Contents

Foreword Introduction Toolkit matrix Bibliography

Dening diversity for your organisation

CONTENTS

ix xi xvii xix
1

Tool 1 Tool 2 Tool 3 Tool 4

Dening diversity The MOSAIC vision: how do you rate your organisation? The strategic implementation model: how does your organisation score? Diversity competencies: how do we rate as a business? How do I rate as a manager?

3 7 23 39
45

Developing diversity policies and strategies

Tool 5 Tool 6

Writing diversity and inclusivity policies An example of a managing diversity strategy and action plan

47 57
65

Gaining buy-in

Tool 7 Tool 8 Tool 9

Gaining commitment from stakeholders The benets of diversity Diversity brieng

67 77 95
103

Conducting a diversity audit

Tool Tool Tool Tool Tool

10 11 12 13 14

The best-practice standards What is a diversity audit? Audit interview schedules Group discussions Developing attitude surveys

105 141 167 229 241

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Delivering diversity training

267

Tool 15 Sample training timetables for all levels in the organisation Tool 16 Being in a minority Tool 17 Listening exercise Tool 18 Stereotyping Tool 19 In-tray exercise Tool 20 Case-study exercises (UK version) Tool 20a Case-study exercises (Irish version) Tool 21 Developing diversity strategies Tool 22 SWOT analysis Tool 23 Designing a fair/unfair organisation Tool 24 Action-planning

269 275 281 287 293 317 349 373 377 385 397

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Foreword
By 2011 only 20 per cent of the workforce will be white, male, ablebodied and under the age of 45. This one statistic reects how quickly the working population will have changed over a period of 25 years. Diversity, as a result, is a major issue that is facing the country as a whole as well as organisations in general. This diversity and inclusion Toolkit is therefore being published at a very opportune moment. The rst edition of the Toolkit was published almost a decade ago. Since then knowledge, legislation and awareness have all moved on. More and more organisations are realising the importance of diversity and inclusion to their future success. This edition of the Toolkit updates the contents of the previous edition as well as adding new tools. It is designed to help organisations understand what diversity is, how to develop policies and strategies, how to communicate diversity and how to persuade the sceptics. In addition, there is a separate section which looks at exercises that can be used on training courses. Diversity and inclusion represent enormous challenges for organisations and we hope this Toolkit will help you meet them. Professor Binna Kandola Johanna Fullerton Nic Sale Catherine Curran

FOREWORD

ix

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Introduction
The workforce has never been as diverse as it is today. There are more women, more ethnic minorities, more disabled people and more older people working than ever before. Diverse workforces bring many benets but only if we create the right type of environments. Many people will openly say that one of the values that is important to them is that of fairness, ie ensuring people are treated on merit. While we may believe that we act fairly, the facts indicate that bias and discrimination affect our decisions and actions. Indeed, we may have biases that we are not aware of and these can affect our judgements without us ever realising. This toolkit is designed to assist organisations at all levels in creating an inclusive environment. It goes from creating statements and strategies through to developing plans and on to setting up a training development programme. What do we mean by diversity? The denition we use is taken from Kandola and Fullerton (1998) in their book Diversity in Action: Managing the Mosaic published by the CIPD. This states that the basic concept of managing diversity accepts that the workforce consists of a diverse population of people. The diversity consists of visible and non-visible differences which will include factors such as sex, age, background, race, disability, personality and work style. It is founded on the premise that harnessing these differences will create a productive environment in which everyone feels valued, where their talents are fully utilised and in which organisational goals are met.
xi

