5OS05 Diversity and Inclusion Assignment Example

5OS05 Diversity and Inclusion

Task 1: 1930

Task 2: 2397

 

Table of Contents

Task One – Slide Deck with Presenter Notes. 4

AC 1.1 An assessment of the value of diversity and inclusion in organisations for employees, customers and wider stakeholder 4

AC 1.2 An overview of Diversity and Inclusion legislation using key employment case studies to highlight the consequences of non-compliance. 5

AC 1.3 Illustrate two barriers to achieve diversity and inclusion in organisations. 7

AC 3.1 Evaluate the role that both managers and leaders play in creating an organisational culture which fully embraces diversity and inclusion. 8

Role of Managers. 9

Policy and procedure implementation.. 9

Performance Review.. 9

Conflict Resolution.. 10

Role of Leaders. 10

Accountability. 10

Communication and Education.. 10

Task Two – Business Report 11

(AC 2.1) 11

Hiring and Recruitment 11

Workforce Development and Training. 11

Leadership and Management 11

Inclusive Policies and Practises. 12

(AC.2.3) 16

Programme for holistic D&I training and education.. 16

Inclusive Recruitment Practises. 16

(AC.3.2) 17

Develop employee resource groups (ERGs) 17

Recognition for diversity and inclusion.. 18

(AC 3.3) 19

Surveys of employee opinions. 19

Metrics for diversity and inclusion.. 19

References. 21

Task One – Slide Deck with Presenter Notes

AC 1.1 An assessment of the value of diversity and inclusion in organisations for employees, customers and wider stakeholder

Diversity and inclusion tend to have a positive influence on the customers, employees, and wider stakeholders.

From the Perspectives of Employees

Concerning employees, inclusion, and diversity may result in developing an innovative and effective working environment. According to (Sussex, 2022), employees who feel their organisation is inclusive are less likely to suffer work-relevant stress. Additionally, a survey conducted by (CIPD, 2022), outlines that employees who feel that their company values diversity are more likely to have job satisfaction and are encouraged to show effective work performances. Therefore, by embracing varied ideas, experiences, and backgrounds employees are allowed to create innovative approaches and ideas to the concerns. Diverse teams of workers are more likely to comprehend the requirements of diverse customers which may result in effective customer service.

From the Perspectives of Customers

Diversity results in developing a more effective organisational environment that offers the feeling of inclusivity, thus having a positive influence on the customers. According to (Bailinson et al., 2020), customers prefer to trade with organisations they believe reflect their values. While consumers who feel welcomed by the organisation are more likely to return as well as suggest the organisation to others. Additionally, research carried out by (Cheng & Groysberg, 2021), outlines that companies having inclusive and diverse environments are more likely to offer effective services to the customers. Therefore, it results in enhancing the level of trust of the employees in the organisation.

From the Perspectives of Wider Stakeholder

Diversity may also help the organisation to enhance its profits and sales as it is supposed to have a positive influence on the wider stakeholders. According to (Kresic, 2020), organisations having a diverse staff are more productive and have better knowledge of the needs of the customers as well as have high return on investment (ROI). Additionally, a survey performed by (McKinsey & Company, 2020), states that companies having a strong commitment to inclusion and diversity are more likely to have positive brand image. It also outlines that such organisations can attract and retain highly talented workers and able to create innovative and productive work environments.

AC 1.2 An overview of Diversity and Inclusion legislation using key employment case studies to highlight the consequences of non-compliance

