The Mosaic Vision

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Contents

Foreword ix

Introduction xi

Toolkit matrix xvii

Bibliography xix

Defining diversity for your organisation 1

Tool 1 Defining diversity 3

Tool 2 The MOSAIC vision: how do you rate your

organisation? 7

Tool 3 The strategic implementation model: how

does your organisation score? 23

Tool 4 Diversity competencies: how do we rate as

a business? How do I rate as a manager? 39

Developing diversity policies and strategies 45

Tool 5 Writing diversity and inclusivity policies 47

Tool 6 An example of a managing diversity

strategy and action plan 57

Gaining buy-in 65

Tool 7 Gaining commitment from stakeholders 67Tool 8 The benefits of diversity 77

Tool 9 Diversity briefing 95

Conducting a diversity audit 103

Tool 10 The best-practice standards 105

Tool 11 What is a diversity audit? 141

Tool 12 Audit interview schedules 167

Tool 13 Group discussions 229Tool 14 Developing attitude surveys 241

CONTENTS

A free sample chapter from Managing Diversityby Pearn Kandola. Published by the CIPD.

Copyright Pearn Kandola 1998, 2006

All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in

any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior

written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued

by the Copyright Licensing Agency.

If you would like to purchase t his book please visit www.cipd.co.uk/bookstore.


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Delivering diversity training 267

Tool 15 Sample training timetables for all

levels in the organisation 269

Tool 16 Being in a minority 275

Tool 17 Listening exercise 281

Tool 18 Stereotyping 287

Tool 19 In-tray exercise 293

Tool 20 Case-study exercises (UK version) 317

Tool 20a Case-study exercises (Irish version) 349Tool 21 Developing diversity strategies 373

Tool 22 SWOT analysis 377

Tool 23 Designing a fair/unfair organisation 385

Tool 24 Action-planning 397









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Foreword

By 2011 only 20 per cent of the workforce will be white, male, able-

bodied and under the age of 45. This one statistic reflects how

quickly the working population will have changed over a period of

25 years.

Diversity, as a result, is a major issue that is facing the country as a

whole as well as organisations in general. This diversity and inclusion

Toolkit is therefore being published at a very opportune moment.

The first edition of the Toolkit was published almost a decade ago.

Since then knowledge, legislation and awareness have all moved on.

More and more organisations are realising the importance of

diversity and inclusion to their future success.

This edition of the Toolkit updates the contents of the previous

edition as well as adding new tools.

It is designed to help organisations understand what diversity is,

how to develop policies and strategies, how to communicate

diversity and how to persuade the sceptics. In addition, there is a

separate section which looks at exercises that can be used on

training courses.

Diversity and inclusion represent enormous challenges for

organisations and we hope this Toolkit will help you meet them.

Professor Binna Kandola

Johanna Fullerton

Nic Sale

Catherine Curran

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FOREWORD









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Introduction

The workforce has never been as diverse as it is today. There are

more women, more ethnic minorities, more disabled people and

more older people working than ever before.

Diverse workforces bring many benefits but only if we create theright type of environments. Many people will openly say that one of

the values that is important to them is that of fairness, ie ensuring

people are treated on merit. While we may believe that we act

fairly, the facts indicate that bias and discrimination affect our

decisions and actions. Indeed, we may have biases that we are not

aware of and these can affect our judgements without us ever

realising.

This toolkit is designed to assist organisations at all levels in creating

an inclusive environment. It goes from creating statements and

strategies through to developing plans and on to setting up a

training development programme.

What do we mean by diversity? The definition we use is taken from

Kandola and Fullerton (1998) in their bookDiversity in Action:

Managing the Mosaic published by the CIPD. This states that 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 work style. It

is founded on the premise that harnessing these differences will

create a productive environment in which everyone feels valued,

where their talents are fully utilised and in which organisational

goals are met.

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INTRODUCTIO

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The Toolkit is based on psychological theories, particularly relating to

prejudice, bias and discrimination and organisational change. It is

also based on our own personal experience of working with

organisations. This has shown us how the theories can be applied

effectively and practically.

