7028SR- GROUP- 1
Sa1_Jyyy
Topic4.2-DiversityandInclusiveLeadership.pptx
Breakthrough Leadership Skills MN7028
Topic 11: Diversity and Inclusive Leadership
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Learning Outcomes for this session
Compare/Contrast Equality agenda with Diversity agenda
Current situation
The business case
Solutions
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Equality and diversity – background and context
Societal context – landmark legislation in UK includes: Race Relations Act, 1965; Equal Pay Act 1970; Sex Discrimination Act 1975; Disability Discrimination Act 1995; Equalities Act 2010…. Extension to organisational users/customers as well as employees.
Equal opportunities policies
Managing diversity – origins in radical social movements in USA; ‘diversity’ a multiplicity of differences beyond gender and race; concept of diversity adopted and promoted in late 20th century as a response to challenges presented by demographic change
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Consolidation: Equal Opportunities under Equality Act 2010
Acknowledgement that some groups in society face discrimination.
Legislation by Government
The Equality Act (2010) brings together the legislation governing all forms of discrimination in the workplace and established the right of everyone ‘to be treated fairly’ and ‘in exactly the same way’ (CIPD, 2017)
Fair access, treatment and promotion (orgs)
Equal Opps. policies (orgs)
Positive actions encouraged (orgs)
Positive discrimination illegal
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Scope of legislation:
Some areas of discrimination covered by law include
age
disability
gender reassignment
marriage and civil partnership
pregnancy and maternity
race (including ethnic origin, colour, nationality and national origin)
religion or belief (including philosophical belief)
sex
sexual orientation
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The equal opportunities approach
Concern of social justice and equality in line with the humanistic tradition of HRM
Employers’ responsibility to ensure legal compliance and counter discrimination
‘Equality proofing’ of organisational policies and practices – e.g. in recruitment and selection
Targeted groups and positive action (e.g. Police Force).
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Managing Diversity
‘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 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 & Fullerton, 1998)
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The “Managing Diversity” approach
Link with a more strategic model of HRM
Intended to engage and interest everyone (particularly managers) in promoting organisational inclusion and equality
Focus on individual, rather than group, differences.
Encompass all the ways that people differ, not just those associated with discrimination and disadvantage
Push the centrality of the ‘business case’ – economic, rather than moral, rationale for diversity
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Current context
References to equality or diversity may create competing discourses
Distraction of working towards a target > tokenism?
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Processes for achieving equality/diversity
Equality agendas:
Equal chance
Equal access to (all) opportunities
Equal mechanisms to progress
The short versus the long agenda
Human Capital agendas:
As above but beyond compliance with law) they may be fragile, and influenced by commercial expedience.
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Positive Action for achieving equality/diversity
Encourage applicants from an under-represented group to apply for roles
Encourage applicants from an under-represented group to take training and development opportunities which will increase access to roles
Build mentoring schemes inside firms.
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Links with HRM
Social justice
Humanistic traditions of HRM
Commitment
Transcends legal compliance
Human capital
Economic expediency
Driven by business interests
Concerned with maximising efficiency
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Alignment with HR strategy
Recruitment and selection
Appraisal and reward
Training and development
Culture change
How realistic is a strategic approach to equality?
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Key elements of the business case
Enables organisations to recruit employees from the widest pool of talent
Diversity is linked in some studies with greater creativity and innovation and superior performance
People are more engaged in organisations with a diverse set of employees
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Enables organisations to recruit employees from the widest pool of talent ...
Neurodiversity
Movement to work
Older employees
Ex convicts?
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People are more engaged in organisations which encourage a diverse set of employees
Culture
Networks
Safe environments where people can be authentic and self-actualised
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Stonewall, 2010
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Employee engagement
Stonewall (2010) ‘concealing sexual orientation at work reduces productivity by up to 30%’
Catalyst (2009) LGBT employees in organisations with networks, resource groups and/or mentoring programmes are 7% to 16% higher in their workplace experience scores.
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Managing Diversity
What do you think the figures are in terms of women and ethnic minorities in the workplace?
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Continued under-representation of women and ethnic minorities…
Gender split in the UK workplace is now around parity.
However in the board room there is still a gender imbalance (circa 33% women to 77% men) ( www.gov.uk, 2020)
Over half of FTSE 100 firms have no ethnic minorities on their boards at all and they occupy 2% of the positions overall (City AM 2017).
Male BAMEs 6% and female BAMEs 3.8% of FTSE100’s board roles (DiversityQ, 2020)
Pay discrepancy: https://www.theguardian.com/uk-news/2018/mar/10/top-paid-men-women-gender-gap
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Managing cultural diversity
Impact of globalisation, increased movement of people and internationalisation of business
Focus on ‘culture’ as a key dimension of difference
Emergence of cross-cultural management as a distinctive field of theory and practice
Key theorists include: Hofstede, Trompenaars, Hall...
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Selected references
CIPD (2018) Diversity and Inclusion at Work. Facing up to the Business Case
Accessed 13/03/19 at CIPD website
Cockburn, C. (1989) ‘Equal opportunities – the short and long agenda’ Industrial Relations Journal 20/3 213-25
French, R. (2015) Cross-Cultural Management in Work Organisations (3rd edition) London: CIPD
Kirton, Gill, and Anne-Marie Greene. The Dynamics of Managing Diversity : A critical approach, Taylor & Francis Group, 2015. ProQuest Ebook Central, https://ebookcentral.proquest.com/lib/londonmet/detail.action?docID=2126963.
Noon, M. (2007) ‘The fatal flaws of diversity and the business case for ethnic minorities’ Work Employment and Society 21/4 773-84
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