshouldnotbeundertaken
withoutconsideringcarefullywhetheritistheright
timetocollectthisinformation,howquestionswill
beframedandwhetherornottheinformationwill
becollectedanonymously.Ifthetimeisnotright
foryourorganisationamonitoringexercisemay
causemistrustandanxietyandyouremployeeswill
notansweryourquestionshonestly.Remember,
thereisnolegalobligationonemployeestoanswer
monitoringquestions.
33SECTION 9 Monitoring equal opportunities and diversityPartD:TrackingProgress…
Thefullpicturecomestogetheronceyoucheckboth
thequantityandqualityofyouropportunitiesfor
peoplefromawholerangeofbackgrounds.
Theresultsshouldthenbeshownregularlytoyour
directors,likeanyotherfiguresthatreportonthe
healthofthebusiness.
Practical activities:
•Yourmeasuringsystemsshouldpickupon
changestoyouremployees,includingstatus,
gradeandtraining;and
•Rememberthatusefulinformationcanalso
bepickedupthroughstaffsurveys,rates
ofabsenteeismandanyharassmentor
discriminationcomplaints.
9.5Exitinterviews
Anexitinterview(aninterviewthattakesplacewhen
someone'sleaving)givesyouaone-offopportunity
tohearemployeesattheirmostopenandhonest.
However,somepeoplemaybereluctanttobeopen
andhonestinanexitinterview.Concernsovergetting
agoodreferenceorthenexttemporarycontractmay
stopthemfromgivingtheirgenuineopinion.They
mayneedtobereassuredbeforetheyopenup.Others
maybefrank(sometimes,very)abouthowtheysee
thecompany.Somakethemostofthisopportunity.
Itcangiveyoupricelessinformationonwhat’sgood
andnotsogoodaboutyourequalopportunities
policy.Forfurtherinformationonexitinterviews
seeAppendix5.
Practical activities:
•Ifyoudon’talreadydoso,introducean
exitinterviewwitheveryonewholeaves
yourcompany.
9.6Communicatingprogressandimpact
Makingsuccessfulprogresswithequalityand
diversitywilldependgreatlyontheunderstanding,
commitmentandinvolvementofallyouremployees.
Soit’simportantthattheyalsogetfeedbackonthe
overallprogressbeingmade.Aswellasreporting
changesinstatistics,sharingsuccessstoriesabout
individuals’progressbringsthisissuetolife.Butdon’t
justcommunicateyourprogressinternally,individual
andbusinesscustomersandotherstakeholdersare
interestedtoo.Publiclysharingyourprogressand
planscanhelpattractdiversetalent,customers
andbusiness.
Practical activities:
•Includeregularupdatesonyourequality
anddiversityprogressandplansinemployee
newsletters;
•Considercelebratingyourprogresswithannual
internalawardsforemployeeswhohavemade
anoutstandingcontributiontoequalityand
diversity;and
•Ifyouareparticularlyproudofsomethingyou
haveaccomplished,considerapplyingforoneof
themanynationalandregionalexternalequality
anddiversityawardsopentosmall,mediumand
largebusinesses.
34 SECTION 10 EvaluationPartD:TrackingProgress…
SECTION 10
Evaluation
Withalltheinformationinfrontofyou,youcan
reachsomeinformedconclusionsabouthowwell
yourpoliciesareworking,andthereasonsbehind
trendsandissues.Youshouldalsoanalysehow
yourcompany’sapproachaffectsparticulargroups,
andtrytospottrendsandpracticesforthefuture.
Forexample,youcould:
•Identifywhetherpeoplewithbroadtypes
ofimpairmentareexperiencinginequality;
•Identifywhatiscausingthisandtakeremedial
action;and
•Makepositivechangestoimproveunderstanding
anddiversity.
Theresultsofyourconclusionsshouldbeopen
foralltosee.
YourBoardshouldreceiveregularprogressreports.
Thesestudiesshouldshowhowmanypeopleyou
havehiredfromunder-representedgroups,anda
checkonwhethertheyareclusteredaroundthelower
jobgrades.Thisinformationmaybeimportantwhen
youfirmupyourplansforthefuture.
InAppendix6,you’llfindwaystomeasurehow
well,orotherwise,yourcompanyisdoingin
creatingequalopportunitiesandacultureforall.
