talent
not tokenism
the business benefits of workforce diversity
filling skills
gaps
understanding our
customers
getting the best
candidate
finding new
markets
reducing
recruitment costs
Acknowledgements
The CBI and TUC are very grateful to Clare Cozens (www.clarecozens.co.uk) for her
invaluable help in preparing this report.
The CBI and TUC thank the Equality and Human Rights Commission for their support
with this project.
We are especially grateful to all companies that participated in our case studies
or gave us their “top tips”. Thank you to those companies who provided photos to illustrate this guide.
For further information, please contact:
For the TUC:
For the CBI:
Sarah Veale
Marion Séguret
Head of Equality & Employment Rights
Senior Policy Adviser
TUC
CBI
Congress House
Centre Point
Great Russell Street
103 New Oxford Street
London WC1B 3LS
London WC1A 1DU
T: 020 7467 1326
T: 020 7395 8282
E: [email address]
E: [email address]
Content
Foreword
3
The business benefits of greater diversity
4
Attracting and retaining talent
10
Top tips: BT, Yorkshire Water, PricewaterhouseCoopers
11
Case studies: Botanic Inns, Pinsent Masons, RBS, IHG, Arriva
12-20
Understanding customers, attracting new business
24
Top tips: Barclays, B&Q, Lloyds TSB, Shell
25
Case studies: PPDG, IBM, Serco
26-34
Filling skills gaps
38
Top tips: Manpower UK, Ford, Unilever UK
39
Case studies: Oakwood Builders and Joinery, GSK, Beacon Foods, Listawood
40-48
The law on equality and diversity
50
Sources of further information and advice
52
2
Foreword
A firm’s success and competitiveness depends
on its ability to embrace diversity and draw on
the skills, understanding and experience of all
its people.
The potential rewards of diversity are significant:
an organisation that recruits its staff from the
widest possible pool will unleash talent and
develop better understanding of its customers.
It will also enable it to spot market opportunities.
Employers featured in this report have proactively
Richard Lambert, Director-General, CBI
sought to achieve greater workforce diversity.
Good practice examples range from supporting
women’s or ethnic minorities’ career progression,
running recruitment days for disabled people and
establishing social networks for lesbian, gay and
bisexual employees.
Promoting diversity in the workplace need not be
expensive or time-consuming but it does require
a commitment from the top to trigger a change in
culture and attitude. Trade union and employee
representatives can play their part in facilitating
Brendan Barber, General Secretary, TUC
an evolution in working practices by offering
advice and support to employees. Organisations
such as the Equality & Human Rights Commission
have an important role in providing support and
guidance to employers, large and small.
However you decide to take this important agenda
forward, we hope this guide will help you by pro-
viding ideas on where to start and tips on how to
develop a successful long-term diversity strategy.
Trevor Phillips, Chair, Equality & Human Rights Commission
3
The business
benefits of
greater diversity
What do we mean by workforce diversity?
Why do so many businesses think it’s
important to have a diverse workforce?
And might your business be missing out?
4
The impression a business makes
Around 3.5 million disabled people are in
Would you notice if you walked into a small shop
employment – around one in eight of all working-
and all the customers were women while all the
age people in employment. This represents an
shop assistants were men? Or if all the assistants
employment rate for disabled people of 50%,
appeared over 50 but all their customers were
whereas the working-age population as a whole
teenagers? Might you think this a bit odd?
has an employment rate of about 80%.
You probably would. We are used to seeing a
The working population as a whole is getting
range of different people while out and about. Any
older. Compared to 1971, a higher proportion of
concentration of one type of person can stand out, the population is aged 30 or older and this is set to
especially if a contrasting group is close by.
continue to grow in the future.
