Worcestershire County Council- Comments Considered Ae - Oct 23

Worcestershire County Council Making Diversity an Issue in Leafy ElgarshireCase Study PresentationCHANGE AGENTS

Ian Marcus Lewis Marisa Victor Marsha Victor Donna Farray Donna-Marie Dennis Allison Elcock Lee Andro Sandiford Taren Vialva

1

Worcestershire County Council Background

Table of Contents3 9 24 39 55 81

Background / Context Central Issues Satellite Issues Problem Analysis Intervention Solutions

2

Summary 1998- WCC was established 2000- Race Relations (Amendment) Act was enacted 2001- Census conducted revealed huge disparities in ethnicity,

gender and age 2002-COMB recognised the Council was not meeting the needs of

some of the residents

Low service levels possible factors include:

mismatch between ethnic composition of employees and customers

in particular Wards/districts, lack of staff diversity awareness to customers needs3

Summary

COMB implemented a four (4) phase approach to addressing the issue of diversity:

Phase

1:

Capturing

attention-

consisted

of

an

awareness

campaign/data gathering Phase 2:

Addressing the issue- training based on information

captured in data gathering Phase

3:

Managers

operational

briefings-

outlined

legal

responsibilities and provided support to action matters Phase 4: Embedding the learning- considered feedback from the

first 3 phases that fed into training and publicity activities

4

Background / Context Worcestershire County Council (WCC) was established on April 1st 1998 and is located in the West Midlands of central England WCC has 6 district councils The Local Authority provides some of the following services to locals:

- Social Services for children/elders/needy - Education facilities - Road and building maintenance - Libraries - Strategic Planning for 542,000 residents5

DESCRIPTION AND DIAGNOSIS

Worcestershire- The CommunityA predominantly rural county located in south

west BirminghamIt has a population of 542,000 Majority of the population live in small towns

and villagesCounty is viewed as one of rural tranquility DESCRIPTION AND DIAGNOSIS6

WorcestershireDemographics


7

Key ActorsManagement of Worcestershire County

CouncilWCC employees Worcestershire residents County Councils Chief Officers Management

Board (COMB)


8

WCC- PEST AnalysisPo l ti l i caE m p l ym e n t La w s o R a ce R e l ti n s a o ( Amendment ) Act 200 E q u a l ty S ta n d a rd fo r i Lo ca l G o ve rn m e n t D i b i i D i sa l ty scri i a ti n m n o A ct 1 9 9 5

Economic

Increased demand for services from emergent minority groups

Social

W o rce ste rsh i C o u n ty C o u n ci re l TechnologicalGreater access to better equipment Greater access to research portals Increased avenues to communicate with stakeholders

Demographic changes


9

WCC- SWOT AnalysisStrengthsAbility to provide a range of services to 6 districts Management is open and are strong supporters of culture change- Drivers of change Management used HR tools to carryout diversity management to ensure inclusivity for all staff Employee base is representative of local community

Opportunities

Worcestershire County Council

New legislation provides framework for greater racial equality amongst staff Employees can be used for market research activities Improved corporate reputation

Threats

Weaknesses

Mismatch of services delivered to customer needs DESCRIPTION AND DIAGNOSIS

Introduction of new employment legislation Possible reorganisationof management structure because of inefficiency in delivering services

10

Finding the Issue

COMB recognized the Council was not serving and meeting the needs of some of the residents of Worcestershire efficiently. This stemmed from a lack of diversity management as a result of insufficient Strategic Human Resource Planning.

DESCRIPTION AND DIAGNOSIS11

Strategic Human Resource ManagementRaymond Noe et al define Strategic Human

Resource Management (SHRM) as: The pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals Stemming from this concept, one can appreciate that an organization must consider its workforce and their respective competencies, demographics, residential locations and other pertinent factors when making strategic decisions. 12

Strategic Human Resource Management

The company customer

following can and

diagram

shows

how

a

gain

greater

performance, and

employee

satisfaction

enhanced shareholder value because of an identification of possible higher human capital contribution to support corporate goals.

13

Outcomes of Strategic Human Resource

Increased Performance

Customer and Employee Satisfaction

Enhanced Shareholder Value

through

Effective management of staffing, retention, and turnover through selection of employees that fit with both strategy and culture Cost-effective utilization of employees through investment in identified human capital with potential for high retention Integrated HR programs and policies that clearly follow from corporate strategy Facilitation of change and adaptation through a flexible, more dynamic organization Tighter focus on customer needs, key and emerging markets, quality

14

HR Planning HR managers appreciate the impact that this proactive

approach is having on not only their respective units but also the organization, they realize their tactical functions supports all future planning activities of the wider work environment HR Planning must be supported by thorough workforce

analysis to understand the composition of the current human capital employed by the company, the necessary threshold and differentiating competencies needed to achieve future plans and the possible gap between the two15