Practical activities:
•Assessyourcompany’sperformancebyusing
amixtureofstatisticsyou’vegatheredand
personalviewpoints(collectedduringstaff
surveysandfocusgroups);
•Lookintothecontractstatusofstafffrom
under-representedgroupsandreviewhow
theyaredistributedbygradeandgeneral
staffturnover;and
•Comparetheiropportunitiesfortrainingand
development,rewardsandpromotionswith
thatoftheircolleagues.
Part X: Name SECTION X What
GLOSSARY OF TERMS
Baby boomer
This term refers to a person born during the
temporary peak in the birth-rate that occurred
following World War II.
Discrimination
Both ‘direct’ and ‘indirect’ discrimination are referred
to within anti-discrimination legislation. Direct
discrimination occurs when a person is treated
less favourably on grounds of their race (including
colour, nationality, ethnic or national origin), sexual
orientation, gender reassignment], religion or
belief, age, gender, civil partnership or marital status,
pregnancy, disability, trade union membership
or fixed-term or part-time status.
Indirect discrimination occurs when a rule, condition
or requirement is applied to everyone but has a
disproportionately adverse effect on people of a
certain race (including colour, nationality, ethnic
or national origin), sexual orientation, gender
reassignment, religion or belief, age, gender, civil
partnership status or marital status, pregnancy,
disability, trade union membership or fixed-term
or part-time status, and where there is no objective
justification for this. While the concept of ‘indirect
discrimination’ is not referred to in the Disability
Discrimination Act 199, there is a duty within the
Act to make reasonable adjustments to reduce or
remove disadvantage.
Diversity
Diversity refers to the differences and similarities that
exist amongst an organisation’s workforce, potential
employees, customers and other stakeholders.
It includes - but is not limited to - the legally defined
groups: race, gender, gender identity, sexual
orientation, religion and belief, disability and age.
Diversity refers to an organisation’s ability to meet
its legal obligations in ensuring equal opportunities
for members of each of these groups and to move
beyond this towards best practice.
Best practice requires an organisation to understand
and value the complexity of diversity – that few
individuals can be defined as belonging to a single
group and that not all individuals belonging to
a group have the same needs or aspirations.
The best practice diversity organisation values
high performance and outputs and encourages all
employees to reach their full potential – regardless
of identity. It constantly works to overcome subtle
biases, prejudices and assumptions; it positions
diversity as a business priority and understands how
diversity best practice can support its overall business
objectives and what poor performance on diversity
can cost the organisation.
Equal opportunities/equality
Equal opportunities refers to practices that enable
everyone in the workplace to develop to their full
potential. It includes the removal of barriers which
may lead to discrimination and disadvantage being
experienced by certain groups. It includes specific
reference to the identity groups covered by current
UK anti-discrimination legislation: race; gender;
gender identity; sexual orientation; religion and
belief; disability and age. Equality is a shorthand
term for equal opportunities.
PartX:Name SECTION X What36
GenerationY
Thisreferstopeoplebornbetween1978and1998.
FormoreinformationandresearchonGenerationY,
refertowww.askgeny.co.uk
Positiveaction
Positiveactiondescribesmeasurestargetedat
aparticulargroupcoveredbyanti-discrimination
legislationthatareintendedtoredresspast
discriminationortooffsetthedisadvantagesarising
fromexistingattitudes,behavioursandstructures.
Lawfulmeasurescanincludetrainingandspecial
encouragement,suchastargetedadvertisingand
recruitmentliterature.Formoreinformationon
whenpositiveactioncanbeused,pleaserefer
totheEqualityandHumanRightsCommission-
www.equalityhumanrights.com
Reasonableadjustment
Reasonableadjustmentisalegaltermintroduced
undertheDisabilityDiscriminationAct1995.