INTRODUCTION

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INTRODUCTION

There are a number of features in this denition worthy of further discussion. First, diversity is about many different types of difference. It is not focused exclusively on certain groups, eg gender, ethnicity, disabled people. Second, it is about ensuring that, by managing diversity effectively, the organisation is better able to meet its goals. If diversity hinders an organisation meeting its goals then it will soon be rejected. However, we would argue that if this occurs then diversity is in fact being mis-managed. Third, it is important to recognise that it is about creating the right type of culture, and consequently, when we look at improving the way diversity is managed, we are in effect engaging in culture change. It is apparent that human beings and change do not always make the most comfortable companions. However, organisations are becoming aware of the competitive advantage offered by updating their processes and culture in response to this increase in diversity. This toolkit has been designed to help those organisations who want to be proactive around diversity issues, whether to gain competitive advantage, to address previous or existing internal issues, or to address a lack of development in this area. Diversity can also be a very emotive topic. As we said earlier, we like to believe that we behave fairly. Yet a lot of work in the diversity eld forces us to confront aspects of our organisations, and by implication ourselves, which may be biased. This will quite naturally cause discomfort, denial and denigration. The discomfort is the realisation that there may be things occurring that we would prefer were not; there can be denial that problems even exist at all; the emotions can sometimes spill over into denigrating diversity programmes generally.
xii

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The Toolkit is based on psychological theories, particularly relating to prejudice, bias and discrimination and organisational change. It is also based on our own personal experience of working with organisations. This has shown us how the theories can be applied effectively and practically.

INTRODUCTION

Using this Toolkit

The tools in this toolkit have been designed for use by: anyone with responsibility for devising and incorporating a diversity strategy for their organisation, including senior teams diversity and HR specialists managers who are looking to incorporate diversity into the way their team works those who are looking to gain further insight into how diversity affects the organisational climate. A preview of the tools is provided in the table overleaf.

xiii

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INTRODUCTION

Section 1 Dening diversity for your organisation

Section 1 includes a range of tools to help you explore what diversity means for your organisation. You will also be able to evaluate your organisation as a diversity-orientated organisation, as well as reviewing diversity competencies for individuals. This second section provides guidance on writing diversity policies that are suitable for your organisation, together with guidance on how to produce a pragmatic diversity strategy. Examples of policies and a strategy are also included. In this section you will nd tools that will help you explore the benets of diversity for your organisation and guidance on how to gain commitment from stakeholders. Conducting a diversity audit on a regular basis is key not only to understanding the organisations current diversity climate, but also to planning and tracking progress. These tools provide best practice standards and guidance on how to conduct an internal comprehensive diversity audit. This nal section provides assistance for those seeking to raise awareness around diversity issues in their organisation. It includes a range of exercises that will help participants to explore diversity, what it means for them and what it means for their organisation.
xiv

Tools 14

Section 2 Developing diversity policies and strategies

Tools 56

Section 3 Gaining buy-in

Tools 79

Section 4 Conducting a diversity audit

Tools 1014

Section 5 Delivering Diversity Training

Tools 1524

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For each tool a Users guide outlines the aim, rationale, procedure and supporting materials available for download. Users guide pages are marked with the icon

INTRODUCTION

Pages containing material for participants (handouts, worksheets, questionnaires etc) can be downloaded as Word documents from the website (www.cipd.co.uk/tsm). Copyright on these pages is waived on the understanding that they are used in an academic or business training environment and not for commercial gain. These pages are marked with the icon

The tools in the Toolkit have been designed to be used either on a selective basis in order to address specic issues or areas that have been identied, or to be used sequentially for those who are seeking to build their diversity strategy and follow it to fruition. It is our intention that this Toolkit will help you create a truly inclusive culture in your organisations.

xv

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SECTION

ONE

Dening diversity for your organisation

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Dening diversity
TOOL 1
Users guide Aim
To provide a working denition that encompasses the benets of a diverse workforce and that is understandable by all employees. To increase understanding of the main differences between traditional equal opportunities and managing diversity.

Rationale
A rst stage in developing a diversity strategy is to achieve a common understanding of what diversity and managing diversity means. For these denitions to be meaningful, consideration must be given to how the denitions will be used and to the culture of the organisation in which they will be used. This tool provides denitions in order to help you develop a denition of diversity and managing diversity that will work for your organisation. It also provides a useful exercise to help employees differentiate between diversity and more traditional equal opportunities.