Although it can be harder to spot, the same is true
The 2001 Census gives the latest definite measure
for businesses. Its workforce influences how the
of the UK’s ethnic diversity, and showed that 7.9%
business is perceived to the world outside.
of the total population, or 4.6 million people, are
Who is employed and what they are like says
from ethnic minority groups. Indians were the larg-
something about the business to customers,
est minority group, followed by Pakistanis, those
suppliers, contractors and potential recruits, as
of mixed ethnic backgrounds, black Caribbeans,
well as to existing employees and to trade unions
black Africans and Bangladeshis. The remaining
representing them. If a company’s workforce is
ethnic minority groups each accounted for less
uniform in sex, age, ethnic background, or any
than 0.5% but together accounted for a further
of the other characteristics people tend to notice
1.4% of the UK population.
about one another, then that can make a difference The most recent British Social Attitudes Survey
to the impression a business makes.
shows that 45% of the UK population identify
themselves as having no religious belief (though
they may hold non-religious beliefs, such as
What the UK population is like1
humanism). 47.5% of people say they are
There are almost 61 million people living in the
Christian, while 3.3% are Muslim, 1.4% Hindu,
United Kingdom, slightly more women than men.
0.5% Jewish, 0.2% Sikh, 0.2% Buddhist and
Nearly 31 million of us are working or actively
1.4% other non-Christian religions.
looking for work (most of the rest are under 16
The majority of people are heterosexual or
or are retired). These days, the number of women
‘straight’ and they are attracted to the opposite
either in, or looking for, paid work is getting closer sex. HM Treasury Actuaries estimate that 6%
to the number of men: 14.1 million women
of people are attracted to people of the same sex
compared to 16.7 million men. Seventy percent
(lesbian women and gay men) or both the same
of women between the ages of 16 and 59 are in
and opposite sex (bisexual people).
paid work outside the home, compared with just
56% in 1971. This includes a majority of mothers
with children under 16, whether they are married
or living with a partner or on their own.
1. Source: Social Trends 2008 (Office for National Statistics, April 2008)
All the figures are for 2007 unless otherwise indicated
5
Positive action, yes: positive
Most of the time, asking your staff to treat each
discrimination, no
other as they would like to be treated themselves
It is important to appreciate the legal distinction
will ensure everyone is treated fairly and in a way
between ‘positive action’ and ‘positive discrimina-
that respects and even celebrates diversity.
tion’. Positive action is allowed under existing
Many of the companies featured in this guide have
discrimination law. It is designed to create a level
deliberately taken an additional step, which is to
playing field so that historically disadvantaged
look at whether there is more they could do within
groups can compete on equal terms for jobs, or
the law to make sure their policies and procedures
for access to services and so on. It can include
are operating fairly. Sometimes they’ve asked
advertising in a specific place or publication to
people who already work for them, directly and/
encourage applications from types of people who
or through their union or staff council, what they
have not in the past applied for a particular job,
think, or they have looked for help from outside.
or additional training to help someone show more
They have then made changes to make sure no-
effectively what skills they would bring to a role,
one is unnecessarily excluded from a job they
or providing support networks, or adapting work-
could do. This has meant either that their work-
ing practices. These ‘balancing measures’ reflect
force has become more diverse, or that people in
the possibility that in some cases, to achieve a fair the workforce feel more valued and supported for
outcome, a difference in approach and methods
who they are and what they bring to their jobs.
to encourage may be required. It is this approach
that many of the companies featured here have
What a diverse workforce looks like
used to increase the diversity of their workforce. It
Lack of diversity can occur when employers don’t
is essential that the under representation is clearly
manage to look beyond the first thing they may
established before embarking on positive action.
notice about a person – that someone is male or
This type of balancing measure is not the same
female, older or younger, black or white, disabled
as positive discrimination. Positive discrimination
or non-disabled, and so on – to consider in-depth
in the workplace usually refers to making recruit-
whether that person has the skills required for the
ment/promotion decisions solely on the basis of
job. Instead, they go for what feels like the safe
a characteristic someone has, so that their gender
option of ‘someone like me’.
or some other characteristic is a deciding factor
A successfully diverse workforce is one that
in recruiting them, irrespective of whether they
contains people at all levels who have a range of
are in other ways the best candidate for the job.