The Central Issue- WCCPoor HR Planninghas prevented the WCC

from routinely scanning its environment for changesThe Council at this point was failing to

adequately meet the needs of emergent minority employeesDESCRIPTION AND DIAGNOSIS

groups

of

customers

and

Diversityhas become an issue

16

Fishbone Diagram- WCCCustomer ServiceUnfamiliar with Customer

HRMLow Staff Morale Understaffed Department

Organisational CulturePerception of Customers Lack of Commitment Laissez Faire

Poor Service Delivery Poor Communication

Unclear Roles & Responsibiliti es No Progressive Po o r S tra te g i c TP H ROutdated M Po o r Strategic PM S Focus I a d e q u a te n Leadership Tra i i g n n

La ck o f S PP s Po o r M e tri cs Po o r Q A & Q C

Low Level of Service

Strategic Focus

Training and Development

Quality Management


17

Fishbone Diagram- WCCCustomer ServiceU n fa m i i r la w i C u sto m e r th

HRMLo w S ta ff M o ra l e U n d e rsta ffe d D e p a rtm e n t

Organisationa l CulturePe rce p ti n o f o C u sto m e rs La ck o f C o m m i e n t tm La i z Fa i sse re

Po o r S e rvi ce D e l ve ry i Po o r C o m m u n i ti n ca o

U n cl a r R o l s e e & R e sp o n si i i e b l ti s Po o r S tra te g i c N o Pro g re ssi ve HR d TP O u td a teM Po o r S tra te g i c PM S Fo cu s I a d e q u a te n Le a d e rsh i p Tra i i g n n

La ck o f S PP s Po o r M e tri cs Po o r Q A & Q C

Low Level of Service

Strategi c Focus

Training and Development

Quality Management


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Cause Analysis

CAUSE

CASE EVIDENCE

UNFAMILIAR WITH CUSTOMERS

Ethnic Mismatch

between employees and customers (p.2, para 1)

COMB saw need to

recognise diversity in order to optimise employee output (p.2, para 2)


Cause Analysis

CAUSE

CASE EVIDENCE

PERCEPTION OF CUSTOMERS

There was a perception

that Worcestershire was largely white. ...conjuring images of white rural prosperity... (p.2, para 1)

COMB wanted to impact

underpinning beliefs and valuesDESCRIPTION AND DIAGNOSIS

20

Cause Analysis

CAUSE

CASE EVIDENCE

LACK OF STRATEGIC HRM

None of the seven (7)

County Councils Chief Officers is an HR Manager ( www.worcestershire.gov.uk )

The environment was not


being scanned routinely for changes. If it were, the diversity campaign would have preceded the legislation. (Race Relations (Amendment) Act 2000)

Cause Analysis

CAUSE

CASE EVIDENCE

OUTDATED STRATEGIC FOCUS

WCCs Vision was not

stated in the case.

Diversity Management

was a new area of focus.

Major impetus came from


legislation: Race Relations (Amendment) Act 2000 (p.2, para 3)22

Cause Analysis

CAUSE

CASE EVIDENCE

INADEQUATE TRAINING

The employees were not

aware that diversity was an issue.

COMB wanted to force

employees to recognise that diversity issues were important. (p.2, para 2)23


The I es ssuEVIDENCE-BASED CAUSES AREAS OF FOCUS Unfamiliar with customer Lack of Strategic HRM Poor Strategic Focus Perception of Customer Lack of Training

Ethnic Mismatch Legislation Organisational

Culture

SAT ELLI TE ISSU ES

STRATEGIC HR PLANNING (CENTRAL ISSUE)DESCRIPTION AND DIAGNOSIS24

Issues1.Mismatch between ethnic composition of employees and customers in receipt of services in some districts 2.Absence of diversity employment legislation and race equality management policies and practices at WCC 3.Presence of an organizational culture that didDESCRIPTION AND DIAGNOSIS

not embrace diversity

25

Problem AnalysisMismatch of ethnic composition

Mello asserts: Given the changes that have been taking place in the composition of the workforce and employees values and attitudes, it is not surprising that in recent years, organizations have become much more concerned with managing diversity. He continues, understanding and appreciating diversity is critical for organizations as the increasing proportions of various ethnic and minority groups, in its consumer population, make it imperative for organizations to understand the needs and wants of these groups, if they hope to effectively market goods and services to them.


-Mello, pp 46 - 47

26

Problem AnalysisMismatch of ethnic compositionDiversity efforts in the workplace facilitate the exchange of new perspectives, improved problem solving by inviting different ideas and create a respectful accepting work environment all of which make good business sense. Diversity management has been described as looking at (1) the mindset of an organization, (2) the climate of an organization, (3) the different perspectives people bring to an organization due to race, workplace styles, disabilities and other differences.DESCRIPTION AND DIAGNOSIS

- Neil E. Reichenberg Best Practices in Diversity Management

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Problem AnalysisMismatch of ethnic compositionThe 2001 census highlighted the emergence of a changing demographic in favour of the minority groups in some wards in Redditch and Worcester, cities within Worcestershire. The emergence of these minority groups, 2.5%, presented a different culture dynamic within the existing predominantly white population of the county, 97.5%, and the white workforce ofDESCRIPTION AND DIAGNOSIS

the council.