Itreferstoanactionthathelpsalleviateasubstantial
disadvantagetoadisabledperson,enablingthem
tocarryouttheirworkoruseaservice.Making
areasonableadjustmentmightinvolvechanging
policies,procedures,providingadditionalservices
(e.g.materialsinlargeprint,oralteringthephysical
environment.TheActdoesnotexactlydefinewhat
reasonableadjustmentsareasthiswillrelateto
thecircumstancesofeachbusinessandindividual,
consideringfactorssuchascost,practicality,health
andsafety,etc.TheEqualityandHumanRights
Commissionprovidesfurtherinformationon
reasonableadjustments–
www.equalityhumanrights.com
Transgender
Transgenderisusedtodescribethediversityof
genderidentityandexpressionandcanbeusedwhen
someonedoesnotconformtocommonideasof
genderroles.Thisincludes,forexample,transvestites,
transsexualpeople(whohavechangedtheirgenderas
theiridentityisoppositetothegenderassignedthem
atbirth),andintersexedpeople(whoarebornwith
chromosomalanomaliesorambiguousgenitalia)30.
UKanti-discriminationlegislationdoesnotpermit
discriminationagainstanindividualonthegrounds
thathe/sheintendstoundergo,isundergoingor
hasundergonegenderreassignment.
Formoreinformationontransgender,referto
Stonewall–www.stonewall.org.ukandPress
forChange–www.pfc.org.uk
ABBREVIATIONSBME: Black,minorityethnic
GLB: Gay,lesbian,bisexual
CV: CurriculumVitae
CSR: CorporateSocialResponsibility
FTSE: FinancialTimesandtheLondonStock
Exchange(UKStockIndex)
DTI: DepartmentforTradeandIndustry
(nowBERR–DepartmentforBusiness,
EnterpriseandRegulatoryReform)
37
Appendix1
EQUALITY LEGISLATION AND REGULATIONS
ActsofParliament
EqualPayAct,1970
SexDiscriminationAct,1975
RaceRelationsAct,1976
SexDiscriminationAct,1986
DisabilityDiscriminationAct,1995
ProtectionfromHarassmentAct,1997
HumanRightsAct,1998
RaceRelations(Amendment)Act,2000
CivilPartnershipAct,2004
GenderRecognitionAct,2004
DisabilityDiscriminationAct,2005
EqualityAct,2006
Regulations
SexDiscriminationAct(AmendmentofLegislation)
Regulations,2008
SexDiscrimination(GenderReassignment)
Regulations,1999
RaceRelationsAct,1976(Amendment)
Regulations,2003
EqualPayAct,1970(Amendment)Regulations,2003
EmploymentEquality(SexualOrientation)
Regulations,2003
EmploymentEquality(ReligionorBelief)
Regulations,2003
EmploymentEquality(SexDiscrimination)
Regulations,2005
EmploymentEquality(Age)Regulations,2006
38
Appendix2
ACCESS TO WORK
WhatisAccesstoWork?
Ifyouarethinkingaboutrecruitingadisabledperson,
youwillknowtheyhavetheskillsandpotentialto
dothework,buttheremaystillbepracticalproblems
toovercome.
AccesstoWork(AtW)isavailabletohelpovercome
theproblemsresultingfromdisability.Itoffers
practicaladviceandhelpinaflexiblewaythatcan
betailoredtosuittheneedsofanindividualina
particularjob.AtWdoesnotreplacethenormal
responsibilitiesoftheemployertoimplementHealth
andSafetyregulationsorreplacetheresponsibilities
requiredbytheDisabilityDiscriminationAct.
Howdoesitdothis?
Aswellasgivingadviceandinformationtodisabled
peopleandemployers,JobcentrePluspaysagrant,
throughAtW,towardsanyextraemploymentcosts
thatresultfromaperson’sdisability.
Howdoestheprogrammework?
AtWcanofferagranttowardstheapprovedcosts
thatarisebecauseofanindividual’sdisability.
Forpeoplewhoarestartingajobwithyou,thegrant
isupto100%oftheapprovedcosts.Forthosewho
alreadyworkforyou,thegrantisupto80%ofthe
approvedcostsoverthefirst£300.
Ifyouhaveadisabledemployeeorifyouwantto
recruitsomeonewithadisability,contactyourlocal
DisabilityEmploymentAdviser(DEA)throughyour
nearestJobcentrePlusOfficeorJobcentre.TheDEA
willputyouintouchwithanAccesstoWorkAdviser
whowilldiscussyourparticularcircumstances
withyou.
WhattypeofhelpcanbeprovidedthroughAccesstoWork?