In accordance with the (CIPD, 2022), offering and promoting diversity and inclusion in the organisation is regarded as the crucial part of good people management. In order to experience the advantages of the diversity and inclusion, it is related to the development of work cultures and environment in which every person may feel safe and get the feeling of belongingness as well as is motivated to gain their full potential. However, legal frameworks differ in every state, such as the Equality Act 2010 in the United Kingdom protects individuals against discrimination. There are a number of elements enclosing inclusion and diversity such as the Equality Act 2010 which safeguards individuals against harassment, discrimination as well and victimisation. Considering own organisation, it will need companies to take action for the promotion of diversity and equality. Considering the case of Michelle Cox, who won the case in regards to the NHS England Improvement in regards to victimisation and harassment by her employer. While her whistleblowing claims were declined after she raised appeal and grievance. In this regard, as she was proved to be discriminated against and humiliated, shows that NHS England Improvement breached the Equality Act 2010, due to which after being found guilty they had to offer compensation to Michelle Cox (Thorp, 2023). In addition to this Human Rights Act of 1998 also plays a role in safeguarding individuals from discrimination, victimisation as well and harassment. Therefore, concerning both Human Rights Act 1998 and Equality Act 2010, own organisation would need to take measures for promoting diversity, inclusion and equality all across the firm (Liberty, 2022).

More so, in regards to the primary employment cases another case study is outlined regarding the non-compliance with the equality legislation. For instance, Cheshire Police was found guilty regarding the discrimination against the white male applicant for the promotion as he was not selected because he did no comply with the diversity criteria of the force (Simpson, 2020). While, Commission for Racial Equality is the statutory body that is responsible for promoting racial equality in Wales, England, and Scotland. Therefore, considering the case of Cheshire Polic, it has been analysed that it has breached the standards of Commission for Racial Equality as well as the standards set by Sex Discrimination Act 1975 (Hackett et al., 2019).  Additionally, another case study is of Network Rail which was being charged about 1 million pounds to for failing to restrict an employee from being racially abused by co-workers (Simpson, 2020). In this regard, it is observed that Network Rail is held accountable in regard to non-compliance with the principles of the Equality Act 2010 and also charged by the Equality and Human Rights Commission. This regulatory body is associated with the promotion of human rights in Wales, England, and Scotland. As a consequence of non-compliance, the company had to pay the fine.

AC 1.3 Illustrate two barriers to achieve diversity and inclusion in organisations

Several barriers may restrict the organisation from gaining diversity and inclusion. Some of these barriers are as follows:

Cost of Awareness and Training Sessions

It has a direct influence on recruitment as employers may have the feeling that they are not able to afford to recruit and employ the applicant who needs additional training (Bailinson et al., 2020). This may happen while hiring employees for entry-level positions where applicants are not very experienced. In response, it may also cause legal litigations for the organisations concerning Equality Act 2010. In addition, many other employees who are aged and lack innovative skills also serve as a major challenge. As well as these employees also lack updated education. For instance, the case of the 89-year-old secretary of NHS, Eileen Jolly who was not promoted because of a lack of innovative skills and updated education (Dailymirror, 2019). Therefore, it shows that organisations are not arranging training sessions concurrently which is causing issues regarding the implementation of diversity and inclusion in the organisation.

Biased Recruitment

Biasness is regarded as the act which enables individuals to make decisions that are not following the organisational standards or legislations. In any organisation, leaders and managers showing this type of behaviour may result in carrying out biased recruitment. In addition, managers and leaders of the organisation showing non-inclusive behaviour may pass on the negative gesture to individuals belonging to diverse backgrounds as they do not feel valued and welcomed in the company (Diversity in Tech, 2021). Therefore, as a result of the biased recruitment processes applicants may deal with unfair treatment in the process of recruitment. In response, an applicant may no longer want to continue their application, resulting in the organisation being able to hire talented individuals from diverse talent pools. However, in some cases, companies fail to recognise that they have discriminatory recruitment policies which demotivate talented individuals from applying for the job. For instance, the case study of Blackwood v Birmingham and Solihull Mental Health NHS Foundation Trust/ Court of Appeal 2016 states that a woman having child responsibilities was not offered the designation of Mental Health Nurse as the organisation believes that she may not be able to handle the night and late shifts because of child duties (CIPD, 2022). This directly results in breaching the Equality Act 2010, as the applicant was discriminated against due to having child responsibilities.