28

Problem AnalysisMismatch of ethnic compositionAccording to the case study it states that:

Within Worcestershire this pattern differs markedly with 30% of the population in some wards in Redditch being from a Black or BlackBritish ethnic group and up to 10% of the population Worcester in some wards an in Redditch and

being

from

Asian

British29

background.DESCRIPTION AND DIAGNOSIS

-Paragraph 2, lines 21-25 of the case

Problem AnalysisMismatch of ethnic compositionHowever, it was noted that although the

County

councils

employees

reflect

the

composition county there

of the county in terms of is a marked mismatch

ethnicity as a whole, for some parts of the between ethnicity of employees and that of residents in receipt of services.

- paragraph 3 lines 10 -1430



WCCs managements failure to address diversity management in the workplace, prevented:

1.Recognition of the ethnic climate changes within Worcester 2.Recognition of the ethnic composition of the workforce and the wealth of knowledge they possessed 3.The development of open and free communication channels to exchange ideas in the workplace between themselves and minority workers to assist in the decision making process to ensure greaterDESCRIPTIONefficiency in AND DIAGNOSIS

the delivery of services

31

Problem AnalysisMismatch of ethnic composition The structure of the WCC needed to be strategically diversified and managed, arguably through an in depth understanding of anticipated knowledge, skills, competencies, and abilities for the varying job functions and workforce analysis. These should have factored in as a contributor to the mismatch between the employees of the council and the consumers receiving their services.


32


The lack of workforce planning was critical to the council as it would have highlighted the shortfall between the demand and supply analyses, thus demanding that greater emphasis be placed to the awareness of the changing demographic , the emergence of the minority groups who presented a change in the cultural dynamic.


Workforce Analysis

Workforce Analysis may be defined as scanning the internal and external environments to identify factors that may impact on the workforce. The aim is to develop a good understanding of the key drivers that may affect the future supply and demand for labourfor the organization.

There are three important phases in workforce analysis

1. Gap Analysis 2. Supply Analysis 3. DemandDESCRIPTION AND DIAGNOSIS34

Workforce Analysis-Supply Analysis

Supply analysis: this requires an in-depth review of the data which currently exist in the workforce. This data can be extracted from the companys HRIS and be made available for this purpose.

Examples of Supply Data that can be extracted at WCC are:

Gender: males 18.6% and females 81.4%. Ethnicity : White 97.5% and Minority 2.5%DESCRIPTION AND DIAGNOSIS35

Workforce Analysis-Demand AnalysisThis evaluates the future needs of the company as it pertains to having the right human capital to support. It is important to note that HR needs to work in tandem with other lines of business to have a proper understanding of what the prospective plans are for different units. Demand Analysis focuses on job analysis, anticipated knowledge, skills, competencies and abilities for varying job functions and overall how each process can be made more efficient.DESCRIPTION AND DIAGNOSIS36

Factors Affecting Demand Analysis for WCC1.Legislation (Race Relations Amendment Act 2000)

The Act gives public authorities a statutory general duty to promote race equality. The general duty states that the authorities must have 'due regard' to the need to eliminate unlawful racial discrimination and promote equality of opportunity and good relations between people of different racial groups. The Council noted they were keen to be seen as not just ticking boxes to meet legislative requirements, such as those prescribed by the Race Relations Amendment Act 2000


-Case Study Page 2, Para 4

37

Factors Affecting Demand Analysis for WCC2.Differentiated competencies- those attitudes that support diversity and inclusion

Differentiating competencies are those characteristics that superior performers have but are not present in average performance. These are displayed by attitudes and behaviours.

The Council aimed to produce observable changes in the behaviour and impacts upon underpinning beliefs and values

38 -Case Study Page 2, Para 4

Workforce Analysis- Gap AnalysisThis analysis compares the current and future workforce to identify gaps and surpluses in staffing and competencies. In forecasting it is essential to consider the organisationsmission and goals, strategic plans, budgets and any possible future restrictions. The HR practitioner is charged with the responsibility of renewing both current and future workforce data to informDESCRIPTION AND DIAGNOSIS

decision making.

39

Gap Analysis in WCCThe shortfall or gap between supply and

demand analyses at the WCC was the belief that diversity was not an issue.

The case study states it might be argued that within Worchestershire diversity is not an issue and is not something the County Council need to bother about.


40

Problem AnalysisDiversity Management LegislationThe lack of diversity management policies,

rules and procedures, sanctioned by law, also contributed to the Countys inability to meet their consumers needs.The traditional framework for Diversity

Management was the legal imperative or the legal obligation.


41

Problem AnalysisDiversity Management LegislationThe Race Relations Amendment Act 2000 came

into

being

in

April

2001

and

Government

expected public organizations to pursue race equality in outcome and process. The Act places public and voluntary sector organizations under the legal obligation not to discriminate on the grounds of race in functions such as service delivery, employment and policies.