AtWcanhelpinanumberofways.Forexample,
itcanhelppayfor:
•Communicatorsupportatinterview(CSI)which
meetsthefullcostofhiringaninterpretertoremove
barrierstocommunicationatinterview;
•Asupportworker,whichallowstheapplicant
tousetheservicesofahelper.Typesofsupport
mightincludereadingtoavisuallyimpairedperson,
communicatingforahearing-impairedperson
viasignlanguage(otherthanatinterview,which
iscoveredbyCSI),providingspecialistcoaching
forapersonwithlearningdifficultiesorhelping
apersonwithcareneeds;
•Specialaidsequipmenttohelpadisabledperson
functionintheworkplace;
•Adaptationtopremisesortoexistingequipment;
and
•Helpwiththeadditionalcostsoftravelto,
orin,workforpeoplewhoareunabletouse
publictransport.
Howarethedisabledperson’sparticularneedsassessed?
TheAtWAdviserwillnormallyspeaktoyouand
youremployeetoarriveatthemosteffective
solution.Inthemajorityofcases,thiscanbe
doneoverthetelephone;however,avisitcanbe
arrangedifnecessary.Sometimesspecialistor
technicaladvicemaybeneeded,whichtheAtW
Adviserwillhelparrange.
39
Howlongwillittaketoputtheassistanceinplace?
Theaimwillbetogetyouthehelpthatyouneed
intheshortestpossibletime.However,ifitislikely
totakesometime,theAtWAdviserwillexplore
temporaryalternativeswithyou,forexamplea
supportworkerorreader,whilethepermanent
solutionissortedout.
Whowillpurchasethehelpneeded?
Itisusuallyyou,theemployer,whoarrangesto
purchasetheagreedsupportandthenyouclaim
backthegrantfromAtW.
HowmuchistheAccesstoWorkgrant?
AccesstoWorkmakesgrantstowardscosts.Ifyoutake
onanunemployedpersonorhaverecruitedsomeone
lessthansixweeksago,thegrantisupto100%of
thecostsapprovedbytheAtWAdviser.Whatever
theemploymentstatusoftheapplicant,AtWpays
upto100%oftheapprovedcostsofhelpwith:
•Supportworkersandfarestowork;and
•Communicatorsupportatinterview.
AtWalsopaysadditionaltravelcostsincurreddue
toadisability.
Forpeopleworkingforanemployer,andwhohave
beeninthejobforsixweeksormoreandneedspecial
equipmentoradaptationstopremises,AtWpays
aproportionofthecostsofsupport,asfollows:
ApprovedCost MaximumAccess toWorkcontribution
Lessthan£300 Nil
Between£300 80%ofthecostover£300and£10,000
Over£10,000 80%ofthecostbetween£300and£10,000and100%ofthecostover£10,000
Allhelpisforamaximumperiodofthreeyears,after
whichtheAtWBusinessCentrewillreviewthesupport
andthecircumstances.AccesstoWorkmayprovide
helpforafurtherperiodifyouremployeecontinues
tobeeligibleforhelpundertherulesthatthenapply.
Remember,AccesstoWorkisavailablewhen
additionalcostsareincurredbecauseofadisability.
Itcannotbeusedtoprovidesupportusually
providedbyemployersorrequiredunderlegislation
foralltheiremployees.AccesstoWorksolutionsare
individuallytailoredtomeetthedisabilityneeds
ofthedisabledemployeeintheworkplace.
TheDisabilityAct1995putsadutyonemployersto
takeanystepsthatarereasonabletoreduceorremove
anysubstantialdisadvantagethataphysicalfeature
oftheirpremisesortheiremploymentarrangements
causesadisabledemployeeorjobapplicantcompared
withanon-disabledperson.Thisisknownas
‘reasonableadjustment’.JobcentrePluscannotgive
legaladviceonthismatter.ThefactthatJobcentre
Plusisprovidinghelpforadisabledemployeethrough
AccesstoWorkdoesnotmeanthatyouhavesatisfied
thisduty.
40
Appendix3
TEMPLATES for shortlisting and interviewing
Onthefollowingpagesareanumberoftemplates
thatyoucanuse,oradapt,tohelpyouinyour
recruitmentandselectionactivities.