AC 3.1 Evaluate the role that both managers and leaders play in creating an organisational culture which fully embraces diversity and inclusion.

Leaders and managers in the organisation perform an essential part in developing an organisational culture that completely embraces inclusion and diversity. In regards to own organisation, the following are some of the ways using which the leaders and managers may develop a culture of inclusion and diversity (Kuknor & Bhattacharya, 2020).

Overview of the Policies of the Organisation to Make Sure they are Inclusive

Managers are required to overview the policies of the organisation to make sure they include a diverse group of workers (Óskarsdóttir et al., 2020). This may be associated with the evaluation of the used language throughout the organisational communication materials and other policy documents. Afterwards, managers are required to outline the tone for the firm as they must be clear regarding the significance of inclusion and diversity as well as make it obvious that it is a priority of the firm.

Offer Employees with a Safe Area for Communication

Leaders and managers of the organisation will also be needed to offer a space for communication to all the individuals regarding the issues of inclusion and diversity. As (Dailymirror, 2019), shows the case study of the 89-year-old secretary of NHS, named Eileen Jolly who reported a claim of age discrimination, as she was fired addressing that she was stuck in her old ways of secretarial. This case study shows that NHS has breached the Equality Act (Age) Regulations 2006 (Equality Commission, 2023). Therefore, to overcome these issues organisations must make sure that every employee is offered the space to communicate their concerns. As well as leaders and managers must motivate employees of all age groups to attend training sessions and get involved in diversity and inclusion initiatives. This leads to enhancing employee satisfaction, meanwhile enhancing the skills and work performance of employees.

Role of Managers

Policy and procedure implementation

Managers are in charge of carrying out diversity and inclusion policies and processes within their teams and departments. They make sure that these rules are constantly followed and that they are adequately communicated to all employees.

Performance Review

Managers are crucial in the process of reviewing employee performance. They should evaluate people using neutral standards rather than preconceived notions. Managers may make sure that diverse talent is appreciated and fostered by giving constructive criticism and recognising the contributions of every team member (Barnes and Newton, 2020).

Conflict Resolution

Managers must deal with disputes and problems involving diversity and inclusion in a timely and efficient manner. To promote a courteous and inclusive workplace, this entails facilitating disagreements, conducting investigations where appropriate, and taking corrective action.

Role of Leaders

Setting the tone for the entire organisation is the responsibility of leaders at the highest levels of the organisation. Through their words and deeds, they must show a individual dedication to diversity and inclusion. When leaders put these values first, it has a significant impact on the entire organisation.

Accountability

Managers and workers need to be held responsible for their activities on diversity and inclusion, according to leaders. Setting performance benchmarks and tracking advancements towards diversity and inclusion objectives might be part of this (Grant et al., 2021).

Communication and Education

Both internally and internationally, leaders should engage in open and transparent communication about diversity and inclusion. To promote a culture of ongoing learning and development, they should also invest in educational initiatives and public awareness campaigns.

In conclusion, managers are in charge of implementing diversity and inclusion policies on a daily basis within their teams, whilst leaders establish the overall direction and culture of the company. For an inclusive workplace to be created where every person feels respected and empowered to offer their special viewpoints and talents, both roles are crucial. When managers and leaders collaborate well, they can effect real change and embed diversity and inclusion into the very DNA of the company.

Task Two – Business Report

(AC 2.1)

People can be significantly affected by diversity and inclusion (D&I) in a variety of ways at Barclays Plc, including the following.

Hiring and Recruitment

A stronger commitment to diversity and inclusion (D&I) in hiring and recruiting entails putting proactive measures in place to draw individuals from a variety of backgrounds (Jimenez et al., 2019). This could entail concentrating outreach initiatives, collaborating with organisations that cater to disadvantaged populations, and guaranteeing bias-free job descriptions. Additionally, it can entail using unreasoning hiring practises that put an emphasis on abilities and qualifications rather than demographic data. Barclays plc can create a workforce that represents the diverse fabric of the communities it serves by giving D&I recruitment top priority, leading to a more creative and culturally aware organisation.