Procedure
This tool is especially useful as an early session in the formation of a diversity council or workgroup, or can be used by senior management to help them achieve an understanding of diversity. The group should debate the following question: how will the denitions be used? Use the following prompts to facilitate this debate: Will the denitions help employees understand what diversity is and how it relates to them?
3

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DEFINING DIVERSITY

Will they be used as part of a vision or mission statement? Will they be used in internal training and development workshops? Will they be integrated into existing competencies or frameworks? Will they be part of externally focused information for example, a company website, in recruitment material or as part of the organisations corporate and social responsibility agenda?

Will they be shared with clients and customers?

The decision about how the denitions will be used will affect the language used in the denitions and any accompanying information. The following provides some hints and tips for producing denitions: The language should be simple and accessible. Avoid using lengthy or all-encompassing lists. Instead, provide some ideas of the areas diversity covers and make it clear this is meant to be indicative, not exhaustive. For internal purposes, indicate further sources of information to which employees can refer. For external sources, provide examples of some of the initiatives that are making the denitions live in the organisation. Below is an example diversity denition: Diversity includes all ways in which people are different. This includes visible differences such as gender and skin colour as well as invisible differences such as work style and values. As such, diversity is relevant to everyone.

Below is an example denition of managing diversity:

4

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The basic concept of managing diversity accepts that the workforce consists of a diverse population of people. The diversity consists of visible and non-visible differences which will include such factors as sex, age, background, race, disability, personality and workstyle. It is founded on the premise that harnessing these differences will create a productive environment in which everybody feels valued, where their talents are being fully utilised and in which organisational goals are met. (Kandola and Fullerton, 1998)

TOOL 1

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The MOSAIC vision: how do you rate your organisation?

Users guide Aim
To provide a vision of the diversity-orientated organisation that can guide both initial organisational analysis and strategy development.

TOOL 2

Rationale
The MOSAIC model provides a vision of the diversity-orientated organisation, an organisation in which the management of diversity is a reality, not just an aspiration. This tool enables you to map your own organisation against this vision and to identify priority areas for your diversity strategy.

Procedure
The tool consists of background notes on the MOSAIC vision and a diagnostic exercise to establish where you currently are in relation to the vision. The tool can be used by management and employees for analysis and education, eg: conducting an initial analysis of the organisation raising awareness via diversity training sessions.

Having evaluated the organisation, the next step would be to integrate the ndings into the development of a strategy and

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THE MOSAIC VISION

action plan (see Tool 6: An example of a managing diversity strategy and action plan on page 57).

Supporting materials
Handout 1 Handout 2 Worksheet 1 Worksheet 2 The MOSAIC vision Background notes on the MOSAIC vision Where are we in relation to MOSAIC? Where are we in relation to MOSAIC? Overall assessment

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TOOL 2

The MOSAIC vision: the characteristics of the diversity-orientated organisation

Mission and values Objective and fair processes Skilled workforce: aware and fair Active exibility Inclusive Culture that empowers

HANDOUT 1

9
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THE MOSAIC VISION HANDOUT 2

Background notes on the MOSAIC vision Mission and values

The diversity-orientated organisation will have a strong, positive mission and core values which make managing diversity a necessary long-term business objective for the organisation and a responsibility for all employees. The diversity policy and strategy will be clearly outlined to all employees. The values must reect the personal and work needs of all employees. Information on what the values means in practice, ie on a day-to-day basis for an employee, is communicated to everyone, and everyone is held accountable for adherence to the values.

Objective and fair processes

All the processes and systems for example, recruitment, selection, induction, performance appraisals, etc will have been audited and are continually re-audited to ensure that no particular age group, sex, ethnicity or type predominates at any one level. Hindrances to diversity have been removed and the tools and techniques for assessment are regularly examined to ensure that no other techniques are available that are more objective or fair.

