Ireland’s Changing Workforce Harnessing Diversity in …Diversity_and_the... · Ireland’s Changing Workforce Harnessing Diversity in the Workplace In practice however, the two

Ireland’s Changing Workforce Harnessing Diversity

in the Workplace

IBEC RESEARCH and information services

managing diversity 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 ……….

differences come together to create the whole

organisation in much the same way as single pieces

of a mosaic come together to form a pattern.

Contents

Introduction 2

What is Diversity Management? 3

Managing Diversity and Equal Opportunities 4

The Context for Diversity Management 5

Business Case for Diversity Management 7

Analysis 9

Planning 13

Implementation 15

Monitoring and Evaluation 17

IBEC Initiatives in the Area of Diversity 19

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Ireland’s Changing Workforce

HarnEssing Diversity

in the Workplace

■ Ireland’s Changing Workforce

Harnessing Diversity in the Workplace

The concept has only emerged inthe UK and Ireland in morerecent years. Kandola andFullerton first published one ofthe most important explorationsof the topic to date in 1994.More recently, the CIPD in 1999published a report on this subjectentitled ‘Managing Diversity:Evidence from Case Studies.’ It isonly in the last few years that asmall number of, generally largerorganisations, have systematically introduced diversity managementprogrammes in Ireland.

The key drivers behind diversitymanagement in the internationalcontext are having an increasing-ly strong influence in Ireland.These include changing work-force demographics in an

their own needs. It is importantto note that there is no one rightway to devise a diversity management model, as eachcompany is different and has itsown set of cultural values andbusiness requirements.

increasingly competitive globalmarketplace and the increasingemphasis placed on companyand workplace ethics. However,some of the drivers in Irelandhave been domestic in originsuch as the equality regulatoryframework provided by theEmployment Equality Act, 1998and the Equal Status Act, 2000.

This framework document provides an overview of whatdiversity management is andlooks at some of the economic,legal and demographic driversfor the concept. It also examinesthe business case for diversitymanagement, and offers suggestions for a diversity management model, that organisations could adapt to

Introduction

The concept of managing diversity emerged in the US in the early 1990s at a time when

significant demographic changes were evident, changes that were clearly going to lead to a more

diverse workforce. This prompted academics and business people in the US to explore the impact

of such changes and to identify ways to manage in the new environment and so the term

managing diversity was born. This concept should not be confused with equal opportunities

policies, although there are similarities. Managing diversity is about creating an environment of

mutual respect. It is based on the belief that in such an environment people will work more

effectively and creatively, leading to business and human resource gains.

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What is diversity management?

"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 .... differences come together to create the whole organisation in

much the same way as single pieces of a mosaic come together to form a

pattern"

(Kandola and Fullerton, 1998)

Diversity management does not involve assimilation

of people to fit the EXISTING organisationAL CULTURE.

Rather, it involves ensuring that people maximise

their potential and their contribution to the

organisation leading to an inclusive company

culture.

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In practice however, the twoapproaches are not mutually exclusive, and substantial benefitscan come from an overallapproach, drawing on the mostrelevant elements from both disciplines. Any approach in thearea should be a holistic one,aimed at inclusiveness and firmlylinked to the overall business strategy of the organisation.

Diversity management requires anappreciation that people are different and that these differencescan bring sustained businessadvantage through good manage-ment practice. It incorporates thefollowing principles:

■ it promotes an environmentwhere differences are recognised,valued and employed;

■ the belief that in such an environment people will workmore effectively and creatively, tothe benefit of the organisationand the individual.

■ diversity refers to any factorthat makes people different, bothvisible and invisible – in the caseof the former, factors such as raceor gender and in the latter case,issues such as communicationstyle, work style and experience;

■ it involves attracting the people the organisation needsinto the future without the obstacles of irrelevant consider-ations, thereby preventing andaddressing skills shortages;

■ it requires the involvement of all employees, but especially managers, to manage well and inaccordance with policies thatreflect the principle of respectingdifference;

Managing Diversity and Equal Opportunities

Traditional equal opportunity approaches have tended to focus on compliance with legislation

and regulation, both of which are externally driven, as well as positive action initiatives for

specific groups, which can include a focus on meeting targets. On the other hand, managing

diversity policies seek to benefit from the particular abilities of individuals from a business

perspective while recognising the benefits which can accrue from the diversity itself within

the workforce.

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Irish demographic trends

Rapidly changing demographics,which are impacting upon theIrish economy have been instrumental in a greater emphasis on managing diversity.According to the QuarterlyNational Household Survey,Second Quarter 2002, the overalllabour force increased by 45,100when compared to the secondquarter 2001, to reach1,827,000. The survey reportsthat the labour force participation rate for malesdecreased from 71.1% in thefourth quarter 2001 to 70.4% inthe second quarter 2002, whilstfemale participation increasedfrom 48.6% in the fourth quarter 2001 to 48.8% in thesecond quarter 2002.

male workers compared to theprevious twelve months. Whilstthese figures are not available forthe most recent survey for thesecond quarter 2002, the surveydid find that the level of part-time employment for the secondquarter 2002 had increased by5,300 to 289,600 compared tothe second quarter 2001.