Problem AnalysisDiversity Management Legislation

Further to meeting this legislative requirement, the council wanted to implement the necessary changes and amend their image and brand themselves as making a difference to their employees and to the residents whom they serve. They needed to produce observable changes in the behavior and impacts upon underpinning beliefs and values,

- paragraph 4 lines 20-2343


Problem AnalysisDiversity Management LegislationMany organizations adhere to diversity management principles simply because of a need to adhere to legislative guidelines This tick in the box approach rarely changes employees values, stereotypes and behaviours that inhibit personal and productivity development. This can also in the medium to long term cost the company a lot of money as women and minority groups can now find satisfaction in industrial courts with supporting legislation to guarantee redress.DESCRIPTION AND DIAGNOSIS44

Problem AnalysisDiversity Management LegislationD iffe re n ce s b e tw e e n L e g a l C o m p lia n ce a n d M a n a g in g D iv e rsityCompliance with EEO* LawsMandatory , forced, external Productivity, compliance Usually related to race, gender, ethnicity

Managing DiversityVoluntary, internal Understanding

Impetus Focus Elements

All elements of diversity Creating a culture that is fluid, adaptive Equality Continuous and ongoing

Company Culture Fitting employees into existing culture Outcomes Timeframe Scope Preferences, quotas Short-term, one-shot

Independent of other HR activities and company Fully integrated with other HR activities and strategy company strategy

*EEO- Equal Employment Opportunity LawsDESCRIPTION AND DIAGNOSIS

-Mello, Page 40, Exhibit 2.145

InterventionMaking Diversity an Issue at WCC WCC created an internal document which outlined how they intended to address Diversity Management at the Council: Promoting Equality and Dignity at Work (Britton, 2002) The document focused on developing and training activities required in response to the Race Relations (Amendment) Act 2000 The WCC however stressed that the County Councils commitment to equality and dignity was much broader that just the guidelines marked out in the Act

- Case Study Pg 2, Paragraph 346

INTERVENTION

Diversity Management Diversity Management may be defined as the process of creating

an environment that allows all employees to contribute to organizational goals and experience personal growth.

- Raymond Noe et al

The management of diversity has been linked to improved

productivity and morale, lower employee turnover and other HR related costs. It is a critical aspect of HR today as many minority groups have a louder voice in the corporate sector.

INTERVENTION

47

Diversity ManagementRegardless to jobs of and racial, ethnic in or the religious workplace. changing employees backgrounds, employees must have fair access treatment may to Managing company diversity culture require ensure

understand the issues at hand and support the thrust for equality.

INTERVENTION48

Diversity Management

The goals of Diversity Training are:

1.Eliminate values, stereotypes and managerial practices that inhibit employees personal development 2.Allow employees to contribute to organizational goals regardless of their race, sexual orientation, gender family status, religious orientation or cultural background INTERVENTION Raymond

-

49 Noe, et al Gaining a Competitive Advantage, Pg 300

Diversity ManagementCharacteristics Associated with Diversity Programs Long Term Top management provides resources, personally intervenes, and publicly advocates diversity Success

The program is structured Capitalizing on a diverse workforce is defined as a business objective Capitalizing on a diverse workforce is seen as necessary to generate revenue and profits The program is evaluated Manager involvement is mandatory The program is seen as culture change, not a one-shot program Managers and demographic groups are not blamed for problems Behaviours and skills needed to successfully interact with others are taught Managers are rewarded on progress toward meeting diversity goals- S . Rynes and B . Rosen What Makes Diversity 50 Pro g ra m s W o rk? Pa g e s 6 7 - 7 3

INTERVENTION

Problem AnalysisOrganizational Culture

Culture

are

the

assumptions,

beliefs,

meanings and values

enacted and share by

organizational members. It is the glue which holds together contemporary HR management practice and therefore needs to be actively managed employeeDESCRIPTION AND DIAGNOSIS

to

secure

the with

identification those of

of the51

interest

organization.

Problem AnalysisOrganizational CultureWhile corporate culture and the associated values can be projected by management, the organizational culture is created and sustained by individuals and groups working in the organization Organizational culture are not necessarily homogenous and in reality there may be a collection of sub-cultures with some exhibiting resigned behavioral compliance, because theDESCRIPTION AND DIAGNOSIS

alternative is unemployment or diminished

52


The culture at WCC was one in which management and the majority of employees believed that diversity was not an issue and not something the County Council needed to address. Most assumed that Worcestershire was one of white rural prosperity.


- Case Study Pg 493 Paragraph 1

53


As a result of these assumptions and beliefs: workers. COMB felt that an approach was needed that forced employees to recognize that diversity issues were important, needed to be addressed and as part of this, challenged widely held perceptions.- Case Study, Paragraph 4, lines 15-19

1. Lack of staff awareness to diversity needs of customers and co-

2. Possible negative stereotypes held of certain ethnic groups, and subsequent treatment. To produce observable changes in the behaviour and impacts upon underpinning beliefs and values within the County Council. Case Study, Page 494, paragraph 2 line 22DESCRIPTION AND DIAGNOSIS

54


One of the biggest challenges organizations face in managing diversity is overcoming some of the deep set stereotypes individual employees hold about certain groups in society. These stereotypes are often ingrained into individuals at a very young age and reinforced by family members, religious and educational institutions and the local society in general.

