Contemporary Case Studies in HRM Report
Sam1994
DiversityEqualityandInclusion.pptxIntroduction to Diversity, Equality and Inclusion
By the end of this week you will be able to:
Critically consider contemporary understanding of workplace ‘diversity, equality and inclusion’
Critically review business case arguments and organizational practices aimed at addressing diversity in the workplace
Legislation: “Protected Characteristics”
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https://www.gov.uk/discrimination-your-rights/types-of-discrimination (accessed 27.01.2018)
The focus on diversity and inclusion is associated with:
Increasing number of women on the labour market
Increasing number of ethnic minorities on the labour market
Opportunities that those changes provide companies with (e.g. tapping into the new market segments)
The increasing number of employees who choose to work even after reaching the retirement age
Corporate reputation and CSR
All of the above linked with the business case for diversity
Human Capital Theories in connection with diversity manager’s role
Cultural – e.g…..
Social – e.g…..
Symbolic – e.g…..
Source: Tatli and Alasia - Ch.12 in Healy et al (2011)
Perspectives on Diversity, Equality and Inclusion
Equal Opportunities Approach:
create structures which ensure all groups are treated the same ‘emphasises ‘sameness’ between diverse social groups’ (Wilton, 2016:307)
But, equal treatment is not the same as giving equal chances
Perspectives on Diversity, Equality and Inclusion (2)
Diversity Management Approach:
- acknowledges inequality, but works with differences (Wilton, 2016)
Liff (1997, cit. Wilton, 2016): 4 possible approaches:
Dissolving differences
Valuing differences
Accommodating differences
Utilising differences
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Perspectives on Diversity, Equality and Inclusion (3)
Ensures that everyday practices do not exclude others or make it uncomfortable or inconvenient for others to join in:
E.g. socialising at the pub after work
E.g. breakfast meetings
E.g. golf outings
Unconscious Bias
Thinking and actions
Presumptions
Decision-making
Making judgements
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Some numbers (as of 2016)
Gender Pay Gap - on average, how much more than women do men earn (in %)?
Women on FTSE 100 Boards – what % are female?
Ethnic Diversity on Boards – what % are people of colour?
Age by 2020 – by 2020 what % of the workforce will be over 50?
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Practical considerations
Reasonable adjustments
Flexible working
Work-life balance
Business implications vs business benefits
The Case for Equality & Diversity
The Business Case – benefits accrued from diversity:
organisational success is dependent on using the full potential of all staff
employing a fully diverse range of people broadens the customer base and the ability to manage it effectively
Widens the recruitment pool; works with a changing demographic
Improves organisational image
Incorporating a range of experiences, Wilkinson et al, Ch. 12 (2016)
Diversity
The Social Justice case
It’s the right thing to do
A social duty to address discrimination & disadvantage
Ethically and morally right even if no direct or immediate gains to the organisation
Public sector association
Kirkton & Greene (2006)
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Addressing Diversity in the workplace
Training
Positive action – special schemes targeting under-represented groups
Mentoring
Quotas
Special interest groups
Flexible working arrangements
Legislation Healy et al, (2011)
Reviewing custom and practice
Standardised recruitment and selection practices
Targeted vacancy advertising
Tracking diversity statistics on selection, advancement etc
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Global considerations
Differences in:
Legislation
Custom & practice
National culture
Convergence vs divergence (Ozbilgin et al, 2015)
Contemporary Concerns
Immigration and migration in the UK (14% of population is ethnic minority (source: Beyond One by 21)
LGBT(Q)
Terrorism (and subsequent attitudes)
Brexit
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References
Wilkinson, A., Redman, T., Dundon, T., (2016), Contemporary Human Resource Management, Text and Cases (5th Edition), Harlow:Pearson
Wilton, N (2016) An Introduction to Human Resource Management (3rd Edition), London:Sage
EY, (2016) Beyond One By 21, http://www.ey.com/Publication/vwLUAssets/A_Report_into_the_Ethnic_Diversity_of_UK_Boards/$FILE/Beyond%20One%20by%2021%20PDF%20Report.pdf accessed 8.12.2016
Employing older workers: An employer’s guide to today’s multi-generational workforce, DWP https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/142751/employing-older-workers.pdf accessed 13.12.2016
Sealy, R., Doldor, E., Vinnicombe, S., The Female FTSE Board Report 2016, Cranfield School of Management
Kirkton, G. and Greene, A., The Dynamics of Managing Diversity, A Critical Approach (2nd Edition, 2005), Oxford: Elsevier Butterworth-Heinemann
Healy, G., Kirkton, G., Noon, M., Equality, Inequalities and Diversity, contemporary Challenges and Strategies, 2011, Basingstoke: Palgrave Macmillan
Ozbilgin, M. F., Tatli, A., Jonsen, K., (2015) Global Diversity Management, An Evidence-based Approach (2nd Edition), London:Palgrave