Using this Toolkit

The tools in this toolkit have been designed for use by:

anyone with responsibility for devising and incorporating a

diversity strategy for their organisation, including senior teams

diversity and HR specialists

managers who are looking to incorporate diversity into the way

their team works

those who are looking to gain further insight into how diversityaffects the organisational climate.

A preview of the tools is provided in the table overleaf.

xiii

INTRODUCTIO

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INTRODUCTIO

N

Section 1 Section 1 includes a range of tools to Tools

Defining help you explore what diversity means for 14

diversity for your organisation. You will also be able

your to evaluate your organisation as a

organisation diversity-orientated organisation, as well

as reviewing diversity competencies for

individuals.

Section 2 This second section provides guidance on Tools

Developing writing diversity policies that are suitable 56

diversity for your organisation, together with

policies and guidance on how to produce a pragmatic

strategies diversity strategy. Examples of policies

and a strategy are also included.

Section 3 In this section you will find tools that will Tools

Gaining help you explore the benefits of diversity 79

buy-in for your organisation and guidance on

how to gain commitment from

stakeholders.

Section 4

Conducting

Conducting a diversity audit on a regular

basis is key not only to understanding the

Tools

1014

a diversity organisations current diversity climate,

audit but also to planning and tracking

progress. These tools provide best

practice standards and guidance on how

to conduct an internal comprehensivediversity audit.

Section 5

Delivering

Diversity

Training

This final section provides assistance for

those seeking to raise awareness around

diversity issues in their organisation. It

includes a range of exercises that will

help participants to explore diversity,

what it means for them and what it

Tools

1524

means for their organisation.

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For each tool a Users guide outlines the aim, rationale, procedure

and supporting materials available for download. Users guide pages

are marked with the icon

Pages containing material for participants (handouts, worksheets,

questionnaires etc) can be downloaded as Word documents fromthe website (www.cipd.co.uk/tsm). Copyright on these pages is

waived on the understanding that they are used in an academic or

business training environment and not for commercial gain. These

pages are marked with the icon

The tools in the Toolkit have been designed to be used either on a

selective basis in order to address specific issues or areas that have

been identified, or to be used sequentially for those who are

seeking to build their diversity strategy and follow it to fruition.

It is our intention that this Toolkit will help you create a truly

inclusive culture in your organisations.

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INTRODUCTIO

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SECTION ONEDefining diversity for your

organisation









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Defining diversityTOOL1

Users guide

Aim

To provide a working definition that encompasses the benefits of a

diverse workforce and that is understandable by all employees. To

increase understanding of the main differences between traditional

equal opportunities and managing diversity.

Rationale

A first stage in developing a diversity strategy is to achieve a

common understanding of what diversity and managing diversity

means. For these definitions to be meaningful, consideration must

be given to how the definitions will be used and to the culture of

the organisation in which they will be used. This tool provides

definitions in order to help you develop a definition of diversity and

managing diversity that will work for your organisation.

It also provides a useful exercise to help employees differentiate

between diversity and more traditional equal opportunities.

Procedure

This tool is especially useful as an early session in the formation

of a diversity council or workgroup, or can be used by senior

management to help them achieve an understanding of

diversity.

The group should debate the following question: how will the

definitions be used? Use the following prompts to facilitate this

debate:

Will the definitions help employees understand what

diversity is and how it relates to them?

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Will they be used as part of a vision or mission statement?

Will they be used in internal training and development

workshops?

Will they be integrated into existing competencies or

frameworks?

Will they be part of externally focused information for

example, a company website, in recruitment material or as

part of the organisations corporate and social

responsibility agenda?

Will they be shared with clients and customers?

The decision about how the definitions will be used will affect the

language used in the definitions and any accompanying

information. The following provides some hints and tips for

producing definitions:

The language should be simple and accessible.

Avoid using lengthy or all-encompassing lists. Instead, provide

some ideas of the areas diversity covers and make it clear this is

meant to be indicative, not exhaustive.

For internal purposes, indicate further sources of information to

DEFININGDIV

ERSITY

which employees can refer.

For external sources, provide examples of some of the initiatives

that are making the definitions live in the organisation.

Below is an example diversity definition:

Diversity includes all ways in which people are different. This

includes visible differences such as gender and skin colour as

well as invisible differences such as work style and values. As

such, diversity is relevant to everyone.