Skilled workforce: aware and fair

There are two elements to this characteristic. Firstly, it involves having a workforce who are aware of, and are guided by, the principles of managing diversity. Secondly, it requires having managers who manage.

10
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Aware and fair Everyone in the organisation understands what it means to manage diversity and everyone is aware of its importance to the business. All employees have been trained to recognise how their biases and prejudices can inuence their decisions and actions, and are knowledgeable about the ways to prevent this happening. Managers who manage In the diversity-orientated organisation the emphasis should be on the managing as well as the diversity. Managers will actively develop both themselves and their employees. All managers will ensure that they are constantly developing and acquiring new skills where appropriate. They will keep up to date with developments in the eld and communicate this information to all employees. Managers will solicit feedback on their performance and will act upon it. Managers who are skilled at making people feel valued will know how to harness potential, whether they are dealing with a team of white males or one which is more mixed in terms of gender, ethnicity, etc. They understand individual motivation and appraise employees with the awareness that people are not clones and should not be treated or assessed as such. Development will not be left to chance. Managers will conduct performance appraisals with all their employees, developing and implementing career development plans on a regular basis. The ultimate aim of all managers is to maximise the potential of all their employees in order to meet organisational goals. Managers are therefore accountable for both their own development and that of their employees.

TOOL 2 HANDOUT 2

11
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THE MOSAIC VISION HANDOUT 2

Active exibility
There will be increased exibility in the diversity-orientated organisation, not only in terms of working arrangements, but also in all policies, practices and procedures. Flexibility will also be present in the way work is carried out. Existing norms will be challenged. Where possible, the emphasis will be on the output rather than the number of hours worked. If an employee wants to work between 4pm and 11pm, and this does not interfere with colleagues or customers, then those are the hours that that employee should work. The diversity-orientated organisation recognises the diverse needs of employees and responds by providing a exible approach, an approach which will enable the potential of all employees to be maximised. Furthermore, it will demonstrate that their differences have been accepted by the organisation and they are not expected to conform to a set of patterns and regulations laid down by the predominant culture.

Inclusive
This characteristic can be conceived of as the overarching principle of all actions in a diversity-orientated organisation. Initiatives advocated by a diversity-orientated approach do not include those that focus on the skill development of employees based on their group membership, eg assertiveness training for women. Rather, a diversity-orientated approach focuses on facilitating the development of all employees based on their development needs and not their group membership, ie providing assertiveness training for all employees that require it, including men. It means ensuring that policies are inclusive and do not
12
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discriminate against any specic group. It also means individuals, especially team leaders and managers, examining their own behaviour to ensure they are including all team members. It is also means behaviour and processes are examined to see if they are inclusive, eg does the behaviour of senior managers display bias to one group or another? How is this manifested? What needs to be done to improve this? Do certain processes in the organisation favour some groups (eg a drinking culture, social occasions with clients based around sporting events)?

TOOL 2 HANDOUT 2

Culture that empowers

The diversity-orientated organisation must ensure that this culture is consistent with and complementary to managing diversity. The diversity-orientated organisation understands the importance of organisational culture and how this affects individuals within it. As a result, it will ensure that all employees have an understanding of how the organisation operates, what it values and how it expects its employees to behave. In our view, an empowering culture will encapsulate the following elements: There will be an open, trusting environment, one in which there is an absence of harassment, prejudice and discrimination. There will be an acceptance that resources such as jobs, income, and access to information are distributed equally. Key projects or responsibilities will be allocated on merit alone. Decision-making will be devolved to the lowest point possible. Participation and consultation will be encouraged and management will listen to and act on what employees are
13
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THE MOSAIC VISION HANDOUT 2

saying. There is recognition that valuable ideas can come from below; as one organisation we have worked for put it, with every pair of hands you get a free brain. Open communication and ow of information throughout the organisation, within and between all levels. Business goals are clearly communicated to everyone. An us (employees)/them (management) culture is discouraged. The need for experimentation is valued and encouraged; people are allowed to fail. Innovation and creativity are fostered.