-Mello, Jeffrey Chpt 3 Page40 line 1-3. Strategic Human Resource Management


55

Problem AnalysisOrganizational Culture3. Possible lowered morale and productivity of minority groups at WCC. This could have stemmed from the aforementioned introduction of stereotypes, due to a lack of diversity management, held of some groups. The minority groups could become isolated and unwilling to contribute to everyday business decisions, if at all engaged.


56

Diversity ManagementWCCs Approach

WCCs

proposed

approach

included

four

interrelated and overlapping phases embracing all diversity issues: 1.Phase 1- Capturing attention (awareness campaign) 2.Phase 2- Addressing the issues (training) 3.Phase 3- Operational Briefings for managers 4.Phase 4- Embedding the learning

-Case Study Page 3, Paragraph 4

INTERVENTION

57

WCCs Approach: Phase 1- Capturing AttentionThis phase was based on the belief that

people learn best when they are motivated and interestedEmployees needed to know that the County

Council was treating diversity and equality as important issuesThe Council provided thought-provokingINTERVENTION

information to heighten the awareness of

58

Phase 1- EvaluationThis was a good start to Making Diversity an Issue The thought-provoking information would have peaked interest and started the shift in mindsets that the community was not as it was generally perceived- leafy Elgarshire. White rural prosperity Became a good platform upon which Phase 2 could be developedINTERVENTION59

WCCs Approach:Phase 2- Addressing the Issues (Training) In this phase Diversity Management Training was introduced- Worcestershire. We all make it unique These training sessions were built on findings from mystery customer surveys undertaken across all County Councils to provide a clearer understanding of customers experiencesINTERVENTION60

WCCs Approach:Phase 2- Addressing the Issues (Training)

The objectives of training were to: Develop general awareness and understanding of equal opportunities in general and race issues Define relevant issues and associated terms and languages Review relevant legislation Identify the main oppressed groups in society Distinguish between personal and institutional discrimination and its impact on practice Develop a personal action plan to improve service delivery and promote good practice Establish their role in unit and directorate plans

INTERVENTION

- Case Study Page 3 , paragraph

61

3

INTERVENTION

WCCs Approach:Phase 2- Addressing the Issues (Training) An ongoing poster campaign was also introduced to raise the awareness of the importance of diversity WCC used along with The Commission for Racial Equalitys collateral, specially developed material using employees Racism. Lets make it an issue Engaged employees to think of their personal stance encouraging them to communicate rather than simply being the receiving end of what the company wants to mould them to know and do

62

Phase 2- Evaluation Training plan was founded on facts from actual customer feedback. Thus substantiating the premise demographics in Worcestershire were changing and hence the need for the Council to adapt Training session was structured, addressing in a systematic manner the relevant issues and slowly breaking down any barriers/stereotypes/perceptions and ensuring the employees could ultimately appreciate the new drive of the Council Training clearly outlined possible terms and languages which may be offended to certain groups Management presented the next step activities in training session critical at this stage to buy-in and support from employeesINTERVENTION

63

Phase 2- Evaluation Training did not incorporate measurement standards to determine the effectiveness of diversity management to delivery of services. Thus this can make it difficult to assess success The poster campaign used alongside training sessions acted as a form of reinforcement of the messages exchanged in the training. It also acted as a reminder that Diversity Management was now a part of everyday activities, reminding employees from minority groups and other groups By incorporating employees in the campaign awareness program it heightens staff interest, ownership and creates an integrated approach to addressing the issueINTERVENTION64

WCCs Approach:Managers

Phase 3- Operational Briefings forThese briefings focus on managers responsibilities under legislation and the framework of the Equality Standard for Local Government (Employers Organization for Local Government, 2001) Higher level management became involved with both the external environment their own and what was happening within establishment

concluding with action plans for each manager area linked to practical team objectives and legislative targetsINTERVENTION65

WCCs Approach:Phase 3- Operational Briefings for Managers

In 2004, following a need recognized by the County Council, a half-day conference was conducted for senior management to:1. Re-energize team 2. Re-clarify issues and challenges facing the WCC 3. Re-clarify management expectations 4. Provide clear focus on action

INTERVENTION66

WCCs Approach:Phase 3- Operational Briefings

In 2005, senior managers held a one day training session with some 700 employees focusing on:1. Exploring personal perceptions 2. Providing factual background on diversity issues 3. Reinforcing WCCs commitment to equality and dignity

INTERVENTION67

Phase 3- EvaluationTop management provides resources, personally intervenes, and publicly advocates diversity The program is seen as culture change, not a one-shot program It considers legislation policies Clearly shows management buy-in and support Upper management developed action plans and defined targets Aligning targets to teams business objectivesINTERVENTION

The program is seen as culture change, not a one-shot 68

WCCs Approach: Phase 4- Embedding the learningAllowed the feedback loop to establish corrective strategies to be included in the continuous activities of Phases 1 and 2, keeping the cycle adaptive to real world forces. Employees views and comments became an element of training.