41
3A Shortlisting Record Sheet
Essential Requirement 1
Essential Requirement 2
Essential Requirement 3
Essential Requirement 4
Name of Applicant
Job Title:
Name of Shortlister:
43
Candidate name:
Job Title:
3B Interview Assessment Form
Assessment Area Ess/Des Rating Notes
1. Work Experience A B C D E
i)Abilitytodemonstraterelevantwork
experiencewhichhasinvolved...
ii)Abilitytodemonstraterelevantwork A B C D E
experiencewhichhasinvolved...
2. Working Relationships A B C D E
i)Abilitytodealwitharangeofpeople
externallywithtact,patienceandcredibility
ii)Abilitytobuildgoodconstructiveinternal A B C D E
relationships,andcontributetoteamworking
3. Communication Skills A B C D E
i)Spokencommunicationskills–
e.g.manner,attitude,confidence,
accuracy,conciseness,conviction
ii)Presentationskills A B C D E
iii)Writtencommunicationskills– A B C D E
e.g.clearandconcisewritingstyle.
(Havetheybroughtinasamplereport?)
4. Personal Skills A B C D E
i)Innovative-e.g.theabilitytogenerate
newideas,abilitytopushthroughsolutions
ii)Adaptability–e.g.theabilitytoadapt A B C D E
tonewsituations,takeonnewresponsibilities
iii)Judgement– A B C D E
e.g.evidenceofdecision-makingskills
iv)Planningandorganisation– A B C D E
e.g.theabilitytomakesurethatprioritiesand
deadlinesaremet,andtoanticipateproblems
5. Professional and Technical Skills A B C D E
i)Knowledgeandunderstandingof
contemporary[sector/industry]issues…
ii)ITskills–inparticular... A B C D E
iii)Commitmenttopersonaltraining A B C D E
anddevelopment
44
3B Interview Assessment Form
Assessment Area Ess/Des Rating Notes
6. Management Skills A B C D E
i)Resourcemanagementskills–
e.g.theabilitytoplanresources,
managebudgets,meetagreed
deadlinesandqualityrequirements
ii)Projectmanagementskills– A B C D E
e.g.theabilitytouseparticularproject
managementtools
iii)Peoplemanagementskills A B C D E
iv)Informationmanagementskills A B C D E
7. Other A B C D E
OVERALL ASSESSMENT
Post:
Candidate:
Assessmentby: Date:
Assessorinitials:
Rating
A=Excellent
demonstrateshighlevelofability/knowledgerequiredin
areaandpracticalandsuccessfulexperienceutilisingthat
knowledge/skillinwork-basedsituations
B=VeryGood
demonstratesability/knowledgeinareaandexperience
inapplyingitinwork-basedsituations
C=Acceptable
hasadequatelevelofknowledge/skillinareaandsome
experienceofapplyingitinwork-basedsituations
D=Limited
demonstratessomeoftheknowledge/skillrequiredbut
limitedexperienceinapplyingitinwork-basedsituations
E=Weak
doesnotdemonstrateknowledge/skillrequired/hasno
experienceinapplyingitinwork-basedsituations
Ess/Des
Ess=criteriaessentialforthejob/difficulttoacquire
inpost.Candidateswhodonotmeetthis(scoringless
thanC)shouldnotbeappointed.
Des=criteriawhicharedesirableforthejob/easily
acquiredinpost.
45
3C Selected Candidate Form
DetailsofParticipant
Title:
Vacancy Ref:
Interview date:
Interview location:
Panel
Name: Signature:
Name: Signature:
PreferredCandidate
Name:
Reasons for selection:
ForHRuseonly
Conditionalofferdate:
Referencechecks:
1.
2.
Formalofferdate:
Startdate:
47
3D Summary Record of Unsuccessful Candidates
Vacancy title:
Ref:
Name Reasons for regret Keep Details? Y/N
49
Appendix4
THE DISABILITY SYMBOL31
HowwillIrecognisetheDisabilitySymbol?
TheDisabilitySymbol(seenabove)isacircular
symbol,usuallygreen,withtwoticks.
WhatamIpromisingifIusetheTwoTickssymbolinourjobads?
Itmeansthatyouwillguaranteetointerviewa
disabledapplicantifheorshemeetstheminimum
standardsforthatjob.It’sthereforeimportanttomake
itclearwhatthosestandardsare.Thatway,applicants
willhaveagoodideaofwhetherit’sworthapplying
andwhattoexpect.
