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

What is Diversity ? Do you have a diverse workforce? Is the organisation diverse enough? How do you know? Does your organisation need to be more diverse? Why? What will change if there is more diversity in your workforce? What are the attitudes to and experiences of diversity of the

staff? Is the organisation’s leadership seriously supporting diversity

objectives? If so, what is the evidence of that? What are your organisation’s diversity enabling factors? What are the barriers to diversity in your organisation? How to attract more diversity within your workforce? How to retain and progress more diversity within your workforce? What will your organisation do with a more diverse workforce? How do you acknowledge success? Reinforce good practice?

Defining Diversity Valuing Diversity Managing Diversity Diversity Capability

Individual level Organisational level

1

Organisational Dimensions

Secondary Dimensions

Primary Dimensions

Personality

function

department / unit / branch

seniority

location / metro / rural /

union affiliation

geographical location

income

employment status

educational background

religion

parental status

marital status

appearance

ethnicity

age

gender

physical ability

culture

language

context

context

sexual orientation

The different dimensions of diversity

Defining Diversity

Valuing Diversity

Understanding, Appreciating and Harnessing our differences (rather than tolerating)

Managing Diversity Is the set of policies, plans and processes putin place to understand, appreciate and

maximisethe benefits of diversity in a workplace

At individual level

Is a process of learning that leads to an ability to effectively respond to the challenges and opportunities of serving a diverse community and working in a diverse workplace

At organisational level

Having a large proportion of individual members who are personally capable and

Having the necessary infrastructure in place to support individuals seeking to display competency in managing diversity

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

Fiona Krautil

Diversity and Change Management

Don’t underestimate the importance and value of the Case for Diversity

Moral Legal Business

Build on the Australian value of “fair go” Dispel the myth that Equality is about

treating everyone the same, or one size fits all, or we look for people who “fit-in”

Promote “inclusion” as a value and a business strategy

Seek to be a genuine Equal Opportunity Employer (EO does not just happen..it is facilitated)

Moral Case

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

Dell settles employment gender discrimination suit

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

Cost of Legal Case

• Diversity leads to increased creativity, innovation and problem solving

• Improved market outreach and penetration• Better understanding of the community• Community trust and confidence• Representative workforce• Improved, inclusive workplace conditions and

culture• Helps to attract and recruit from a wider pool of

applicants• Enhances the organisation’s reputation and

branding making it highly sought after by job seekers

• Better decision-making outcomes

Teams of people with diverse perspectives outperform teams of people with homogenous perspectives

Teams of diverse problem solvers outperform teams of best individual problem solvers

Page S. The Difference, 2007, Princeton University

In his book “The Difference”, Scott Page proves the following claims:

1. Diversity Climate Survey2. Intercultural Development Inventory3. Diversity Assessment Scale

The first three stages are considered “ethno-centric” where for example Australian-Anglo culture is seen as the only culture or to varying extents the “better” culture.

The last three stages are considered “ethno-relative” whereby Australian Anglo culture is seen as equal among many other cultures.

Multicultural Maturity

Awareness of the case for diversity Desire to participate and support diversity

goals Knowledge of how to promote, increase

and manage diversity Ability to put knowledge into practice and

achieve organisational outcomes on diversity

Reinforcement to ensure continuous improvement regarding diversity goals

8 participants

Awareness Desire Knowledge Ability Reinforcement

Recruitment◦ Positive action programs◦ Legislation◦ Reporting◦ Resourcing

Retention◦ Training◦ Support groups◦ Flexible workplace arrangements◦ Inclusive culture

Progression◦ Positive action programs

The best organizations and leaders of today and the future are those who create an environment where all people can do their best work

not regardless of their differences, but because of their differences.

Stephen Hoel, Diversity Leadership Consultants