Leo Alexander Nicholas Senior Strategy, Policy and Performance Officer (Equalities)

Equality and Diversity -

Empowering our line managers

• Reduce inequality and poverty = effective and

accessible services

• Strengthen cohesion = coordinated and joined

ways of working

• Build community leadership and personal

responsibility = empowering staff and residents

Our vision: One Tower Hamlets

• The fastest growing population in the

UK

• Approximately 10% of the Tower

Hamlets population is LGB

• A commitment to having a workforce to

reflect the community

• ‘Valuing Diversity’ is a core value

The Tower Hamlets context

• 40% reduction in central government

funding since 2010

• Shrinking workforce but increasing

demand for services

• 40% of staff do not have daily access to

a computer

Challenges our managers face

• Recruitment and selection

• Performance Management

• Training

• HR and Equalities support

• Keeping our managers informed

How do we equip our managers to

tackle our challenges?

• Job descriptions and person

specifications – equality mandatory

• Application form – valuing diversity

• Interview – managing a diverse team (a

workforce to reflect the community)

• Ambassadors for equality and diversity

Our recruitment and selection

process

Our Performance Management

framework

• Golden thread approach

• Managers are responsible for including

equality objectives within the team plan

• Performance Development Reviews

(Appraisals) – ‘Valuing Diversity’

• A selection of Team Plans undergo a

peer review

• Mandatory for all staff and line

managers

• Ensuring our services are LGBT

inclusive is a corporate priority

• Training uptake is monitored and

reported on

• Several methods of training

Training our managers

• E-learning – LGBT awareness module for all

line managers

• Manager Essential training – Theatre

workshops

• Managers are responsible for ensuring their

staff have LGBT awareness training

• Bite sized (manager delivered) training for the

staff without access to PCs

Training continued…

• Tailored workshops – ‘managing diverse

teams and conflict’

• Equalities in practice and the

importance of monitoring sexual

orientation

• Managers briefings sent out monthly

Our HR and Equalities offer for

Managers

• Ensure that equality and diversity knowledge

is a criteria for recruitment and selection

• Hold managers to account for their team’s

contribution to corporate equality objectives

• Ensure E&D training is available to all

managers in accessible formats

• Ensure that managers have access to

support and information on the importance

diversity

Summary – How do you

empower your line managers?

Our end goal

PwC

PwC People Management

April 2016

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Be Yourself Be Different #openmind

Helen Campbell

PwC

PwC's People Management Approach

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PwC

PwC’s #Openmind training

PwC's People Management Approach April 2016

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PwC's People Management Approach April 2016

Equipping our People Managers What tools and guidance do we provide

• PwC Professional – Inclusion at its heart

• People Manager portal – materials,

videos etc

• People Manager (PM) training

• Guidance before Moderation and Promotion - valuing difference and

understanding unconscious bias

• PwC’s 14 Employee Networks – there

to offer advice and guidance

• Talent and Inclusion and HC team – as required for specific guidance

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PwC

Case Studies

April 2016

New Joiner Transitioning

• Chris approached his People Manager to explain he was transitioning (FtM)

• People Manager asked central Talent & Inclusion team for some guidance

• People Manager supported Chris communicating the message to whole office – which received really positive feedback

• Chris and his People Manager have fed back from this experience to help change PwC’s policies around trans employees

PwC's People Management Approach

• Sam joined PwC because of GLEE@PwC. • Joined a Regional Offices with no GLEE

presence • His People Manager contacted the GLEE

network • Network supported her and Sam to help

him settle in new job • Sam became driving force for creation of

GLEE in his office

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PwC

What works well…and what could be better

PwC's People Management Approach April 2016

• Make a clear and strong link between performance management, business imperatives and delivery of the firm’s strategy

• Keep training and guidance up to date and use channels that appeal to the audience

• Ensure guidance is tailored for People Managers and for those being managed and have a feedback loop so People Managers can inform changes to policies

• Recognise the contribution that People Managers make to the business and give them enough time to do it

• Build in challenge on team diversity and balance as part of engagement review processes (e.g. risk and quality)

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