Below is an example definition of managing diversity:

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TOOL1

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 such factors 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 and Fullerton, 1998)

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TOOL2

The MOSAIC vision:

how do you rate yourorganisation?

Users guide

AimTo provide a vision of the diversity-orientated organisation that can

guide both initial organisational analysis and strategy development.

Rationale

The MOSAIC model provides a vision of the diversity-orientated

organisation, an organisation in which the management of diversity

is a reality, not just an aspiration. This tool enables you to map your

own organisation against this vision and to identify priority areas for

your diversity strategy.

Procedure

The tool consists of background notes on the MOSAIC vision

and a diagnostic exercise to establish where you currently are in

relation to the vision.

The tool can be used by management and employees for

analysis and education, eg:

conducting an initial analysis of the organisation

raising awareness via diversity training sessions.

Having evaluated the organisation, the next step would be to

integrate the findings into the development of a strategy and

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action plan (see Tool 6: An example of a managing diversity

strategy and action plan on page 57).

Supporting materials

Handout 1 The MOSAIC vision

Handout 2 Background notes on the MOSAIC vision

Worksheet 1 Where are we in relation to MOSAIC?

Worksheet 2 Where are we in relation to MOSAIC?

Overall assessment

THEMOSAIC

VISION

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diversity-orientated organisationThe MOSAIC vision: the characteristics of the

Mission and values

Objective and fair processes

Skilled workforce: aware and fair

Active flexibility

Inclusive

Culture that empowers

TOOL2

HANDOUT1

29

This document can be downloaded as a Word document from www.cipd.co.uk/tsm

Copyright Pearn Kandola. Originated by the Chartered Institute of Personnel and Development. Copyright waived.









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THEMOSAIC

VISION

HAND

OUT2

2

Background notes on the MOSAIC vision

Mission and values

The diversity-orientated organisation will have a strong, positive

mission and core values which make managing diversity a necessary

long-term business objective for the organisation and a responsibility

for all employees. The diversity policy and strategy will be clearly

outlined to all employees. The values must reflect the personal and

work needs of all employees. Information on what the values means

in practice, ie on a day-to-day basis for an employee, is

communicated to everyone, and everyone is held accountable for

adherence to the values.

Objective and fair processes

All the processes and systems for example, recruitment, selection,

induction, performance appraisals, etc will have been audited and

are continually re-audited to ensure that no particular age group,

sex, ethnicity or type predominates at any one level. Hindrances to

diversity have been removed and the tools and techniques for

assessment are regularly examined to ensure that no other

techniques are available that are more objective or fair.

Skilled workforce: aware and fair

There are two elements to this characteristic. Firstly, it involves

having a workforce who are aware of, and are guided by, the

principles of managing diversity. Secondly, it requires having

managers who manage.

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Aware and fair

Everyone in the organisation understands what it means to manage

diversity and everyone is aware of its importance to the business. All

employees have been trained to recognise how their biases and

prejudices can influence their decisions and actions, and are

knowledgeable about the ways to prevent this happening.

Managers who manage

In the diversity-orientated organisation the emphasis should be on

the managing as well as the diversity. Managers will actively develop

both themselves and their employees. All managers will ensure that

they are constantly developing and acquiring new skills where

appropriate. They will keep up to date with developments in the

field and communicate this information to all employees. Managers

will solicit feedback on their performance and will act upon it.

Managers who are skilled at making people feel valued will knowhow to harness potential, whether they are dealing with a team of

white males or one which is more mixed in terms of gender,

ethnicity, etc. They understand individual motivation and appraise

employees with the awareness that people are not clones and

should not be treated or assessed as such.

Development will not be left to chance. Managers will conduct

performance appraisals with all their employees, developing and

implementing career development plans on a regular basis. The

ultimate aim of all managers is to maximise the potential of all their

employees in order to meet organisational goals.

Managers are therefore accountable for both their own

development and that of their employees.

TOOL2

HANDOUT2

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THEMOSAIC

VISION

HAND

OUT2

2

Active flexibility

There will be increased flexibility in the diversity-orientated

organisation, not only in terms of working arrangements, but also in

all policies, practices and procedures.