In the fourth quarter of 2001,the Quarterly National

Household Survey found thatpart time employment accountedfor 18.5% of annual employ-ment growth. An additional9,900 females were employed inpart time jobs while there was areduction of 2,000 part time

The context for diversity management

Business environment

The changes in the environment in which Irish organisations do business have provided a strong

impetus to diversity management initiatives. These factors may be briefly summarised as follows:

■ increased globalisation of the market which has resulted in a significant increase in the

amount of business being carried out on an international level;

■ developments in information technology which have contributed to increased interaction

between Irish employees and international counterparts, through such media as electronic

mail, the internet, video-conferencing etc.;

■ the location in Ireland of multinational organisations and the consequent increased presence

and awareness of more diverse cultures;

■ the interaction of different nationalities and cultures in the Irish workplace due to net

immigration, the recent downturn notwithstanding;

■ globalisation of the market economy which has resulted in organisations being faced with a

more diverse customer base for which stiff competition is faced from lower cost economies.

Increasingly therefore, organisations are viewing diversity management as a means of obtaining an

advantage over competitors.

The Central Statistics Office reports the following net migration

figures for the period 1996-2002:

Year (ending April) Net Migration

1996 8,000

1997* 15,000

1998* 22,800

1999* 18,500

2000* 20,000

2001* 26,300

2002* 28,800

*Preliminary

Source: CSO, Population and Migration Estimates, April 2002, Table 7

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From the figures outlined in thetables opposite, it is clear thatIreland is becoming increasinglymulti-cultural. This underlines theneed for an increased emphasison managing diversity.

Perhaps one of the more profound changes in the Irishlabour market and indeed in Irishsociety generally, has been the significant increase in the numberof foreign nationals seeking andgaining employment in this country and in so-doing, also joining the domestic market forgoods and services.

Legal impetus

The statutory requirements of theEmployment Equality Act, 1998and the Equal Status Act, 2000provide further definition to thecontext in which managing diversity takes place. TheEmployment Equality Act, 1998focuses specifically on equality inthe employment context. It out-laws discrimination on the following nine grounds andbroadens the range of anti-discriminatory protection that isavailable to employees:

Gender Disability

Marital Status Race

Family Status Religion

Sexual Orientation Membership of the TravellerCommunity

Age

Employers must also be aware ofthe Equal Status Act, 2000 whichprevents discrimination on thesame nine grounds listed above,in relation to access to propertyand in the provision of goods andservices.

Figures from the Department of Enterprise, Trade and Employment in respect

of the numbers of work permits issued since 1999 provide further evidence

of the increased presence of non-nationals in the Irish Labour Force:

Year No of Work Permits Issued*

1999 6,215

2000 18,006

2001 36,436

2002 40,321

*Includes total permits issued (new & re-issued)

Source: Department of Enterprise, Trade and Employment

The Department has identified the following countries as accounting for the

greatest proportion of work permits issued:

2000 2001 2002*

1 Latvia Latvia Latvia

2 USA Lithuania Lithuania

3 Philippines Poland Philippines

4 Czech Republic Philippines Poland

5 Poland Romania Romania

*As of November 2002

The CSO’s Population and Migration Estimates, April 2002 reported that net

immigration was estimated to reach 28,800 in the year to April 2002. The

number of immigrants increased to 47,500 in the year while the number of

emigrants declined to 18,800 for the same period. In the year to April 2001,

the number of immigrants increased to 46,200 while the number of

emigrants declined to a record low of 19,900 for the same period.

Of the 46,200 in 2001, approximately:

■ 39% were returning Irish nationals;

■ 15% were from the UK;

■ 13% were from the rest of the EU;

■ 6% were from the USA;

■ 27% were from the rest of the world.


Of the 47,500 in 2002 approximately,

■ 38% were returning Irish nationals;

■ 11% were from the UK;

■ 13% were from the rest of the EU;

■ 4% were from the USA;

■ 34% were from the rest of the world.


While returning Irish nationals continued to be the largest immigrant group

in 2001 and 2002, this share has been decreasing steadily from 55% in

1999.

Improved team effectiveness

An awareness on the part ofemployees of their own individuality and that of othersshould lead to a greater under-standing of the values andnorms held by their colleagues.This may lead to a greater appreciation of diverse points ofview and different approaches towork and problem solving, thereby contributing to improvedoverall team effectiveness andinnovation.

Reflecting diversity of customer base

An inevitable outcome of globalisation has been anincreasingly varied customerbase. By employing a diverseworkforce, organisations wouldexpect to gain a greater appreciation of the needs oftheir customers, e.g. proposingideas for potential new marketsthat may otherwise have beenoverlooked.