different characteristics, able to be themselves at
In other words, it ignores merit. This is not
work as well as outside it. They will have been
generally allowed under European or British
recruited or promoted on the basis of their abilities
discrimination law.
and competence in doing the job, because their
employer has focused on this, and not on what
Treating each other with respect
they looked like. This guide shows why in the
It is also helpful to understand that treating people end a business that adopts this approach is
fairly and not discriminating does not have to feel
likely to benefit.
like a legal minefield. It is important to get proce-
dures right, but the most important thing is to try
to make sure your workplace is one where people
treat each other with respect and no-one believes
that ‘different’ means ‘worse’.
6
because of an irrelevant demographic character-
istic. This wastes individual potential and is also
damaging to the business: it fails to recruit
potential staff, existing staff leave and may bring
tribunal claims, and revenues ultimately suffer –
so the moral imperative and the business case go
hand in hand.
Even more importantly, each of us thrives when
we are valued as an individual, including our
different experiences and viewpoints, which may
in turn relate to our demographic characteristics –
age, ethnic origin, disability, religious faith or non-
religious belief, sex, or sexual orientation. This
doesn’t just apply to attitudes to employees, but
also customers, sub-contractors, suppliers, and
the wider community where a business is based.
Yet many of the companies featured here have
found that what may have begun as a way of mak-
ing sure they are doing the right thing either legally
or morally has had tangible benefits for their core
business. These include:
n Increasing employee satisfaction, which helps
attract new staff and retain those already there,
The benefits of a diverse workforce
reduces recruitment costs, and can increase
Businesses may begin to look at who they are
productivity
recruiting to be sure they are meeting the require-
n Understanding better how the company’s diverse
ments of the law and treating their employees and
customers think and what drives their spending
applicants for jobs and for promotion fairly and
habits, or how to access markets they have not
not discriminating improperly. Another reason
previously been able to tap into so effectively
may be to respond to something workers or their
n Finding enough workers to fill skills gaps in
representatives in a union or staff association or
areas with tight labour markets, where there
network have suggested.
are not enough ‘obvious candidates’ for the
An equally important motive for treating people
vacancies they have.
fairly and with respect is that it is morally the right
The case studies and ‘top tips’ included in
thing to do. A socially responsible company will
this guide give more detail on these benefits.
make sure all its workers, including managers,
behave towards one another in a way that pro-
motes the company’s positive values. This is not
just about avoiding discrimination, harassment
and bullying, although this is important. Discrimi-
nation in employment, wherever it exists, makes
it difficult for people to do their jobs properly
or excludes people from a workplace altogether
7
How to use this guide
Ask yourself:
Have a look at your business, your workforce and
n Are we missing out on potential employees or
where you operate. If your company has different
failing to retain key people?
levels of seniority, do the top ones as well as the
bottom ones contain different types of people?
n Could we understand our customers better or
Are you worried about high staff turnover or have
access new markets?
people you’ve offered a job to decided to go some- n Are we experiencing skills gaps which could
where else? Perhaps your customer base is limited
be filled by people we don’t usually target for
to people who all look like one another and like
recruitment?
your staff – this could mean there are untapped
n What can we do to improve?
markets for your business that a more diverse
workforce could help you reach. Or maybe your
Look through the case studies and top tips to see
customers look very different from your staff and
whether there are approaches you can adopt and
you’re worried you don’t know enough about how
what the benefits might be.
they think.
Many of the suggestions do not require much
8
money or even much effort, and can benefit
If you are a trade union or employee representative
businesses of any size.
or an individual employee, we hope this guide will:
If you do decide to take any of these ideas fur-
n Give you some ideas to discuss with managers
ther, there are lots of sources of additional help
and employees at the company where you have
and advice, some of which we highlight at the
members or where you work
end of this guide. Among other organisations,
n Show what benefits they could gain from
trade unions have a long experience of promot-
addressing a particular aspect of diversity
ing equality and can provide information and work
with employers and employees to help businesses n Offer practical suggestions for how to do this.
realise the benefits of greater diversity.