WhereelseistheDisabilitySymbolused?
Youmayseeitinthevacancysectionofanewspaper,
oronavacancydisplayedonaJob-point,oron
applicationformsorpapersproducedbyanemployer.
Whatifwe’realreadyusingthesymbol?
Itmeansthatanyofyouremployeeswithdisabilities
canspeakupiftheyfeelyoucouldbedoingmoreto
helpthemusetheirabilitiesfully.Italsomeansthat
theguaranteedinterviewyoupromisetopeople
outsideappliestointernalcandidatesaswell(again,
iftheymeettheminimumstandardsforthejob).
Whathappensifoneofouremployeesbecomesdisabled,orhis/herdisabilitieschangewhileworkingforus?
Ineithercase,usingthesymbolmeansthatyouwill
doallyoucantomakesureyouremployeecanstay
withyouinasuitablejob.
DoestheDisabilityDiscriminationAct(DDA)haveanyeffectoncompaniesusingthesymbol?
No;allemployersmuststillactinlinewiththeDDA.
Theobligationsyouagreetomeetbyusingthe
symbolareextratothedemandsoftheAct,andinno
wayaltertherightsofanemployeewithdisabilities.
FormoreinformationabouttheDDAcontactthe
EHRCwebsitewww.equalityhumanrights.com
Whatmorecanyoutellmeaboutthe‘TwoTicks’scheme?
TheTwoTickssymbolisawardedbyJobcentre
Plustoemployerswhohaveagreedtomakefive
commitments.Theseconcernthehiring,keeping,
traininganddevelopingofemployeeswithdisabilities.
Byusingthesymbol,theyshowthattheyhaveagreed:
•Tointerviewalldisabledapplicantswhomeetthe
minimumstandardsforajobvacancyandconsider
themontheirabilities;
•Todiscussatanytime–butatleastonceayear–
anythingthatcanbedonetomakesuretheycan
developandusetheirabilitiestothefull;
•Tomakeeveryeffort,shouldanemployeebecome
disabled,tokeepajobforthem;
•Tomakesurethatalltheiremployeesareawareof
issuessurroundingdisability,sothattheyarefully
equippedtomakethesecommitmentswork;and
•Toreviewthefivecommitmentseveryyear,tosee
whathasbeenachievedandtoplanimprovements.
BothemployeesandJobcentrePlusshouldbekept
fullyinformed.
www.jobcentreplus.gov.uk/JCP/Customers/
HelpForDisabledPeople/DisabilitySymbol/index.html
50
Appendix5
EXIT INTERVIEWS
Exitinterviewsareanexcellentopportunitytohear
honestfeedback.Herearesomethoughtsonhow
tomakethemostofthem.
•Beforetheinterview,thinkcarefullywhatyou
wanttogetoutofit.
•Agoodintervieweris,aboveall,agoodlistener.
Don’tgetdrawnintodebatesorarguments.
•Bepreparedforsomebombshells.Expectthe
unexpectedand,throughout,stayfocusedon
theemployee.
•Consideraskingquestionssuchas“whatwould
havemadeyoustay?”and“ifyouhadamagic
wand,whatwouldyouchange?”
•Ifyoudon’talreadyknow,askopenly“whyare
youleaving?”Trytofindoutwhatheorshethinks
wouldimproveyourworkingculture,employment
conditionsandtheorganisation’smorale.
•Ask“whatdidyoulikemost(andleast)about
yourjobwithus?”
•Workuptothetougherstuff.Savethehardest
questionsuntillast.
•Leavetimeattheendoftheinterviewfor
generalcomments.
•Takenotesofthemainpoints,butremember
thatit’smoreimportanttolistenthantowrite.
•Besureyoumakegooduseofwhatyoudiscover
inexitinterviews.There’slittlepointinhaving
themotherwise.
51
Appendix6
EQUAL OPPORTUNITIES: PERFORMANCE INDICATORS
Herearesomeofthesignsthatmayshowhow
wellyourcompanyisperforminginofferingequal
opportunitiestopeoplefromallwalksoflife.Clearly,
onlysomewillberelevanttoyourparticularbusiness.
1. Thereadinessofyourcompanytorecognise
people’seffortstowardsequality,andtopraise
achievements,throughyourperformance
appraisalsprocess.