Flexibility will also be present in the way work is carried out. Existing

norms will be challenged. Where possible, the emphasis will be on

the output rather than the number of hours worked. If an employee

wants to work between 4pm and 11pm, and this does not interfere

with colleagues or customers, then those are the hours that that

employee should work.

The diversity-orientated organisation recognises the diverse needs of

employees and responds by providing a flexible approach, an

approach which will enable the potential of all employees to be

maximised. Furthermore, it will demonstrate that their differences

have been accepted by the organisation and they are not expectedto conform to a set of patterns and regulations laid down by the

predominant culture.

Inclusive

This characteristic can be conceived of as the overarching principle

of all actions in a diversity-orientated organisation.

Initiatives advocated by a diversity-orientated approach do not

include those that focus on the skill development of employees

based on their group membership, eg assertiveness training for

women. Rather, a diversity-orientated approach focuses on

facilitating the development of all employees based on their

development needs and not their group membership, ie providing

assertiveness training for all employees that require it, including

men. It means ensuring that policies are inclusive and do not

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discriminate against any specific group. It also means individuals,

especially team leaders and managers, examining their own

behaviour to ensure they are including all team members.

It is also means behaviour and processes are examined to see if they

are inclusive, eg does the behaviour of senior managers display bias

to one group or another? How is this manifested? What needs to

be done to improve this? Do certain processes in the organisation

favour some groups (eg a drinking culture, social occasions withclients based around sporting events)?


The diversity-orientated organisation must ensure that this culture is

consistent with and complementary to managing diversity.

The diversity-orientated organisation understands the importance of

organisational culture and how this affects individuals within it. As a

result, it will ensure that all employees have an understanding of

how the organisation operates, what it values and how it expects its

employees to behave.

In our view, an empowering culture will encapsulate the following

elements:

There will be an open, trusting environment, one in which

there is an absence of harassment, prejudice and

discrimination.

There will be an acceptance that resources such as jobs,

income, and access to information are distributed equally. Key

projects or responsibilities will be allocated on merit alone.

Decision-making will be devolved to the lowest point possible.

Participation and consultation will be encouraged and

management will listen to and act on what employees are

TOOL2

HANDOUT2

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THEMOSAIC

VISION

HAND

OUT2

2

saying. There is recognition that valuable ideas can come from

below; as one organisation we have worked for put it, with

every pair of hands you get a free brain.

Open communication and flow of information throughout the

organisation, within and between all levels. Business goals are

clearly communicated to everyone. An us (employees)/them

(management) culture is discouraged.

The need for experimentation is valued and encouraged; people

are allowed to fail.

Innovation and creativity are fostered.

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1

TOOL2

WO

RKSHEET1

Where are we in relation to MOSAIC?

Mission and values

Diagnostic questions

i Does the organisation have a mission statement that is aligned with a

diversity-orientated approach?

ii Have all employees been informed of the diversity policy and strategy?

iii Are the business needs an integral part of the diversity policy and strategy?

iv Do the values espoused by the organisation reflect the needs of allemployees?

v Have clear indicators of what it means to act in accordance with the values

been communicated to all employees? Are current and potential employees

assessed against these indicators?

The Vision The Reality

Strong, positive mission and values aligned with

diversity.

i

Clear diversity policy and strategy outlined forthe organisation.

ii

Diversity seen as a long-term business objective. iii

Values reflect needs of all employees. iv

Employees aware of what it means to adhere tothe values at a practical level, ie clear standards

of behaviour have been outlined and

communicated. Current and potential employees

are assessed against these indicators.

v

Overall Assessment

4. Strong aspect 3. Almost there 2. Getting there 1. Way off

All indicators Some indicators still Action just starting No indicators

actioned need tightening up on some indicators actioned

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2THEMOSAIC

VISION

WORK

SHEET1

Objective processes


i Are best-practice processes being implemented for selecting, inducting and

developing employees?

ii Are the processes regularly audited to ensure fairness, eg is monitoring data

kept re success rates; are the exercises trialled before use; are interview

questions checked for objectivity?

iii Are fair selection and appraisal-skills training compulsory for all managers

running the systems?

iv Are the criteria for vacant positions clearly communicated to all?v Do new employees undergo a thorough and formal induction process?

vi Are mentors assigned to new employees to facilitate induction?