Enhanced public imageIn adopting a diversity manage-ment approach, organisationscan be perceived as more progressive and in tune with thedemands of the workforce, suppliers and, most importantly,the customer base.

Recruitment and retention of staff

The dilemma facing companiestoday is how to attract the bestpeople and keep them in a constantly changing environment. Through a greaterfocus by companies and organisations on the individual,employees will feel more valued,which in turn can aid retention.Good management in this areashould ensure continued successin attracting a more diverseworkforce.

Business case for diversity management

Staff morale

A comprehensive diversity management strategy should make employees feel more included in

and valued by the organisation. If the skills, talents and values of individual employees are

recognised and positively used in the organisation, it should lead to better morale and enhanced

productivity.

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Enhanced management skillsGood diversity managementskills are entirely compatible withgood people management skills.Focusing on improving managers’ ability to oversee adiverse workforce can improvetheir overall people managementskills.

Opportunity to create anddevelop inter-organisationalrelationships

Globalisation has resulted inincreased speed with whichmergers, take-overs and acquisi-

in overcoming skills shortages atcertain times or may provide analternative to redundancythrough offering career breaks,part time working etc.

Reduced risk of litigation

An organisation which is conscious of the diverse natureof its workforce and customerbase is more likely to anticipateproblems arising, thus potentiallyreducing the risk of litigationunder either the EmploymentEquality Act, 1998 or the EqualStatus Act, 2000.

In general, the processinvolves four key stages:

■ Analysis ■ Planning ■ Implementation ■ Monitoring and evaluationThe precise application of theabove four stages should beadapted as appropriate withineach organisation so as to meetwith particular needs.

awareness of diversity in theworkplace, but rather, it requiresa new approach to the mannerin which individuals are treated.

A successful strategy for themanagement of diversity in theworkplace involves a compre-hensive approach which is likelyto impact on most, if not all, ofthe key features of the organ-isation, including culture,processes and procedures, HRpractices, and managementstyle. Diversity management isnot simply about heightening

tions take place. Managerstherefore are required to developcloser professional relationshipswith managerial counterpartsfrom varying nationalities andcultures.

Increased flexibility- necessary for survival

Flexible organisations are betterplaced to deal with the morerapid or unexpected changes inthe surrounding business environment. An ability to provide family friendly/worklifebalance opportunities may assist

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Stage 1

Analysis■ diversity profile■ employment process

Stage 2

Planning

■ objectives■ commitment■ resources■ prioritise & co-ordinate■ communication

Stage 3

Implementation■ training■ manager’s role■ policies & procedures

Stage 4

Monitoring & Evaluation■ mechanism■ ongoing

DIVERSITY MANAGEMENT MODEL

Outlined below are suggestedsources of information fromwhich to analyse the diversityprofile of an organisation’s work-force. Organisations may haveother sources of informationavailable to them, or other methods of collecting informa-tion, which they may use in addition to those suggested.

Building a diversity profile ofthe workforce

Staff turnover

Turnover statistics■ Monitor staff turnover, examine the frequency ofturnover and analyse theturnover statistics.

Performance reviews■ Carry out performancereviews, consider having a section for employee comments.These comments can be a richsource of analytical informatione.g., issues about ‘fitting in’, lackof training and developmentopportunities, lack of opportunities to develop skillsand talents, difficulties withaddressing work life balancesmay signal diversity issues.■ Consider including a sectionon inclusion and diversity issuesin future. ■ Consider analysing thereviews by categories such asgender, age, non-EEA status etc.

Analyse the staff turnover byyears of service, is it highest inthe first year?

This may point to issues such aspoor induction, inadequate training and difficulty adjustingto the company culture.

Exit interviews■ Conduct exit interviews,examine reasons for resignations.Find out if staff are leaving dueto diversity issues such as not fitting in.

Employee statistics■ Consider examining employee statistics under criteriasuch as:a) gender, b) age, c) Non EEAstatus, d) disability etc.

Analysis

This is the ‘ground work’ stage, which is fundamental to the successful implementation of the

diversity management strategy. There are two aspects to it. First to build up a profile of the level

of diversity that exists in an organisation and among its customers. Second, an examination of the

employment process to identify areas relating to diversity that need to be addressed.

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Harnassing Diversity in the Workplace

Other issues■ What significant changes hasthe company undergone inrecent times? ■ Think about including a section on diversity in futureemployee attitude surveys. ■ Consider setting up a cross-functional focus group(s) toexamine the issue of diversity inthe organisation. ■ Does market research givethe organisation enough information to identify thepotential and diverse needs ofvarious customer groups?

The Employment Process

HR processesThe graphic below illustrates the employment cycle in anorganisation. It includes all HRprocesses from HR planningthrough to the termination ofthe employment contract. Beloware some areas of the HR processwhich can be analysed from adiversity perspective.Organisations should feel free toadd to the list any other areasthat are of particular relevance tothem.