14
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TOOL 2

Where are we in relation to MOSAIC?

1 Mission and values

Diagnostic questions i Does the organisation have a mission statement that is aligned with a diversity-orientated approach? ii Have all employees been informed of the diversity policy and strategy? iii Are the business needs an integral part of the diversity policy and strategy? iv Do the values espoused by the organisation reect the needs of all employees? v Have clear indicators of what it means to act in accordance with the values been communicated to all employees? Are current and potential employees assessed against these indicators? The Vision Strong, positive mission and values aligned with diversity. i The Reality

WORKSHEET 1

Clear diversity policy and strategy outlined for the organisation.

ii

Diversity seen as a long-term business objective.

iii

Values reect needs of all employees.

iv

Employees aware of what it means to adhere to the values at a practical level, ie clear standards of behaviour have been outlined and communicated. Current and potential employees are assessed against these indicators. Overall Assessment 4. Strong aspect All indicators actioned 3. Almost there Some indicators still need tightening up 15

2. Getting there Action just starting on some indicators

1. Way off No indicators actioned

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THE MOSAIC VISION WORKSHEET 1

Objective processes

Diagnostic questions i Are best-practice processes being implemented for selecting, inducting and developing employees? ii Are the processes regularly audited to ensure fairness, eg is monitoring data kept re success rates; are the exercises trialled before use; are interview questions checked for objectivity? iii Are fair selection and appraisal-skills training compulsory for all managers running the systems? iv Are the criteria for vacant positions clearly communicated to all? v Do new employees undergo a thorough and formal induction process? vi Are mentors assigned to new employees to facilitate induction? The Vision HR processes eg recruitment, selection, induction, performance appraisal audited and reaudited to ensure objectivity and best practice. i The Reality

Processes regularly reviewed for fairness. Managers are trained in the operation of the HR processes. The criteria for vacant positions are clearly communicated to everyone.

ii iii

iv

A detailed induction process is provided.

Mentoring is offered to new employees.

vi

Overall Assessment

4. Strong aspect All indicators actioned

3. Almost there Some indicators still need tightening up 16

2. Getting there Action just starting on some indicators

1. Way off No indicators actioned

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Skilled Workforce: aware and fair

TOOL 2

Diagnostic questions i Has diversity awareness training been provided for all? ii Did this training incorporate sessions on prejudice and stereotyping, harassment and the policy for counteracting it? iii Are all employees aware of what harassment is, the organisations policy on harassment and their rights and responsibilities under the policy? iv Is people management training provided for all managers? Is this compulsory? v Are managers appraised for their people management capability? The Vision Diversity awareness training has been provided for all employees. i The Reality

WORKSHEET 1

Training incorporates information on prejudice and stereotyping and how to overcome them.

ii

Everyone is aware of what constitutes harassment and the organisations policy for dealing with cases.

iii

Managers are skilled in people management.

iv

Managers are appraised on their people management capability.

Overall Assessment 4. Strong aspect All indicators actioned 3. Almost there Some indicators still need tightening up 17
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2. Getting there Action just starting on some indicators

1. Way off No indicators actioned

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THE MOSAIC VISION WORKSHEET 1

Active exibility

Diagnostic questions i Does the organisation offer exible working arrangements for all employees? ii Has this policy been communicated to everyone? iii Are managers required to consider each request for exible working on its own merit? iv Are benets offered on a exible basis, ie a cafeteria approach where employees select the benet that best meets their needs? v Are managers exible in the way they manage staff recognising and accepting different ways of working? vi Are managers supported in effectively managing the impact of exible working on other team members? The Vision Flexible working arrangements are on offer for all staff (not just for those with family commitments). The organisations policy on exible working arrangements has been communicated to everyone. All requests for exible work options are considered and investigated for feasibility by managers. Flexible benets are offered to staff, ie a cafeteria approach. A exible management style is advocated no one way of working is seen to be the best way. Managers effectively anticipate and manage the impact of exible working on the wider team. i The Reality

ii

iii

iv

vi

Overall Assessment 4. Strong aspect All indicators actioned 3. Almost there Some indicators still need tightening up 18
This document can be downloaded as a Word document from www.cipd.co.uk/tsm
Copyright Pearn Kandola. Originated by the Chartered Institute of Personnel and Development. Copyright waived.