2. Theamountofinvolvementyouremployees
haveinsteeringgroups,interviewpanels,
andworkingparties,andindevelopingand
achievingworkplans.
3. Theamountofworkthatgoesontoraise
awarenessofequalityissuesinindividual
departments.
4. Thechangeyouhaveseeninthetypeof
peoplewhoworkforyou,including:
•Numbersofpeoplefromminoritygroupsin
specificroles,includingseniorlevelemployment;
•Howparticulargroupsarerepresentedin
differenttypesofjobsandsalaries;
•Thetake-upinpart-timeandjob-sharing
opportunities;
•Howmanypeoplehavebeenrecruited
andpromoted;
•Howmanyarestaying,howmanyareleaving;
•Thenumberofmotherscomingbacktowork
frommaternityleave;
•Trainingpatternsincludingapplicationsfor
trainingandthosewhoreceivedtraining;
•Howmanyreasonableadjustmentshavebeen
madefordisabledrecruitsoremployeeswho
becomedisabled;and
•Informationfromexitinterviews.
5. Thetrendsshowningrievances,disciplinary
interviewsandpeopleleavingorabsent
fromwork.
6. Howhappypeoplearewiththewayyoufilljobs.
7. Howsatisfiedpeopleare,showninappraisals
orstaffsurveys,withthehelpyougivethemto
balancethedemandsofworkandhomelife(for
example,throughhavingflexibleworkinghours).
8. Thecompanybeingcommittedtolookinto
particularequalopportunityinitiatives,and
givingfeedbackonthem.
9. Carryingoutsurveysthatpinpointissues
withjobsatisfaction,careerdevelopment,
management,support,anddiscrimination
orharassmentatwork.
10. Reviewsanddiscussiongroupswhichpaint
anaccurate,unbiasedpictureofhowstaff
andmanagersareperforming.
52
Appendix7
SOURCES OF FURTHER INFORMATION
You’llfindmoreinformationaboutOfcom’s
workonourwebsite:www.ofcom.org.uk
EqualityandHumanRightsCommissionEqualitystatutorybody
www.equalityhumanrights.com
GovernmentEqualitiesOffice
www.equalities.gov.uk
DepartmentforBusinessEnterprise
andRegulatoryReform
www.berr.gov.uk/employment
ACAS
Workingtoimproveorganisationsandworking
lifethroughbetteremploymentrelations.
Providinginformationandadvice.
www.acas.org.uk
BusinessintheCommunity
Amemberorganisationforbusinesses
committedtoimprovingtheirimpactonsociety.
www.bitc.org.uk
Disability
RNIB
Disabledpeopleuseawiderangeofspecialisthardware
andsoftwaretoaccesscomputers.Itisimportantthat
websitesaredesignedtobecompatiblewiththis.
Websitescanalsohave‘accessfeatures’builtintotheir
design,suchasachoiceoffontsizesorcolourschemes.
RNIB’sonlineWebAccessCentrecanprovidemore
informationondesigningandevaluatingwebsites.
www.rnib.org.uk
Employers’ForumonDisability
Employers’memberorganisationfocusedondisability
intheworkplace.
www.efd.org.uk
RNIDNewTechnologies
TheresearchanddevelopmentgroupoftheRNID.
www.ict.rnid.org.uk
JobcentrePlus(includingAccesstoWorkandthe
DisabilitySymbol)
Thereisawiderangeofpracticalhelpandadviceto
assistemployersintherecruitmentandemployment
ofdisabledpeopleavailablefromJobcentrePlus.
TelephonenumbersandaddressesoflocalJobcentre
Plusofficescanbefoundinlocaltelephonedirectories
orthroughtheJobcentrePluswebsite.
www.jobcentreplus.gov.uk
53
Age
Employers’ForumonAge
Campaignagainstagediscriminationintheworkplace.
www.efa.org.uk
AgePositive
Campaigntopromotethebenefitsofemploying
amixed-ageworkforce.
www.agepositive.gov.uk
ReligionandBelief
Employers’ForumonReligionandBelief
Employers’networktosharegoodpractice.
www.efrb.org.uk
TheBusinessofFaith
Aprojecttohelpbusinessesandindividualsinthe
CityofLondontoengagewithissuesofreligion
andbeliefintheworkplaceandincommerciallife.
