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1. Equality & Diversity What managers should know
2. Objectives Translate personal & organisational responsibilities into everyday management practice
How to manage all staff fairly and effectively.
Appropriate language use
How to promote an inclusive culture
How to recognise and challenge discrimination
3. Legal framework Do not discriminate unfairly
Religion or Belief
4. Institutional discrimination “The collective failure of an organisation to provide an appropriate and professional service to people because of their colour, culture, or ethnic origin. It can be seen or detected in processes, attitudes and behaviours which amount to discrimination through unwitting prejudice, ignorance, thoughtlessness and racist stereotyping which disadvantages minority ethnic people”
MacPherson, Feb 1999, The Stephen Lawrence Inquiry
5. Equality risk assessment Assessing the impact on equality of functions, activities and decisions for which the University is responsible.
Formal policies & practices
Custom and practice
‘the way we do things here’
Which activities are you responsible for?
Consider the potential for equality impact during development and review phases.
6. Unlawful discrimination Direct discrimination
Less favourable treatment
Perception & association
Provision, criteria or practice
8. Personal & organisational liability Vicarious liability
Employer liable for wrongful acts done by employees ‘in the course of employment’, even if done without the employer’s knowledge or approval.
Where employer took ‘such steps as were reasonably practicable to prevent’ discriminatory act(s)
Employees named in discrimination cases with their employer may be responsible for payment of part or whole of compensation if ET makes award on joint and several basis.
9. Burden of proof Once a prima facia case of discrimination is made by a complainant (staff/student), the burden of proof shifts to the employer to show that it didn’t discriminate.
Could you evidence your decisions are objective and fair?
10. Preventing discrimination Take proactive and positive steps to prevent discrimination
Ensure policies are understood, implemented and observed
Ensure policies cover work-related social/other work-related out-of-hours events
Ensure staff are trained in equality & diversity
11. Leadership and diversity are inextricably linked – it’s about valuing people for who they are, their values, experiences, beliefs and their unique insight into any given situation or set of circumstances.
If our processes or management style are preventing excellent people succeeding then we’ve failed Managing all staff fairly & effectively
12. Management behaviours that… help people feel respected and valued at work.
Being addressed appropriately
Being listened to and heard
A work environment free from harassment and bullying
An environment in which prejudice and discrimination is challenged.
13. Not convinced? Equality of opportunity 4th on list of what employees want
after enjoying their job, feeling valued, and being involved with the organisation.
The most effective retention strategy is a not an HR policy or process – it’s a great manager.
14. Who is affected? More than 1 in 5 employees in public sector has experienced bullying or harassment in the past 5 years
Significant employment inequalities for
Pakistani & Bangladeshi women
One factor that, above all, leads to women's inequality in the labour market - becoming mothers,“…. "In contrast, men's employment rates are not affected by fatherhood.“
15. Academic staff gender profile
16. 2007 PWE Results Areas for further improvement include:
Management skill in specific areas
Equality in terms of role, contract status and caring responsibilities
Levels of bullying and harrassment
Workload and access to flexible working
17. Creating an inclusive culture Flexible working
The language we use at work gives a clear message about our attitude towards others.
Positive leadership attributes
manage conflict, address bullying, act with integrity, treat all staff with same importance
18. Work-life balance “I wonder if Beethoven had work/life balance, or Shakespeare.
To start from the assumption that work is different from life, and not part of it, that it is some chore that has to be kept in a box ….that’s a wrong distinction, a wrong starting point.”
Prof Susan Greenfield
19. Flexible working Some of us live to work and define ourselves by what we do.
This is my life, a large part of which is a business not contained within the four walls of an office.
Working outside office hours means you can do it when you’re energy is right, when it suits you.
Dr Smith is always available. He makes us all feel lazy.
Creating a work-culture monster, where people don’t have proper breaks, is hugely counterproductive.
Institutionalised workaholism and presenteeism
20. Language – good practice
21. Leadership attributes Vision
Creates sense of common purpose for team
Shows integrity, fairness and consistency
Develops & maintains relationships based on trust and respect
Develops culture, leaves scope for creativity & personal style
Manages people, can work with all colleagues, retains key staff, treats colleagues equally
22. Changing organisational culture Real organisational development and growth will only happen if we embrace all differences by recognising and acting upon individual needs.
UoB policy: 'The University recognises that all of its staff and students have a duty to support and uphold the principles contained in its E&D and supporting policies. The commitment of all members of the University’s community is required to make the policy a success.
23. Further information