HR planning■ In examining skills and competencies, are employeeassessments based on qualifications and /or documented skills only, or arepotential areas for individualdevelopment also identified? ■ Does the company’s targetedrecruitment supply the skills andcompetencies needed? ■ If there are currently skillsand competency gaps, how willthose be addressed?

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The employment process

Recruitment & selection proceduresThis is potentially an area whereorganisations may encounter thehighest levels of diversity, and itis essential that no discriminationoccurs. The entire recruitmentand selection process must beobjective and transparent. Toensure compliance with employ-ment equality legislation look atthe present systems and ask ifthey are in keeping with the following:

Selection criteria■ Prepare job descriptions andpersonnel specifications for eachposition ensuring the job-specificcriteria can be objectively justified. ■ Do those recruited reflect the diversity profile of the applicants?If not is there a job specificrequirement that justifies this?■ Job specifications must contain only those requirementsthat are absolutely essential inorder to perform the job competently.

Advertising■ Ensure advertisements do notdiscriminate or indicate an intention to discriminate. ■ Ensure that gender-neutraljob titles are used in advertisements. ■ State that the organisation isan equal opportunities employer. ■ Remember that advertisements appear not just in print, but also on radio, inmagazines, on the internet, byword of mouth etc.

■ Remember the EmploymentEquality Act does not require anorganisation to employ anyonewho is not capable of under-taking the duties attaching tothe position. However, the Actobliges the employer to do allthat is reasonable to accommo-date the needs of people with adisability, up to a nominal cost.So offers of employment shouldnot be withdrawn, unless it canbe proven that the candidate isunable or unwilling to carry outthe full duties of the positionincluding all of the conditionsattached to the post. For example, requirements to doshift-work, work weekends, reasonable amount of travel andso on.

Induction training■ Is induction training conducted? ■ If so, when was the last timethe induction process wasreviewed? ■ One approach to analysingthis information is to compare turnover figures in the first yearof employment with such figuresprior to introducing/updating theinduction process. What changeshave taken place? What reasonsexist for such changes? ■ Is there a mentoring processin place for new employees? ■ Is the organisation’s harassment policy brought to the attention of new employees,and are the procedures to be followed, should harassmentoccur, explained?

Application formsUse an application form, andensure the following questionshave been removed:■ age / date of birth; ■ marital status; ■ number of children; ■ nationality; ■ place of birth; ■ sex; ■ questions regarding disability/medical conditions.

Do not request that candidatessupply photos with the applica-tion form. If photos are required,request that the candidate bringone to interview.

Interview■ Avoid statements or questions that are of a discrimi-natory nature, for example questions regarding a candidate’schildminding arrangements, ormarital status, or asking a member of one sex how theywould feel about working predominately with members ofthe other sex. ■ Ensure that interviewers areaware of the requirements of theequality legislation. ■ Ensure that each candidate isassessed in relation to how theirattributes match those laid downin the personal specification. ■ Keep interview records for 12– 18 months after the interview.

Medical screening■ Conduct pre-employmentmedicals, and ensure that theytake place after the interview. ■ Ensure the company doctoris aware of the job descriptionand the working conditionsinvolved.

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If new employees are non-nationals, remember they are notnecessarily just new to the joband the workplace, but may alsobe new to the country, so induction training may need tobe tailored to their needs. Thefollowing points can be considered:■ provision of translators/translated materials; ■ providing assistance withopening bank accounts; ■ assistance with findingaccommodation.Any assistance provided to foreign nationals must also beextended to Irish nationals ifrequired.

Performance management■ Is there a staff performancemanagement system in place? ■ Is it objective, transparent,fair and consistent? ■ Are managers trained in itsoperation?

Harassment and dignity at work■ Does the organisation have apolicy (policies) in this area? ■ Does it cover the ninegrounds mentioned in theEmployment Equality Act, 1998? ■ Is the policy communicatedto all staff? ■ Has training been providedfor managers and supervisors onhow to deal with complaintsreceived under the policy? ■ Are all staff aware of theirresponsibility to prevent harassment and bullying?

■ improving company reputation and image.Depending on the diversity profile of the workforce, work-life balance initiatives couldprove very useful in attracting, retaining and motivating staff.These initiatives can include flexitime, personalised / flexiblehours systems, job sharing, term-time working, part-timeworking, compressed workingweek, annual hours systems, and e-working.

Remember that as a workforcechanges or develops, its diversityprofile will change. Similarly business needs will change overtime. A family friendly policy thatwas appropriate 15 years ago,may not be appropriate today orvice-versa. This should be re-viewed on an ongoing basis.

Summary of the analysis stage:

■ audit current state of affairsin the organisation; ■ identify existing difficultiesarising from diversity issues; ■ examine existing policies andprocedures; ■ establish diversity profile oforganisation; ■ establish what is to beachieved and identify the reasonswhy.