www.thebusinessoffaith.org
SexualOrientation
Stonewall
Workingforequalityforlesbians,gaymenandbisexuals.
www.stonewall.org.uk
Gender
OpportunityNow
Employermembershiporganisationfocusedon
increasingthequalityandquantityofwomen’swork.
www.opportunitynow.org.uk
WomeninTechnology
Anonlinejobboard,networkingandeventgroup
forwomenworkingintechnologyjobsintheUK.
www.womenintechnology.co.uk
Equalitec
SeekstoaddressgenderinequalityintheInformation
Technology,ElectronicsandCommunications(ITEC)
industriesbyprovidingservicesandinformation.
www.equalitec.org.uk
Transgender
PressforChange
Acampaignorganizationtoachieveequality
fortransgenderpeopleintheUK.
www.pfc.org.uk
Race
RaceforOpportunity
AnationalbusinessnetworkofUKorganisations
committedtopromotingthebusinesscasefor
raceanddiversity.
http://www.bitc.org.uk/take_action/in_the_workplace/
diversity/race/champions.html
Work-LifeBalance
EmployersandWork-LifeBalance
AimedathelpingUKemployersimplement
andimprovework-lifebalancestrategies.
www.employersforwork-lifebalance.org.uk
WorkingFamilies
Helpingworkingparents,carersandtheiremployersfind
abetterbalancebetweenresourcesatworkandhome.
www.workingfamilies.org.uk
54
REFERENCES
2 AlistoftherelevantlegislationandRegulationsisprovided
inAppendix1.
3 Formoreinformation,referto‘FrameworkforaFairerFuture
–TheEqualityBill’,June2008,www.equalities.gov.uk/
publications/FRAMEWORK%20FAIRER%20FUTURE.pdf
4 ‘TycoaddsnewdemandsinsecondEvershedsdeal’,
www.thelawyer.com/cgi-bin/item.cgi?id=132779
5 Opcit
6 RaceforOpportunitywww.bitc.org.uk/take¬_action/
in_the_workplace/diversity/race/index.html
7 Opcit
8 DepartmentforBusiness,EnterpriseandRegulatoryReform;
www.berr.gov.uk
9 Outright2006,OMDInsight,Channel4,GaydarRadio.
10 Opcit
11 Employers’ForumonDisability;www.efd.org.uk
12 ThesedataaredrawnfromOfcomresearchduetobe
publishedinSeptember2008.Theresearchprovides
detailedinformationaboutthebehavioursandattitudesof
adultsfromthelargestethnicminoritygroupswithinthe
UK–Indian,Pakistani,BlackCaribbeanandBlackAfrican
communities.TheresearchformspartofOfcom’sremitunder
Section11oftheCommunicationsAct2003topromote
medialiteracy.
13 Opcit.
15 Opcit
16 Employers’ForumonDisability
17 Employers’ForumonAge;www.efa.org.uk
18 Opcit
19 AskGenY
20 Britain’shiddenbraindrain,EqualOpportunitiesCommission,
September2005.
21 HigherEducationStatisticsAgency,www.hesa.ac.uk
22 EqualOpportunitiesCommission,August2004.
23 ‘FlexibleWorkingandPerformance’,CranfieldSchool
ofManagementandWorkingFamilies,2008,
www.workingfamilies.org.uk
24 ‘Equalityandexcellence:thebusinesscase’,OpportunityNow,
www.opportunitynow.org.uk
25 Employers’ForumonDisabilityStandardBenchmarking
SurveyResults,2005.
26 Basedonthedefinitioninwww.btplc.com.
27 SupplierDiversity,RaceforOpportunity,June2004.
28 ‘WinningwithIntegrity’,publishedbyBusiness
intheCommunity.
29 BusinessescanbenefitbyaddressingdisabilityasaCSRissue.
Bydoingso,acompanywill:
• Ensureitmanagesdisabilityinthemostefficientandethical
wayinallareasofbusiness;
• Exploitthebenefitsofworkingwithdisabledpeople
andrespondtogrowingmarkets;and
• Managefinancial,legalandreputationalrisk.
30 ThisdefinitionhasbeendrawnfromtheStonewallwebsite:
www.stonewall.org.uk
31 TakenfromtheJobcentrePluswebsite.
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