9
Attracting and
retaining talent
Everyone brings to the
Treating people fairly in
workplace the different
recruitment, training
characteristics that make
and development, and
them who they are. Each
promotion has helped
person has a different
these businesses build
experience and viewpoint. a reputation for being
While it’s important not
good places to work,
to stereotype by assuming with benefits that include:
that all people who share
n Increased employee
a characteristic will think
satisfaction
or behave in the same
way, many companies now n A wider range of
understand how they
applicants for job
benefit from having in their
vacancies
workforce people with a
n Lower staff turnover.
range of characteristics,
viewpoints and experi-
ences who feel valued
for all of these.
10
estions that organisations have to
der to meet the increas-
“No-one qu e agile in or
This
become mor of customers. We must apply the
g our people. e
ing demandshinking to managin
same agile t
means embracing diversity. Talented people ar
y their age, gender, current work
not defined be they live or their cultural back-
y their skills, ability,
status, wher
ground. They are defined b
energy and the unique perspective they bring to
e.”
an organisation. Releasing their unique talents is
key to business performanc
olicy BT
aters, Director, People and P
Caroline W
www.btplc.com
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shirewater.com
“Our experience has shown that building a
strong business case for diversity, making it a
strategic imperative backed up by policies and
processes is just not enough. Tackling the com-
plexity of organisational culture requires a focus
on what drives behaviour – this has taken us
into the realms of organisational psychology so
that we can each better understand ourselves
and thus each other.”
Kieran Poynter, Chairman, PricewaterhouseCoopers
www.pwc.co.uk
11
CASE STUDY: Botanic Inns
Becoming an Botanic Inns is one of Northern Ireland’s leading
hospitality and leisure providers. With a workforce
of some 600 staff, the company offers a wide range
‘employer of dining, accommodation and entertainment
services. Botanic’s portfolio includes 14 bar and
restaurant outlets together with three small hotels.
of choice’ to The leisure and hospitality industry has
traditionally been associated with tough working
reduce staff conditions and high staff turnover. Botanic Inns
wanted to find a different way of doing business.
Dominic McGeown, Botanic’s Head of Human
turnover Resources, says that one of the drivers was the
company’s existing workforce at that time:
“We at Botanic Inns realised that to have happy
and loyal customers, we would need to employ
happy and loyal staff. So we set out to look for new
ways of operating in order to ensure that our staff
enjoys working with us and in doing so, it became
very clear that we needed to be ever conscious of
other factors that impact their daily lives.
“The way we care about our employees has
made us an ‘employer of choice’, helping In 1997, Botanic Inns employed about a hundred
attract a more varied workforce.” people, mostly young, single and with few caring
responsibilities. But people’s lives change. Several
Dominic McGeown, Head of Human Resources
original staff members were promoted into senior
roles and also started families. Understandably,
their focus and approach to work changed with
their new responsibilities, especially at home”.
Botanic’s management recognised the need to
encourage these employees to remain in the work-
force, rather than lose their skills and expertise.
The company’s Human Resources team was asked
to find a way in which staff could more easily
balance their work and home lives. One challenge
was that, while work done at a computer or desk
is often not especially place- or time-specific,
preparing and serving food and drink to custom-
ers has to be done at at the company’s premises
between particular hours.
12
The answer for Botanic Inns was a competitive
Far from damaging the way we work, flexible
benefits package, including flexible working
working has made us better able to cover shift
which is available to everyone. The options
patterns. And this isn’t all about being worthy
include compressed working weeks, term time
– lots of our benefits for staff and especially for
working, flexitime, part time and working from
families are fun - personalised babygros, keepsake
home where the job allows it. The company also
boxes and portrait sessions for our ‘Botanic Inn
provides childcare vouchers as an employee
babies’; an annual family fun day; and Fathers’ Day
benefit, enhanced maternity and paternity leave
events for dads who work for us.