■ Does the policy go furtherthan simply complying with thelaw? Does it make a positivestatement about individuals entitlement to dignity at work?■ How does the organisationmonitor and evaluate the successof this area? ■ Are complaints dealt withspeedily and resolved successfully? ■ In the absence of formalcomplaints, do staff feel thatthey are being treated with dignity at work?

If the organisation does not havea policy covering harassment andsexual harassment, one shouldbe put in place.

Work-related opportunities suchas training and development &promotionEnsure that there is no discrimination regarding accessto these opportunities.

Matching work-life balance policies to diversity profileExamine what work-life policies the organisation currently has in place.Do these policies match the diversity profile of the organisation?What benefit do such policieshave in the following areas:■ attracting and retaining quality staff; ■ making staff more motivatedand productive; ■ reducing employee stress levels; ■ reducing sick leave/absenteeism;

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Elements of a successful planning process

Senior management commitmentSuch commitment needs to bevisible, active and ongoing. Itneeds to be shown through senior management’s ownbehaviour and in the level ofresources to allocated to thestrategy. Senior management’scommitment needs to be communicated to staff.

Identification of objectivesObjectives should be clear andquantifiable, and developed inconjunction with business objectives. Objectives can be specific or alternatively, they canbe more wide ranging across theorganisation as a whole.

considerable resources in termsof time, money and training. Acareful cost benefit analysisshould be carried out. Certainaspects of a diversity strategye.g., introduction of paid maternity leave, or other ongoing benefits can involvecontinuous cost to the companyin payroll terms. However, otherinitiatives can involve less financial cost, and rely instead ona time commitment. Strategiesthat fall into the latter categoryinclude tools such as mentoring,coaching, networking arrange-ments, and awareness raising.

Co-ordination of approachDiversity management is a clearbusiness strategy that, in orderto be successful, needs a co-ordinated approach across the

ImplementationAlong with developing objectives, a programme ofaction should also be developed.Its priorities should be identifiedfrom the analysis stage. One areaof priority should be to ensurecompliance with the law, both interms of policies and proceduresand in terms of organisationalbehaviour. Identifying a numberof key tasks at the outset whichare relatively quick and easy toachieve, can prove useful.Success at an early stage shouldresult in commitment and a willingness to take on more difficult objectives at a laterstage.

Allocation of resourcesDiversity management strategiescan sometimes involve

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Planning

Once a clear picture of the current state of diversity within the organisation has been obtained, this

paves the way for the planning stage. This stage requires a comprehensive and systematic approach

towards establishing the key objectives behind the strategy. The successful implementation of this

strategy will depend on other factors such as the commitment of senior management and the

provision of adequate resources to ensure the successful implementation across the organisation as

a whole. Once there is confirmation of the level of resources to be dedicated to the initiative,

decisions can be made as to the necessary and appropriate actions to be undertaken as part of the

overall programme. Finally, an appropriate timeframe should be allocated to the various stages of

the programme.

organisation. Appointing ‘diversity champions’ at all levelswithin the organisation withresponsibility for implementationand communication of theprocess is one way of spreadingownership across the organisation. Cross-departmental communication is also importantto ensure consistent implementa-tion and co-ordination of theprocess across the board.

Establishing accountabilityIn order to be successful, a diversity strategy needs to beperceived as an organisation-wide priority.

Key priorities for establishingaccountability include:■ identifying people responsible for the overall implementation of the strategy; ■ ensuring all managers areaware of the contribution theymust make towards implemen-tation; ■ ensuring managers are awareof the role they play in both preventing and dealing withissues of discrimination orharassment; ■ ensuring employees areaware of their role in diversitymanagement.

Summary of the planningstage■ gain senior managementcommitment; ■ establish key objectives forthe programme and prioritiseareas which need to beaddressed; ■ decide on a suitable co-ordination mechanism toensure a consistent approach; ■ decide on allocation ofresources; ■ decide on appropriate communications strategy foremployees.

CommunicationA key point to consider in thecommunication of the diversitymessage is that employees mayfear that the employer is engaging in a form of politicalcorrectness or thought policing.This may cause resentment andlead to the strategy not beingimplemented in full. In order toavoid such issues arising, it isimportant to emphasise thatwhat the company is establishingis a set of company values andstandards of behaviour withinthe workplace. In other words,what individuals choose tobelieve or say in their privatelives is a matter for them. Thecompany is setting values andbehavioural standards in theinterests of complying with thelaw and in order to create a productive working environmentfor all.

Aspects of communication toconsider include:■ how does the organisationcommunicate its diversity vision; ■ external communication; ■ employee training; ■ updating and giving feedback.

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Implementation can broadly bedivided into three areas (seebelow). Depending on the diversity profile, and aspects ofthe employment process whichare identified in the analysisphase, it may be necessary todevelop 2) and 3) in tandem orre-prioritise as the case may be.