INTERVENTION69

Phase 4- EvaluationThe inclusion of employee feedback ensured future training sessions took into account issues that were not addressed Phase four(4) might be hindered as may not be responding as quickly as needed to adapt to the first two (2) phases to market demands making the rate of change larger than the rate of learning for the organizationINTERVENTION

70

Other initiatives A Diversity Officer was employed with the responsibility of focusing on and managing diversity and all relevant issues This is a good initiative as one person is now charged with the responsibility and can manage the enforcement of new policies. Also this person should have the right set of competencies to ensure diversity management is being addressed correctly and advise upper management and HR on ways to improve co-operation and performance of staff

INTERVENTION71

Intervention- EvaluationCharacteristics Associated with Diversity Programs Long Term Top management provides resources, personally intervenes, and publicly advocates diversity Success

The program is structured Capitalizing on a diverse workforce is defined as a business objective Capitalizing on a diverse workforce is seen as necessary to generate revenue and profits The program is evaluated Manager involvement is mandatory The program is seen as culture change, not a one-shot program Managers and demographic groups are not blamed for problems Behaviours and skills needed to successfully interact with others are taught Managers are rewarded on progress toward meeting diversity goals

INTERVENTION

72

Alternatives1.Integrated Systematic Approach A holistic methodological approach to create a scheme

for improving customer service on all fronts

2.Minorities for Minorities A plan for eliminating the existing ethnic mismatch

between service providers and customers

3.Organisational Policy on Diversity Developing a plan to deal proactively with all aspects

of diversityINTERVENTION73

Alternative 1 Integrated Systematic AnalysisTHE APPROACH 1.Identify cases of low levels of service. Collate and analyse data for common factors e.g. Low levels of service associated with:

1.Geographical Areas 2.Specific groups of customers 3.Specific County Council Departments 4.Specific County Council Services 5.Specific days, times or seasons

INTERVENTION

74

Alternative 1 Integrated Systematic Analysis

THE APPROACH

2. Rank factors based on frequency

3.4. Determine intervention schemes based on unifying themes

e.g. People in rural areas may be affected by poor public transportation services. Intervention Sustainable Transport Strategy

2.3. Perform Gap Analysis to determine details for intervention scheme INTERVENTION75


THE APPROACH

5. Design Interventions 6. 7. Prioritise Interventions 8. 9. Develop Action Plans and Implement 10. 11.Monitor routinely and make adjustments

INTERVENTION

76


PROS

CONS

factors that contribute to low service levels e.g. Resources, Employee Competency, Finance Identification and prioritisation of specific areas requiring focus e.g. Transport Service, Redditch, Diversity Management, INTERVENTION Marketing

Identification of all

1.Time Consuming Delayed Solution

There was already evidence that there was an existing factor noticeably affecting customer service i.e. diversity To ignore this factor and engage in a entire review of all the possible causes of low los would delay a much needed intervention This approach would be better if there were no clear/apparent factors influencing the low los

Expensive Undertaking a venture to

impact multiple targets will 77

Alternative 2 Minorities for MinoritiesTHE APPROACH 1.Identify areas affected by the ethnic mismatch e.g. Redditch 2.Match workforce composition to area being served e.g. 30% minority employees for Redditch 3.Monitor levels of services and evaluate intervention 4.Make necessary adjustments

INTERVENTION

78

Alternative 2 Minorities for Minorities

PROSserved by a familiar face

CONSsegregation

Customers would be

Promotes racial

No enhancement of

Removal of ethnic

mismatch

Improves all-inclusive

corporate image

INTERVENTION

staffs differential competencies to deal with a variety of customers Superficial improvement. Diversity should be embraced throughout the Council and 79

Alternative 3 Org. Policy on DiversityTHE APPROACH 1. Determine why diversity is important to the organisation

2.3. Articulate how diversity relates to the mission and strategic objectives of the organisation

4.5. Define diversity and determine how inclusive its efforts will be

6.7. Make a decision as to whether special efforts should be extended to attract a diverse workforce

8.9. Assess how existing employees, customers, and other constituencies feel about diversityINTERVENTION

10.