Workforce Development and Training

Barclays plc should make investments in comprehensive programmes that take into account the various learning preferences and demands of employees if it wants to have a greater impact on workforce development and training. Offering several training forms, such workshops, e-learning modules, and mentorship programmes, could be one way to do this. Additionally, it`s critical to give staff members real opportunity to interact with diversity and inclusion issues, including through open forums and debates. Barclays Plc may cultivate a culture of continuous learning and development, which will result in a more engaged and effective staff, by ensuring that all employees have equitable access to growth and skill-building opportunities (Joshi et al., 2021).

Leadership and Management

Focusing on D&I in leadership entails creating an inclusive culture throughout the management chain of command in addition to ensuring diverse representation at the top. This can be accomplished by implementing leadership development programmes that value different viewpoints and provide managers the tools they need to build inclusive teams. Leaders should also aggressively seek out and value the opinions of staff members at all levels, promoting a bottom-up method of decision-making. Barclays Plc can get better results by doing this since different points of view inspire more creative and successful business initiatives.

Areas within Barclays Plc that could use D&I development.

Inclusive Policies and Practises

Developing a truly inclusive workplace requires regularly reviewing and improving inclusive policies and practises. This entails going beyond cosmetic adjustments and carrying out exhaustive assessments of current practises to find and correct any potential biases. It might entail using unethical hiring practises, educating employees about unconscious bias, and guaranteeing fairness and openness in the selection and evaluation processes. This strengthened dedication to fairness and equity protects against discrimination and fosters an environment where each employee feels valued and empowered (Kwadwo, 2020).

These areas need improvement because they have a direct bearing on the success of D&I programmes inside Barclays Plc. By resolving these issues, the company may strengthen its dedication to diversity and inclusion, creating a more welcoming and effective workplace.

(AC 2.2)
Equality Impact Assessment

Part 1 – Initial screening

Individual and Department responsible for completing the Assessment	HR department.
Name of policy, strategy or project	Hiring and recruitment process review.
What is the main purpose or aims of the policy, strategy or project?	To enhance the hiring and recruitment process to ensure fairness, transparency, and inclusivity.
Who will be the beneficiaries of the policy/ strategy/ project?	All the potential job applicants and current working employees seeking internal transfers and promotions (Kyeremeh, Prempeh and Afful Forson, 2019).
Has the policy/ strategy/ project been explained to those it might affect directly or indirectly?	Yes.
Have you consulted on the policy?	Yes.
Complete the following table and give reasons/comment where: a) The policy/strategy/project could have a positive impact on any of the equality target groups or contributes to promoting equality, equal opportunities and improving relations with equality target groups. b) The policy/strategy/project could have a negative impact on any equality target groups. (If the impact is high a full EIA should be completed)
Equality Target Group	Positive Impact		Negative Impact		Reason / Comment
	High	Low	High	Low
Race		*			Because of our dedication to diversity, we welcome applications from people of all races, which may result in a more varied staff.
Sex		*			A more inclusive workplace is one where all genders are given equal opportunity (Kyeremeh, Prempeh and Afful Forson, 2019).
Disability		*			In order to promote accessibility, the procedure includes adjustments for people with disabilities.
Religion		*			The hiring procedure upholds respect for various religious beliefs.
Sexual Orientation		*			Candidates that identify as LGBTQ+ feel respected and welcomed by inclusive policies.
Age		*			In order to eliminate age prejudice, the procedure prioritises experience and skills over age.
Gender Reassignment		*			People who are changing their gender are treated with respect and consideration.
Marriage and Civil Partnership		*			Marriage status is not taken into account when making hiring decisions thanks to our policy.
Pregnancy and Maternity		*			Work-life balance is encouraged through the provision of maternity leave and accommodations (Lpo, 2022).
Please give a brief description of how this policy benefits the equality target groups identified in the table above.	This policy makes sure that everyone is given equal consideration and chances during the recruiting process, regardless of their background. All applicants are placed in a just and welcoming atmosphere as a result. (Mitchell et al., 2020)
If there is a negative impact on any of the equality target groups, is the impact intended or legal?	N/A
What actions could be taken to amend the policy / strategy / project to minimise any impact identified?	N/A
If there is no evidence that the policy / strategy / project promotes equality, equal opportunities or improves relations within equality target groups, what amendments could be made to achieve this?	N/A
How will the policy / strategy / project be implemented including any necessary training?	To guarantee that all HR personnel involved in the hiring process understand and consistently apply the policy, implementation will include thorough training.