1. Integrating diversity intoHR processes and updatingpolicies and procedures

A formal diversity policy?An important question iswhether or not to develop acompany statement on diversitymanagement. Many organ-isations see a statement ondiversity as a key starting pointand a means of setting standardsand objectives for all stake-

Work/life balance policiesThis is an umbrella term for arange of different initiatives from which employees canchoose to suit their individual circumstances. The advantage of introducing these types of initiatives is that they have universal benefit and they incorporate flexibility, two factorsassociated with successful initiatives. Undoubtedly, a majorcomponent of programmes arefamily friendly policies. Whileparticularly suited to people withdependants, these policies canhave appeal across the board. Byallowing for changes in people’slives and supporting them in fulfilling their personal commit-ments, the company can buildloyalty. Clearly, if employees finda balance between their home

holders. Others prefer not tomake a formal statement andargue that in so doing there is arisk of focussing negative attention on a group of staffwho are already an integral partof their workforce. However, it iswidely believed that it is generally good practice to havesuch a statement in place inorder to provide a focal point forlater work which may take placeon raising general awareness ofthe issues involved. In otherwords, where an organisationwishes to embark on a processof environmental and culturalchange, the use of such a statement may assist the commencement of such aprocess and provide a focus forall stakeholders on the issuesinvolved.

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Implementation

Once the planning process is complete, the programme should be ready for implementation.

The key to successful implementation of a diversity strategy is that it is not just seen as a human

resources issue, but that it is seen as vital to the achievement of business objectives. Some key

considerations include the manner and frequency with which information should be communicated

to employees, along with the role of managers / supervisors in implementing the strategy. Devise

new policies and procedures where appropriate and amend existing ones as necessary

(e.g. bullying and harassment policy).

commitments and their workthey will be more productive.Examples of flexible workingarrangements include:■ Part-time working■ Job-sharing■ Flexitime■ Compressed working week■ Annualised hours■ Personalised/flexible hoursarrangements■ Term-time working■ eWorking

Cost benefit analysisThe introduction of new policiesthat involve ongoing costs to theorganisation should receive acareful cost benefit analysis priorto and during implementation toensure that costs remain justified; especially if the diversityprofile of the workforce haschanged since the analysis orplanning stages.

2. Creating diversity awareness amongst staff andproviding training

Raising awarenessA wide range of initiatives canbe used here, from staff work-shops and training sessions tosetting up networks on specificareas, staff intranet pages, articles in staff newsletters etc.To be effective, initiatives mustsupport the diversity policy,which should in turn support theorganisation’s strategy. Caremust be taken that individual initiatives do not work againsteach other but rather supporteach other.

community among them. Wherean organisation supports a number of networks it needs toensure support is equally distributed. Someone senior inthe organisation who has alreadyestablished connections usuallyfacilitates members of the network.

3. Adapting and changing therole of the manager

Clearly in implementing a successful diversity strategy,managers play a key role. Gooddiversity managers are essentiallygood people managers. Theytreat people with dignity andrespect, ensure equal access toall aspects of employment withinthe policies as laid down by theorganisation. They adapt theirmotivational styles according tothe needs of individual teammembers and promote a self-learning culture within theorganisation. They act swiftly todeal with inappropriate behaviour and lead by example.Core competencies for diversitymanagers as identified by the AnPóst Midas Project:■ demonstrated leadership; ■ strategic vision; ■ change management; ■ people management; ■ developing self and others; ■ commitment to diversity andthe business; ■ managing relationships; ■ knowledge of diversity.

Summary of the implementation stage

■ address training needs at alllevels of the organisation; ■ address changing role of themanager; ■ implement any other strategies or initiatives which areidentified as necessary.

InductionIt is an ideal opportunity to introduce new employees intothe organisation’s value system.It is useful to look at how effective the induction process isfor particular groups and ensuring those responsible aretrained, not only in technicalskills but also interpersonal andcommunication skills.

TrainingTraining in its own right is a veryuseful tool for promoting diversity. Training plays a majorpart in the integration of diversity into the company’s HRprocesses. Using varying methods of training and development can, in itself, be anacknowledgement that differentpeople learn in different ways. Itmay be more effective to integrate diversity into generaltraining programmes rather thanidentifying it as a standaloneissue. Equally the level and typeof training provided will dependon the type of role being occupied by an individual. Forexample managers engaged inrecruitment and selection willrequire very specific training inthis area. A detailed set of guide-lines on equal opportunities anddiversity training is available fromthe Equality Authority (see further reading).

Employee networksThese are made up of groups ofemployees who share commoncharacteristics. Thus there maybe a black employee network,female executives network orgay and lesbian network toname but a few. The cost offorming and maintaining thesegroups is quite low. They areusually formed as resources forthe employees they representand may provide a sense of

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The criteria chosen by the company to evaluate the successof the diversity initiatives willdepend to a great extent on theinitial reasons for implementingdiversity management. Some reasons may have included:■ retaining key staff; ■ lowering staff turnover; ■ attracting a wider pool ofemployees; ■ creating a greater work/lifebalance; ■ integrating foreign nationalsinto the workforce.