and pay, and access to unpaid career breaks
Our staff is very loyal and committed to us – we’ve
after just a year with the business.
been well-placed in the Sunday Times and FT
Other benefits for employees include subsi-
indexes of good places to work, and have been
dised sports facilities, subsidised staff meals,
recognised for our approach to flexibility and
discounted access to private healthcare, and a
employing parents. But perhaps most impor-
24 hour/365 day counselling service offering
tantly, we’ve won awards from within our industry,
assistance from debt management to relationship
confirming our belief that our approach to diversity
problems. All employees also have discount cards also makes us better at our core business, the
which can be used in any of the company’s
latest being Best Multiple Operator at the UK-wide
outlets. Alongside this, and a key part of its
Publican Awards 2008”.
approach to attracting and retaining staff,
Botanic Inns has its own training programme
www.botanicinns.com
offering core skills, support for professional
qualifications and a career path.
Ten years on from first addressing the issue,
where is the company now? Dominic sets out
what’s happened:
“Botanic Inns has been successful in retaining
key staff in order to maintain continued company
growth. Liaising with schools and other train-
ing organisations, we have highlighted the career
potential within the industry and have provided
some excellent opportunities for new and existing
staff. We achieved Investors in People Accredita-
tion for the first time in 2004, which is testament
to our commitment to our workforce in terms of
personal development and team success. This has
Adrian Barlow, Partner | Head of
been renew
Pinsent
ed on a regular basis, the latest being
Mason’s Property Group
in the autumn of 2007.
13
CASE STUDY: Pinsent Masons
Attracting Pinsent Masons is a solicitors’ partnership with
offices in London and six other UK cities including
Birmingham, Bristol, Manchester and Edinburgh,
talented as well as an international presence. The firm
employs 1,600 staff in the UK – a typical office
has 300 people working in it.
people and When Jonathan Bond joined Pinsent Masons in
April 2006 as Director of Human Resources, he
enabling didn’t have a specific diversity remit. The firm’s
board did, though, ask him to create and imple-
ment a human resources strategy to help the firm
them to meet its business goals. Diversity emerged as a
key theme. Jonathan says:
“Our aim has been to create a culture where the
perform firm’s values of respect and co-operation would
be practised by every individual in their everyday
work. We also recognise that we’re working in a
very diverse recruitment market. To get skilled
staff, we need to appeal to people in various UK
cities - otherwise, we’ll miss out on talent. Our
wider HR strategy could be summed up as ‘attract,
retain, enable’ and our work on diversity supports
that”.
The firm also cites numerous studies showing that
a diverse team produces a better work product
because it can offer a client different viewpoints,
and the interest that clients increasingly take in
the policies and demographics of those bidding
for work, especially those working in the public
sector.
So how did LGB (lesbian, gay and bisexual) equal-
ity come to be one of the areas Pinsent Masons
“My career really started to move forward has focused on? The idea grew out of a wider
once I took the step of coming out in the diversity network set up for staff who were either
workplace. In a different era, that step was from a particular group – female, ethnic minority,
a difficult one for me to take, but the firm's LGB - or were interested in diversity. This network
diversity work now ensures that nobody met a couple of times and suggested launching
should have any worries about coming a separate LGB network to act as a confidential
out and being themselves at work.” sounding board for LGB members of staff, to
advise on relevant policies before they’re
Adrian Barlow, Partner – Head of Pinsent Masons’ Property Group
14
implemented; and to hold meetings and social
The firm also believes that its programme is
events. Other practical steps the firm has taken
valued by all forward thinking people who work
include:
for it - appealing to existing staff and potential
employees. While it will always want its reputation
n Reviewing some policies, such as ensuring part-
ners of staff are treated equally whether they’re
to be rooted in sound legal work, Jonathan Bond is
straight or gay
clear that Pinsent Masons’ work on diversity helps
to achieve that excellence, by attracting key talent
n Including a sexual orientation monitoring
and enabling it to perform. On the staff survey, the
question in the staff survey (4% of staff
number of staff who would recommend Pinsent
identified themselves as lesbian, gay or
Masons to a family member as a place to work
bisexual), and analysing the survey results to
has gone up. LGB staff are finding that if someone
check that LGB staff do not feel less positive
comes out, it's not a big deal: no-one needs to live
about their experiences at work than other staff
a lie, and when people can be themselves at work
n Including LGB equality issues when diversity
as well as outside it, they perform better too.