Full assessment required?	Yes	*	No
Date Initial assessment completed	10-Oct-23

(AC.2.3)

There are two approaches that can be used to strengthen diversity and inclusion within organisational policies and practices.

Programme for holistic D&I training and education

Barclays Plc must to be proactive in identifying the particular difficulties and chances that diverse groups might run into within the company. This entails modifying the training material to address particular problems that people from various backgrounds may experience. Giving staff specialised training in communication skills and cultural competency, for instance, can enable them to successfully negotiate varied work contexts. Additionally, including real-world examples and case studies in the training program can provide useful information and empower participants to put D&I ideas into practise in their everyday interactions (Mourlon-Druol, 2021). Barclays not only provides its workforce with the resources to promote diversity but also develops a sense of belonging and inter-personal understanding among employees by fostering a culture of continual learning and growth.

Inclusive Recruitment Practises

Barclays should not only use unreasoning recruitment but also regularly perform audits and assessments of its hiring procedures in order to strengthen its commitment to inclusive recruiting. This entails looking through application data for any patterns or trends that might point to potential biases. Establishing a feedback loop with candidates is also crucial for gathering information about their experiences during the hiring process. The procedure can be further improved and refined using this feedback. Additionally, think about developing mentorship programmes that link new hires, especially those from underrepresented groups, with seasoned workers who can offer advice and support as they transition into their roles. This not only makes the onboarding process easier, but it also shows how committed Barclays is to developing talent from all backgrounds (Mourlon-Druol, 2021).

Barclays Plc shows a sincere commitment to promoting a diverse and inclusive workplace by going deeper into these strategies. To make sure that efforts to promote diversity and inclusion remain successful and pertinent, these programmes should be evaluated on a regular basis. The organisation should also be accessible to employee feedback. This approach to continual development strengthens Barclays` reputation as a pioneer in fostering an atmosphere where each person can flourish and provide their particular ideas and skills. Barclays Plc may show a strong commitment to diversity and inclusion by developing these initiatives. This not only improves workplace culture but also establishes the company as a pioneer in developing a setting where all workers, regardless of origin or identity, can succeed. These programmes should also be regularly reviewed and modified to make sure they continue to be efficient and meet the changing needs of the workforce.

(AC.3.2)

Develop employee resource groups (ERGs)

Not only should Barclays Plc create ERGs, but also offer them strong assistance and resources. This provides earmarked funds, access to learning and development opportunities, and a venue for ERGs to showcase their successes and projects to the organisation as a whole. Leadership should also actively interact with ERGs, soliciting their opinions and including them in the decision-making process. This not only shows a sincere dedication to diversity and inclusion, but it also taps into the strength of the workforce as a whole to effect change. Barclays develops a culture of collaboration and diversity that goes beyond the ERGs itself by fostering an atmosphere where ERGs are appreciated and empowered (Nehemiah et al., 2021). Barclays should give ERG leaders the cash and time off they need to successfully plan and carry out activities in order to maximise the effectiveness of ERGs. These organisations must to act as change agents as well as support systems. Encourage ERGs to work together on relevant initiatives with the organization`s leadership and among themselves. ERGs should be given the authority to actively participate in the formation and implementation of policy in addition to their important role in raising awareness of diversity and inclusion. This includes using their combined voices to suggest adjustments that advance justice and equity at work. Barclays makes sure that ERGs are not simply passive emblems of diversity but rather active promoters of inclusion by adopting this aggressive posture.