Organisations should review theaims of their diversity strategyagainst the progress achieved.Several of the tools used in theanalysis stage can employed in

diversity initiatives, to comparethe benefits experienced by theorganisation. Another tool forevaluation would be conductingentry and exit interviews, inorder to collect data on whatattracts applicants to the organisation, and what promptsemployees to leave. Companiescould also consider bench-marking themselves against similar organisations, who haveand who have not implementeddiversity management.

Suggested questions for evaluating the success of a diversity initiative:■ Is diversity management seenas a priority throughout theorganisation?

ongoing monitoring and evaluation. The issues covered inestablishing the diversity profileand examining the HR processcould be reviewed, and theresults compared with thosecompleted previously. Considerconducting a staff survey, orassembling cross-functional focusgroups to get feedback fromstaff on improvements (if any)that they have experienced andabout any further initiatives thatcould be taken by the company.Evaluation could include collecting statistics relating toabsenteeism, turnover, productivity, gender breakdown,age, non EEA status, disabilityetc. This can be done both priorto, and after the introduction of

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monitoring and evaluation

Once the system is up and running, it is important that it is regularly assessed for effectiveness and

to ensure that the specific objectives which were established at the outset are being achieved. As

with any change initiative, once a company has implemented its diversity strategy, it should be

monitored and evaluated.

■ Do the diversity managementobjectives link in with the overallbusiness objectives of the organisation? ■ If the organisation developeda diversity statement or vision,has it moved closer to, orachieved the vision’s aim? ■ Do senior managers activelyparticipate in the implementationof diversity management? ■ Do staff agree that manage-ment are fully committed? ■ Have managers been trainedin developing themselves andtheir staff, so that their fullpotential is realised? ■ Are managers assessedaccording to their ability todevelop themselves and theiremployees? ■ Have employees been trainedin how to manage diversityeffectively?

Since diversity should be theresponsibility of all employees,the results of the evaluationprocess should be communicatedto all members of staff, and notjust remain the property of management. This will serve as areminder to staff that diversitymanagement is an ongoing andimportant part of how theorganisation operates.

Summary of the monitoringand evaluation stage

■ decide how to evaluate themore intangible benefits beingsought from the strategy; ■ put an evaluation programme in place to evaluatethe success of the strategy.

18



IBEC participates in a number ofEU funded EQUAL projects,including a project with Interactwhich aims to improve the integration of migrant workers, aproject with Pavee Point lookingat barriers to the employment oftraveller men, a project withSIPTU and other social partnersand institutions on job rotationand up-skilling, and a projectwith Trinity College – theNational Flexi-Work Partnership.

IBEC is one of four internationalpartners in an EU sponsoredproject called ‘Proage’ which isbeing led by the GermanEmployers Federation (BDA). Theproject will run until 2004 andwill develop strategies and policies to encourage greater

supports for employers, includinga Video Training Pack forEmployers. Some of these activities have been supported bythe PPF Family FriendlyFramework Committee.

The Confederation has publisheda variety of reports and guide-lines in the areas discussed,including the recent ‘Women inManagement in Irish Business’which identifies the challengefaced by the Irish enterprise sector in achieving a more balanced representation ofwomen in decision-making positions. The report also identifies the opportunity todraw on the resources, skills andexpertise of women in positionsof leadership, to enrich Irish

participation by older workers inthe EU economy.

IBEC, the Construction IndustryFederation, the Irish Congress ofTrade Unions and the EqualityAuthority, co-operate together inrespect of the annual Anti-RacistWork Place Week. This hasbecome an important part of theoverall national strategy to combat racism and to ensurethat it does not become a feature of the Irish work place.

The Confederation has initiated anumber of projects in the work/life balance/family friendly policies area, including establish-ing a National Round Table onwork/ life balance/family friendlypolicies and developing training

19



IBEC Initiatives in the area of diversity

IBEC is involved in diversity management in a variety of ways. These include participation in the

National Framework Committees on Family-Friendly Work-Life Balance and Equality at the

Enterprise level. IBEC also provides direct services to its member companies through its Equality

Unit and through a variety of practical initiatives and projects.

business and to help Irelandbecome a knowledge-basedeconomy. IBEC has also published a number of reportsand guidelines for members onfamily-friendly arrangements andequality issues.

In addition, IBEC has been collaborating on a number ofprojects as part of the work ofthe National FrameworkCommittee for the Developmentof Equal Opportunities Policies atthe Level of the Enterprise. Fulldetails of these projects are available in IBEC’s publication:Social Policy in a CompetitiveEnvironment.

In 2001 IBEC published a‘Business Guide to Childcare’ – in association with AIB – which provides practical advice andinformation for employers oranyone involved or interested inestablishing a childcare facility.An IBEC guideline for employers,on employing older workers, willbe forthcoming shortly.

