Diversity Audits in the Workplace

1. Diversity Audits in the Workplace Fiona Gavin Chartered Occupational Psychologist gavin.fiona@virgin.net

2. Introduction • What is a Diversity Audit? • Why/when would you do a Diversity Audit? • Barriers to doing a Diversity Audit • How do you do a Diversity Audit? • Next steps (i.e. life after the audit!)

3. What is a Diversity Audit? • An independent assessment of the effectiveness of diversity management within an organisation. • It is a process that explores: • Numerical equity • Quality of experience

4. Why do a Diversity Audit? • External catalyst • e.g. legal changes or concerns • Internal catalyst • e.g. Recognition of problem areas • Intervention as catalyst • e.g. implementation of new policies

5. Barriers to doing a Diversity Audit • Negative attitudes • Complacency • Ignorance • Resistance • Fear of alienating the “majority” • Term “diversity” indicates a minority agenda • Fear of raising expectations • Doing an audit indicates a willingness to make changes, so if workforce doesn’t then perceive changes, morale will suffer.

6. How to do a Diversity Audit • Step-by-step process: • Prepare • Investigate • Analyse • Recommend • Implement • Review

7. Prepare Investigate Analyse Recommend Implement Review Preparing for a Diversity Audit • Discuss • Identify & address your organisational barriers to the audit process • Consider the readiness of managers, staff and resources. • Determine the focus of the audit (refer back to catalyst) • Design • Use “mixed methods” design • Decide on participants • Determine order & timing • Disseminate • Inform staff in advance • Give reassurance about confidentiality

8. Prepare Investigate Analyse Recommend Implement Review Investigate • In order to capture both numerical and experiential data, need to use mixed methods – consider: • Interviews • focus groups • questionnaires • Need to ensure that each of the methods are linked • A sequential approach is recommended, in which the results of each phase are used to form the basis of the questions in the next phase. • This ensures that any recommendations made are fully grounded within the needs & experiences of the staff in your own organisation

9. Prepare Investigate Analyse Recommend Implement Review Investigation & analysis PRELIMINARY INTERVIEWS with key (HR) staff – determine focus & perceived issues Qualitative analysis FOCUS GROUPS – ensure both minority/majority are represented – ask about barriers & desired solutions Qualitative analysis • BESPOKE QUESTIONNAIRE – use the findings from previous stage to formulate questions Quantitative analysis

10. Prepare Investigate Analyse Recommend Implement Review Analysis Preliminary interviews Qualitative analysis – look for key themes & formulate focus group questions based on these Focus groups Qualitative analysis– look for common experiences but don’t neglect “one-offs” • Bespoke Questionnaire Quantitative analysis- % of people with each experience or view & % expressing desire for each solution

11. Prepare Investigate Analyse Recommend Implement Review Making Recommendations • Relatively straightforward if previous process has been followed • Return to focus of audit to ensure recommendations remain relevant • Designate desired solutions as “immediate”, “medium-term” or “long- term” changes • Might want to consider resource implications and designate each solution as “essential” or “desirable” • Ensure that recommendations include some form of “embedded” diversity management processes

12. Prepare Investigate Analyse Recommend Implement Review Next Steps • Implementation of recommendations • Structured approach • Communicate clearly • Provide forum for feedback on changes • Review (re-audit on smaller scale?) • Plan for review at the start of process • Set time scale • Again include qualitative and quantitative methods • Revisit original focus of audit & original questions asked – re-ask these questions to determine if progress made as intended.

13. Any questions? gavin.fiona@virgin.net