Recognition for diversity and inclusion

Barclays plc should create a structure for continual recognition of diversity and inclusion achievements in addition to the yearly awards program. This can entail delivering frequent updates through company communications that recognise outstanding employees and successful projects. Additionally, think about promoting these initiatives through a variety of platforms, like internal newsletters, social media, or company-wide gatherings. The message that these principles are essential to the organization`s identity and success is reaffirmed by Barclays by continuously recognising and celebrating diversity and inclusion (Nehemiah et al., 2021). Employees are strongly encouraged to continue taking an active role in fostering an inclusive workplace culture by this continuous acknowledgment. The diversity and inclusion Awards programme should to be incorporated into Barclays` more extensive system of incentives and recognition. The programme should offer rewards for departments and business units that thrive in diversity and inclusion efforts in addition to recognising exceptional people and teams.

This could be linked to incentives, promotions, or performance reviews, giving staff members and management a strong incentive to get involved in D&I efforts. Additionally, the awards programme needs to be a continuous, year-round effort to recognise diversity and inclusion accomplishments rather than a one-time occasion. In order to ensure that best practises are shared and continually improved, it should also incorporate regular feedback loops where previous winners share their perspectives and experiences with the larger organisation (Siwale, 2022).

(AC 3.3)

These two approaches can be used to measure the impact of a diverse and inclusive culture within Barclay plc.

Surveys of employee opinions

It is crucial to make sure that the questions in employee feedback surveys on diversity and inclusion are precise, applicable, and written in a way that promotes open communication. Additionally, open-ended survey questions should be used to collect both quantitative data like satisfaction ratings and qualitative insights. This makes it possible to comprehend employee experiences and perspectives on a more in-depth level. Additionally, take into account creating follow-up measures to address any issues or recommendations mentioned in the surveys. This displays a sincere commitment to hearing input and acting on it, which is essential in establishing confidence and credibility around efforts to promote diversity and inclusion. The ultimate objective is to actively use the data to inform activities and tactics that promote a more inclusive culture, rather than just collecting it for research purposes. Barclays should also set up a structured feedback loop to show that the company is committed to acting on customer feedback. This entails informing staff members of the results of the survey, outlining the action plan based on their comments, and regularly updating them on the status of the project. Employees must be able to observe how their suggestions are being implemented to make the workplace better (Barnes and Newton, 2020).

Metrics for diversity and inclusion

Barclays needs to set defined goals and performance standards in order to use diversity and inclusion indicators successfully. Setting ambitious yet attainable representational targets is necessary for this, as are other crucial metrics like staff involvement levels for diversity and inclusion. To acquire a deeper understanding of employees` perspectives, think about doing qualitative assessments through focus groups or one-on-one interviews in addition to tracking quantitative measures. It`s critical to do intersectional analyses of the data, taking into account the possibility that a person may identify with numerous underrepresented groups. By using a holistic strategy, Barclays can find areas for development, identify areas where it has succeeded, and show that it is dedicated to making advancements in its efforts to build an inclusive workplace. Regular benchmarking against industry peers and best practises should be carried out to deepen the usefulness of these indicators. This benchmarking might show the areas in which Barclays excels and those in which changes are needed (Jimenez et al., 2019).

In order to guarantee that information is reliably gathered, examined, and taken into account, the organisation should also think about designating a function or team that is solely responsible for tracking and reporting on diversity and inclusion indicators.

Barclays Plc shows a sincere commitment to developing a diverse and inclusive culture by strengthening these strategies. These programmes need to be incorporated into the organization`s larger diversity and inclusion strategy, and their success needs to be continually monitored and improved. This approach to continual development strengthens Barclays` reputation as a pioneer in fostering an atmosphere where each person can flourish and provide their particular ideas and skills (Joshi et al., 2021).

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