2. Getting there Action just starting on some indicators

1. Way off No indicators actioned

A free sample chapter from Managing Diversity by Pearn Kandola . Published by the CIPD. Copyright Pearn Kandola 1998, 2006 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www.cipd.co.uk/bookstore.

Inclusive

TOOL 2

Diagnostic questions i Is access to training under the diversity strategy open to all who have a development need in that area? ii Is the focus on an individuals output (ie the quality of their work) rather than their input (ie the amount of hours they spend at their desk)? iii Are the views of all employees sought and taken into consideration? iv Do the diversity initiatives favour any one group over another? v Is behaviour examined, particularly by senior management, to see whether it favours one group over others? The Vision Diversity training focuses on development needs, not group membership. i The Reality

WORKSHEET 1

Individuals are assessed on the quality of their work, not the amount of hours they spend working.

ii

All employees views are sought and group differences examined to identify any specic issues.

iii

Initiatives advocated do not exclude any employee because of their group membership.

iv

Employees are encouraged to reect on their behaviour and whether it is inclusive; this is role modelled by senior management.

Overall Assessment 4. Strong aspect All indicators actioned 3. Almost there Some indicators still need tightening up 19
This document can be downloaded as a Word document from www.cipd.co.uk/tsm
Copyright Pearn Kandola. Originated by the Chartered Institute of Personnel and Development. Copyright waived.

2. Getting there Action just starting on some indicators

1. Way off No indicators actioned

A free sample chapter from Managing Diversity by Pearn Kandola . Published by the CIPD. Copyright Pearn Kandola 1998, 2006 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www.cipd.co.uk/bookstore.

THE MOSAIC VISION WORKSHEET 1

Culture that empowers

Diagnostic questions i Are incidents of harassment or discrimination dealt with immediately by either management or co-workers? ii Are the views of employees actively sought and respected by management? iii Is the predominant management style consultative and participative? iv Are employees encouraged to experiment, ie does the organisation encourage learning from mistakes? v Are responsibilities and projects allocated on an objective basis rather than on a who you know basis? The Vision Open, trusting environment free from harassment and discrimination. i The Reality

Devolved decision-making.

ii

Participation and consultation encouraged.

iii

Experimentation valued and encouraged.

iv

Objective and fair allocation of duties and projects.

Overall Assessment 4. Strong aspect All indicators actioned 3. Almost there Some indicators still need tightening up 20
This document can be downloaded as a Word document from www.cipd.co.uk/tsm
Copyright Pearn Kandola. Originated by the Chartered Institute of Personnel and Development. Copyright waived.

2. Getting there Action just starting on some indicators

1. Way off No indicators actioned

A free sample chapter from Managing Diversity by Pearn Kandola . Published by the CIPD. Copyright Pearn Kandola 1998, 2006 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www.cipd.co.uk/bookstore.

TOOL 2

Where are we in relation to MOSAIC? Overall assessment

Rating (enter 1, 2, 3 or 4 as appropriate) Mission and values Actions needed

WORKSHEET 2

Objective processes

Skilled workforce: aware and fair

Active exibility

Individual focus

Culture that empowers

21
This document can be downloaded as a Word document from www.cipd.co.uk/tsm
Copyright Pearn Kandola. Originated by the Chartered Institute of Personnel and Development. Copyright waived.

A free sample chapter from Managing Diversity by Pearn Kandola . Published by the CIPD. Copyright Pearn Kandola 1998, 2006 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www.cipd.co.uk/bookstore.