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Developing and promoting diversity in private and public business. mangfold.no

Developing and promoting diversity in private and public business. www.mangfold.no. MIA develops measures for private and public business in order to advance equal opportunities for all employees – A condition to utilize diversity in a constructive manner. MiAs founders:. Norske Shell AS

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Developing and promoting diversity in private and public business. mangfold.no

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  1. Developing and promoting diversity in private and public business. www.mangfold.no Mangfold i Arbeidslivet (MIA)

  2. MIA develops measures for private and public business in order to advance equal opportunities for all employees – A condition to utilize diversity in a constructive manner. MiAs founders: • Norske Shell AS • Folkeuniversitetet • Nedre Glomma kurs og kompetansesenter • Arbeidsbevegelsen Arbeidsgiverforening • Vin- og brennevins- arbeidernes forening • Hero flyktningemottak • Oslo Sporveier • Ringnes AS • X-ray ungdomshus • Arcus • ISS • Røde Kors • Mangfold i arbeidslivet • Coop • 3 enkeltpersoner Mangfold i Arbeidslivet (MIA)

  3. MiA a non-profit foundation -our goal is to promote diversity at the workplace: A diverse work life, where everybody is included, and are given equal opportunities regardless of gender, age, religious beliefs, disability, ethnic background and sexual orientation. Sources: UN Declaration of Human Rights, and the EU’s equal opprtunities directive (2003). Mangfold i Arbeidslivet (MIA)

  4. MiAs projects and initiatives • International cooperation: EIW - developing tools for diversity - best practice - to face common European challenges and opportunities. 10 partner countries. Mangfold i Arbeidslivet (MIA)

  5. MiAs projects and initiatives • Benchmarking: The Diversity Mirror. Private and public organizations. • Conflict management • Managing Diversity: How to manage a diverse workforce. • Language and vocational training: private and public firms. • Recruitment and qualification based on diversity Mangfold i Arbeidslivet (MIA)

  6. Managing diversity MiA’s method of work • Building relations. Top management, middle management and the unions. • Mapping. Reaching an agreement about measures, training needs etc. • 3. Implementing training – e.g. language and vocational training, management and communication, recruitment, conflict management • 4. Communication training for managers and other key personnel. • 5. Mid-period evaluation • 6. If necessary – adjustments of measures or training. • 7. Final evaluation and recommendations for the continuing work. E.g. customizing the in-house training, the vocational training. Organizational measures, personnel management etc. Mangfold i Arbeidslivet (MIA)

  7. Case: Ringnes largest brewery in Norway Qualification of workers with minority background • The process had a firm foundation in the management and the labour union • Objective: to train employees to become foremen/ supervisors. Based on the recognition that the employees with minority background did not ascend after years of work as their Norwegian co-workers. • Language training and vocational training with bi-lingual teachers. • Result: • Improved performance and utilization of the workers’ skills • Improved recruitment base • Improved internal mobility among employees • Strengthen internal communication => better results Mangfold i Arbeidslivet (MIA)

  8. Tore Skovli – Moss – salad factory • Language and communication skills training. • Results: • Improved direct communication between management and employees. Mangfold i Arbeidslivet (MIA)

  9. Case: Ullevål Hospital Improvingcommunication skills for cleaning staff • Goals: • better communication with health personnel • Recruitment for manager positions Mangfold i Arbeidslivet (MIA)

  10. Steps at Ullevål Hospital: • Mapping: interviews with staff, managers, cleaning personnel in order to establish needs and decide on adequate measures and training needs. • Communication training, self-management, enhance self-esteem => • Increased pro-activity at work => better communication, improving possibilities for reaching other positions at work Mangfold i Arbeidslivet (MIA)

  11. Work for Equal Opportunities and Equality Standard • Part of the Performance management process • Mainstreaming process • Best Value Indicators • Inspection regime • Benchmarking - Equality Mirror • (Based on experiences from Norway and England) Mangfold i Arbeidslivet (MIA)

  12. Diversity MirrorBenchmarking Diversity in public and private enterprise • Measure performance along different dimensions of diversity: • Recruitment and Human Management • Retention Policy • Services and customer service • Adapted and adequate information • Communication Mangfold i Arbeidslivet (MIA)

  13. Process Diversity Mirror Results Diversity profile Preparation Commitment in management Information meeting Survey Statements New survey Changes? Improvements? Dialogue seminar Implementation Plan of action Measures Mangfold i Arbeidslivet (MIA)

  14. Diversity mirror – places of implementation • Primary school & secondary school • Public health centre • Insurance company • Social security office (NAV) • Public employment office (NAV) • Health and Welfare office (NAV) • Private vocational academy Mangfold i Arbeidslivet (MIA)

  15. Conditions for successful implementation • Commitment in the management and union • Sufficient time to implement the 6 steps • Thorough planification of activities – dates for implementation of the different steps • Good communication between accommodator and the project group in the organization • Dialogue seminar is located outside the office • At a minimum a whole day to complete the dialogue seminar Mangfold i Arbeidslivet (MIA)

  16. Dialogue seminar • From the 5th phase in the process – public health care center in Drammen Mangfold i Arbeidslivet (MIA)

  17. Results • A thorough and well implemented process lays the foundation for implementing needed measures and training – but also recognizing the good practice that exists • The enterprise has now formulated/ established a number of challenges. • To make changes after this process requires commitment from the management in implementing the right measures to face the right challenges. • Not only has the need for improvement been established by the process – the employees has had time to reflect and gain consciousness about the need for adaptation and change Mangfold i Arbeidslivet (MIA)

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