80

Alternative 3 Org. Policy on Diversity

PROS

CONS

Follows Best Practices. (Mello, 2nd Ed., p.64, para 3) Multi-faceted approach that look at all strands of diversity to determine suitable approach Improves corporate image. Management would be seen to be taking actions that actually [make] a difference to those living in the county INTERVENTION and working for the

Time- consuming

Will

not address all factors related to low levels of service continuous support from executive management for implementation and enforcement81

Requires

Alternative 3 Org. Policy on Diversity

PROS

CONS

Fulfills Legislation Requirements (development and training activities required in response to Race Relations (Amendment) Act 2000 (p.2, para 2))

Improves Org. Culture (produce observable changes in the behaviour and impacts INTERVENTION upon underpinning

82

Case Solution

Based on the case facts, it is clear that diversity is an issue. solution must utilise managing diversity Therefore, the best best practices for

83

84

A M o d e l o f S tra te g i H u m a n R e so u rce c M anagem entExternal Environment Competition Government regulation Technology Market trends Economic Employee Separation Laws Regulating Employment Staffing

Corporate Strategy

Business Unit Strategy

Internal Environment Culture Structure Politics Employee skills Past strategy

HR Strategy HR planning Design of jobs and work systems What workers do What workers need How jobs interface with others

Training

Performance Management

HR Information Systems

Compensation Labour Relations

85

Case SolutionThe Strategic Management of Diversity Phase 1- Determine why diversity is important for the organisation Phase 2- Articulate how diversity relates to the mission and strategic objectives of the organisation Phase 3- Define diversity and determine how inclusive its efforts will be Phase 4- Make a decision as to whether special efforts should be extended to attract a diverse workforce Phase 5- Assess how existing employees, customers, and other constituencies feel about diversitySOLUTION Phase86 6- Determine specific types of diversity initiatives that

W C C s S tra te g i D i rsi M a n a g e m e n t c ve ty S o l ti n u oExternal Environment Demographic Survey (Phase 1) Assess employees, customers and constituencies feelings about diversity (Phase 5) Employee Separation Laws Regulating Employment Staffing (Phase 6) Training (Phase 6)

Corporate Strategy Diversity Management Integrated Mission and Goals (Phase 2)

Business Unit Strategy Specific Diversity Initiatives (Phase 6)

Internal Environment Compare outcomes of Diversity intervention development strategies to identify gaps (Phase 4)

HR Strategy Analyze survey data to rank diversity dimensions (Phase 3) Compare outcomes of Diversity intervention development strategies to identify gaps (Phase 4)

Performance Management HR Information Systems Assess employees, customers and constituencies feelings about diversity (Phase 5)

Compensation Labour Relations

87 87

Case Solution Org. Policy on DiversityPHASE 1 Determine why diversity is important for the organisation Conduct demographic survey of residents and ACTION employees of the Worcestershire County Council PURPOSE To promote evidenced-based decision making regarding strategic intervention TIMEFRAME and (6) months (ongoing for employees, quarterly Six analyse data RESOURCES for customers) Champion Chief Officer, Team Leader Head of Policy Employee Relations, Team Members TOOLS/ Survey; spreadsheets TECHNIQUE Surveycontinuous support from COMB; cost; CHALLENGENeeds Team S RESPONSIB resources (outsourcing) Relations Head of Policy Employee LE

SOLUTION

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Case Solution Org. Policy on DiversityPHASE 2 Articulate how diversity relates to the mission and strategic objectives of theAnalyse WCCs services to determine adequacy in terms organisation ACTION of customers needs PURPOSE The mission and strategic objectives must be focused on TIMEFRAME managing the needs of customers; diverse customers Two (2) months (annually) RESOURCES have diverse needs. Champion Chief Officer, Team Phase 1 Survey info, Leader Head of Policy Employee Relations, Team TOOLS/ Spreadsheets TECHNIQUES Members County Heads from COMB; team members CHALLENGESNeeds continuous support RESPONSIBL may have otherEmployee Relations Head of Policy priorities E

SOLUTION

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Case Solution Org. Policy on DiversityPHASE 3 Define diversity and determine how inclusive its efforts will be Analyse survey data to rank diversity dimensions in ACTION terms of urgency to WCC PURPOSE To inform intervention strategies TIMEFRAME One (1) month (revisit annually) RESOURCES Champion Chief Officer, Team Leader Head of Policy Employee Relations, Team Members TOOLS/ Spreadsheets TECHNIQUE Countycontinuous support from COMB; team CHALLENGENeeds Heads S RESPONSIB members may have other Relations Head of Policy Employee priorities LE

SOLUTION

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Case Solution Org. Policy on DiversityPHASE 4 Make a decision as to whether special efforts should be extended to Using WCCs employee data, compare the attract a diverse workforce ACTION outcomes of diversity intervention development PURPOSE Identify gaps and development opportunities TIMEFRAME strategies to identify gaps 3 months RESOURCES Team Leader Head of Policy Employee Relations recorddatabase (HRIS), intervention TOOLS/ Employee TECHNIQUE strategies agreed, existing training records, relevant CHALLENGEEmployee database may contain stale or incomplete S data leading to incorrect analysis, time consuming, RESPONSIB legislative policies, recruitment policies Head of Policy Employee Relations costly LE

SOLUTION

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SOLUTION

C a se S o l ti n u o O rg . Po l cy o n D i rsi i ve tyPHASE 5 Assess how existing employees, customers, and other constituencies feel about diversity and assessment ACTION Data gathering drive PURPOSE To promote evidenced-based decision-making TIMEFRAME regarding months (ongoing for employees, quarterly Three (3) diversity intervention RESOURCES for customers) Champion Chief Officer, Team Leader Head of Policy Employee Relations, Team Members TOOLS/ Anonymous Customer Surveys; Customer TECHNIQUE Departmental Heads CHALLENGEFeedback (Calls, Suggestion Box); Employee Needs continuous support from COMB; team S members RESPONSIB Feedback may have other priorities Internal data Head of Policy Employee Relations Metrics data Head of Marketing Department LE External