IBEC has a specialist Equality Unitwhich provides services to members including advice andassistance, representation atequality hearings and training.IBEC's Equality Unit train over1,000 managers each year in thearea of equality (recruitment andselection, equal pay, and equalityin working conditions) and bullying and harassment in theworkplace.

Institute of Personnel andDevelopment, IPD Guide onManaging Diversity: Evidencefrom Case Studies, IPD, London.

Garavan, Thomas N; Costine,Pat; Heraty, Noreen; (1995),Training And Development inIreland, Oak Tree Press, Dublin.

Kandola and Fullerton, Diversityin Action, Managing the Mosaic,2nd Edition, IPD (1998).

Industrial Society, IRSManagement Review Report No.14, Managing Diversity.

An Post, Gaining CompetitiveAdvantage through ManagingDiversity.

IBEC HR Exel, Innovation inHuman Resource Management,Editor Liam Doherty. 2000.A series of casestudies of projects funded under the EUAdapt Initiative.

CD Rom: Managing Diversity in aChanging Business Environment.Produced by Members of theFood Industry and Women inTechnology & Science (WITS)with the assistance of the EUNew Opportunities for Women(NOW) project.

IBEC is interested in establishingnetworks of organisations whowould be prepared to shareexperiences in the area of diversity management. Interestedorganisations should contactSophie Crosbie at [email protected].

IBEC acknowledges the assistance of the NationalFramework Committee for thedevelopment of EqualOpportunities at the Level of theEnterprise, through the NationalDevelopment Plan, in the publication of this document.

References/further reading

Guidelines for EmploymentEquality Policies in Enterprise:National Framework Committeefor the Development of EqualOpportunities Policies at theLevel of the Enterprise. Availablefrom The Equality Authority, 2Clonmel Street, Dublin 2.

Guidelines on Equality andDiversity Training in Enterprises:National Framework Committeefor the Development of EqualOpportunities Policies at theLevel of the Enterprise. Availablefrom The Equality Authority, 2Clonmel Street, Dublin 2.

Clutterbuck, David, (1998),Learning Alliances, Institute ofPersonnel and Development,London.

De Bono, Edward, (1985), SixThinking Hats, Penguin BooksLtd, London.

20



Further Information andUseful Websites

1. Employment EqualityAuthority Clonmel St, Dublin 2,Ireland.Email address:[email protected]: +353 1 4173333Fax: +353 1 4173366

2. Office of the Director ofEquality InvestigationsODEI - the equality tribunal,3 Clonmel Street, Harcourt Street, Dublin 2, Ireland.Telephone: 353 1 4774100 Lo-Call No: 1890 34 44 24 Fax: 353 1 477 4141Web Site Address:www.odei.ie E-Mail Address: [email protected]

3. National DisabilityAuthority http://www.nda.ie/ 25 Clyde Road Ballsbridge, Dublin 4 Tel/Minicom 01-6080400 Fax 01-6609935 Email: [email protected]

4. The Equality Commissionfor Northern Irelandhttp://www.equalityni.org Equality House7 - 9 Shaftesbury Square Belfast BT2 7DP.Telephone : 028 90 500600Fax : 028 90 248687Textphone : 028 90 500589Email : [email protected]

5. National ConsultativeCommittee on Racism andInterculturalism26 Harcourt Street,Dublin 2.Tel: (01) 4785777Fax: (01) 4785778e-mail: [email protected]://www.nccri.com

6. National Anti- RacismAwareness ProgrammeRoom 50243 – 49 Mespil RoadDublin 4Tel: 01 6632615Fax: 01 667 0366Email: [email protected]://www.knowracism.ie

Other useful websitesThe Department of Justicewebsite provides useful linksto other relevant websites.http://www.justice.ie

European Commission- Anti-discrimination,Fundamental Social Rightsand Civil Societyhttp://europa.eu.int/comm/employment_social/fundamri/index_en.htm

International LabourOrganisationhttp://www.ilo.org/

Dedicated to improving international LabourStandards and human rights;incls. Information on information services, programmes, industrial relations and theInternational Institute forLabour Studies.Society for Human ResourceManagementwww.shrm.org/diversity

This report has been developed by IBEC with support from the EqualityAuthority under the PPFFramework Agreement forthe Development of EqualOpportunities at the Level ofthe Enterprise.

IRISH BUSINESSAND EMPLOYERSCONFEDERATION

Confederation House

84/86 Lower Baggot St

Dublin 2

Tel: 01 - 605 1500

Fax: 01 - 638 1500

Email: [email protected]

Internet: http://www.ibec.ie

Funded by the Irish Government under the National Development Plan, 2000-2006.

Supported by the National FrameworkCommittee for the Development of Family Friendly Policies at the Level of the Enterprise under the Programme forProsperity and Fairness (PPF) and the National Development Plan, 2000-2006

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