HR processes eg recruitment, selection,

induction, performance appraisal audited and

reaudited to ensure objectivity and best practice.

i

Processes regularly reviewed for fairness. ii

Managers are trained in the operation of the HR

processes.

iii

The criteria for vacant positions are clearly

communicated to everyone.

iv

A detailed induction process is provided. v

Mentoring is offered to new employees. vi

Overall Assessment

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3TOOL2

WO

RKSHEET1

Skilled Workforce: aware and fair


i Has diversity awareness training been provided for all?

ii Did this training incorporate sessions on prejudice and stereotyping,

harassment and the policy for counteracting it?

iii Are all employees aware of what harassment is, the organisations policy on

harassment and their rights and responsibilities under the policy?

iv Is people management training provided for all managers? Is this

compulsory?

v Are managers appraised for their people management capability?


Diversity awareness training has been provided

for all employees.

i

Training incorporates information on prejudice

and stereotyping and how to overcome them.

ii

Everyone is aware of what constitutes

harassment and the organisations policy for

dealing with cases.

iii

Managers are skilled in people management. iv

Managers are appraised on their people

management capability.

v

Overall Assessment



actioned need tightening up on some indicators actioned2

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4THEMOSAIC

VISION

WORK

SHEET1

Active flexibility


i Does the organisation offer flexible working arrangements for all

employees?

ii Has this policy been communicated to everyone?

iii Are managers required to consider each request for flexible working on its

own merit?

iv Are benefits offered on a flexible basis, ie a cafeteria approach where

employees select the benefit that best meets their needs?

v Are managers flexible in the way they manage staff recognising andaccepting different ways of working?

vi Are managers supported in effectively managing the impact of flexible

working on other team members?


Flexible working arrangements are on offer for

all staff (not just for those with family

commitments).

i

The organisations policy on flexible working

arrangements has been communicated toeveryone.

ii

All requests for flexible work options are

considered and investigated for feasibility by

managers.

iii

Flexible benefits are offered to staff, ie a

cafeteria approach.

iv

A flexible management style is advocated no

one way of working is seen to be the best

way.

v

Managers effectively anticipate and manage the

impact of flexible working on the wider team.

vi

Overall Assessment

2




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5TOOL2

WO

RKSHEET1

Inclusive


i Is access to training under the diversity strategy open to all who have a

development need in that area?

ii Is the focus on an individuals output (ie the quality of their work) rather

than their input (ie the amount of hours they spend at their desk)?

iii Are the views of all employees sought and taken into consideration?

iv Do the diversity initiatives favour any one group over another?

v Is behaviour examined, particularly by senior management, to see whether

it favours one group over others?


Diversity training focuses on development needs,

not group membership.

i

Individuals are assessed on the quality of their

work, not the amount of hours they spend

working.

ii

All employees views are sought and group

differences examined to identify any specific

issues.

iii

Initiatives advocated do not exclude any

employee because of their group membership.

iv

Employees are encouraged to reflect on their

behaviour and whether it is inclusive; this is role

modelled by senior management.

v

Overall Assessment



actioned need tightening up on some indicators actioned2

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6THEMOSAIC

VISION

WORK

SHEET1



i Are incidents of harassment or discrimination dealt with immediately by

either management or co-workers?

ii Are the views of employees actively sought and respected by management?

iii Is the predominant management style consultative and participative?

iv Are employees encouraged to experiment, ie does the organisation

encourage learning from mistakes?

v Are responsibilities and projects allocated on an objective basis rather than

on a who you know basis?


Open, trusting environment free from

harassment and discrimination.

i

Devolved decision-making. ii

Participation and consultation encouraged. iii

Experimentation valued and encouraged. iv

Objective and fair allocation of duties and

projects.

v

Overall Assessment

2




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Where are we in relation to MOSAIC?Overall assessment

Rating (enter 1, 2, 3 or 4 Actions needed

as appropriate)

Mission and values

Objective processes

Skilled workforce: aware

and fair

Active flexibility

Individual focus


TOOL2

WO

RKSHEET2

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Copyright Pearn Kandola 1998 2006

Documents

The Mosaic Vision