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SOLUTION

Case Solution Org. Policy on DiversityPHASE 6 Determine specific types of diversity initiatives that Create will be undertaken tools and mediums to integrate diversity management policies into the ACTION workforce and daily operations To create an environment on inclusivity and ensure greater efficiency through PURPOSE more informed decision making TIMEFRAME 2 months Chief Officer, Team Leader RESOURCES ChampionTeam Members County Heads Head of Policy Employee Relations, WCCs intranet,magazine, email, posters, employee performance contracts, TOOLS/ organization vision and objectives, reward recognition policies TECHNIQUE Lack of management support can lead to low focus, diversity management CHALLENGEactivities may become a tick in the box actions and seen as forced action Chief Officer, Team Leader S from upper management RESPONSIB ChampionTeam Members County Heads Head of Policy Employee Relations, LE

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Phase 6- Action ItemsStaffing Training Embracing Multiculturalism Affirmative Action Programmes

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Phase 6- StaffingReview and revise recruitment policy to include equal opportunity clause ACTION To mitigate against discrimination in keepingwith Chandlers maxim PURPOSE structure follow strategy TIMEFRAME 2 - 3 months RESOURCES Head of Legal Services, Head of HR/Recruitment, Board of Directors, Existing Policy, Current Legislation, Market Data , Negotiation, Analysis, TOOLS/ Synthesis TECHNIQUE Time Consuming CHALLENGE S RESPONSIB Head of HR LE

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Phase 6- TrainingTodevelop and implement diversity awareness programmes ACTION Tocultivate an environment where cultural awareness, sensitivity, fairness and PURPOSE integrity prosper Neal E Reichenberg Best Practices in Diversity Management TIMEFRAME 2-3 months (Development of the programme) Implementation Ongoing RESOURCES ExternalResources in the area of diversity, Board & Managers, Employees Power Point, Videos, Workshops, Focus Groups ( Internal) TOOLS/ TECHNIQUE Trainer Fees , Loss of productivity , Rental of Conference Facilities and CHALLENGEEquipment, Employee Resistance S RESPONSIB Headof HR Training and Development, Managers LE

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Phase 6- Embracing MulticulturalismTodevelop an online Multicultural Holiday Calendar ACTION To recognize and celebrate dates that have religious or cultural significance to PURPOSE their employees and customers TIMEFRAME Development 1 month ; Ongoing Implementation RESOURCES Head of Policy Employee Relations, Head of Marketing Market Data, Employee and Customer Feedback TOOLS/ TECHNIQUE Data Collection CHALLENGE S RESPONSIB Head of Policy Employee Relations LE

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Phase 6- Affirmative Action GroupsTo establish affirmative action groups ACTION To monitor and assist persons who are vulnerable to employment PURPOSE discrimination especially racial and ethnic minorities TIMEFRAME 3 months RESOURCES Head of Policy Employee Relations Focus Groups, Employee Surveys, Call outs , Suggestion Box, Field Officers, TOOLS/ Affinity Group and Diversity Council TECHNIQUE Training & Recruitment Cost , Data Accuracy CHALLENGE S RESPONSIB Headof HR LE

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PHASE 6 Determine specific types of diversity initiatives that will be undertaken

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SOLUTION

Case Solution Org. Policy on DiversityPHASE 6 Determine specific types of diversity initiatives that Conduct will be undertaken a workforce analysis to determine gap in workforce based on ACTION diversity needs and implement recommendations To create a workforce that understands and treats well with diversity in the PURPOSE organisation and wider community TIMEFRAME 6 months Chief Officer, Team Leader RESOURCES ChampionTeam Members HR Staff Head of Policy Employee Relations, WCCs intranet,magazine, email, posters, employee performance contracts, TOOLS/ organization vision and objectives, reward recognition policies TECHNIQUE Staff may feel threatened; Evaluating differential competencies is difficult. CHALLENGE S RESPONSIB Team Leader Head of Policy Employee Relations LE

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SOLUTION

Budget Forecast TOTAL 24 MONTHS TIMEFRAMEChief Officer: 7,500 per mth, MAIN Policy Employee Relations: RESOURCES Head ofHeads (6): 4,000 per mth 5,500 per mth County

BUDGET

Training expenses: 25,000 Data gathering: 5 per household, quarterly OTHER: Posters, magazine, vehicles, IT Systems: 20,000 (24 months x 17,000) + (542,000/4 x 5 per h/hld) + 25,000 + 20,000 = 1,092,500

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Thank You

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Recruitment StrategiesWorcestershires response to the challenge of

a changing workforce: Locate Minority Support groups

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Documents

Worcestershire County Council- Comments Considered Ae - Oct 23