training is provided, which is almost always as
There are quantifiable benefits too, even though
part of other training – such as the induction
costs are limited to a small proportion of staff
programme for all staff
time, plus payment for a few events and member-
n Working with suppliers to ask for confirma-
ships. In the two years since the wider diversity
tion that they comply with the firm’s diversity
programme began, the retention rate has improved.
approach and helping some who did not have
Lawyer turnover has dropped from 17.5% to 12%
policies to develop them.
a year, and when every lawyer lost can cost a firm
In deciding what to do, Pinsent Masons has
£110,000, that’s no small achievement.
tapped into outside sources of advice – particu-
Jonathan Bond says:
larly Stonewall, the leading LGB campaign group
“I’d definitely advise other businesses to be brave
– and in 2008 became the first law firm to be rated and go for it – don’t spend too long finding the
among the top 100 employers for LGB people in
reasons not to change”.
Stonewall’s Workplace Equality Index. Winning
this external endorsement for its work has helped
www.pinsentmasons.com
the firm promote what it is doing to clients who
also have a track record on diversity, such as BT
and the major banks.
15
CASE STUDY: RBS (The Royal Bank of Scotland Group)
Removing RBS (the Royal Bank of Scotland Group) was
founded nearly 300 years ago and is now one of
the largest financial services groups in the world,
barriers to including names such as RBS itself, NatWest and
Ulster Bank. It provides banking, financial and
insurance services for individuals, businesses
employment and institutions. The Group still has its global
headquarters in Edinburgh and employs 104,000
people in its UK businesses. RBS recognises Unite
allows access as a union for some of its staff.
RBS takes diversity seriously and is very open
to the best about its policies, which are available on its web-
site alongside information about the composition
of its workforce and the results of its staff satis-
talent faction survey. The Group’s ‘Managing diversity’
policy clearly sets out the Group’s commitment
to valuing and promoting diversity in all areas of
recruitment, employment, training and promotion,
and the responsibilities of the Group as employer
and of all employees. It also challenges myths
about different groups. Compliance with the
policy is built into the Group’s performance man-
agement framework and RBS expects similarly
high standards from its suppliers.
One of the areas where RBS aims to go beyond the
requirements of the law is the removal of barri-
ers for disabled people, whether employees or
customers. While the classic image of a disabled
person is a wheelchair user who has been disabled
since birth or childhood, that is far from the real-
ity, as John Last, Group Head of Diversity for RBS,
explains:
“Most disabled people acquire their disability later
in life, often after the age of 45, through illness or
accident, rather than being born with a disability.
As well as visible physical impairments, disability
includes conditions such as mental health prob-
lems and cancer. In total, about 15% of the popu-
lation has a disability that has a significant impact
on their everyday activities.
16
Yet disabled people are still under-represented in
Every new branch is built to incorporate
the workplace, because of the barriers they face,
these adjustments.
either getting into a job or staying in it if they
The company has also found that training is
become disabled during their working life. It’s
important. As well as broad training on diversity
also a mistake to think of those barriers as being
awareness and dignity at work, there are two man-
entirely about physical access, though for some
datory online training sessions a year for every
disabled people that will be important – but often
employee on what the Disability Discrimination Act
it’s other people’s attitudes that get in the way.
means, focused on how staff interact with disabled
Disabled people need a variety of changes, and
customers, but which obviously has an impact on
often quite minor things can often have a huge
behaviour towards colleagues too. There is extra
impact”.
training and advice for line managers.
Practical steps the company has taken include:
This approach has won recognition and several
n Interviewing every disabled job applicant who
awards for the Group and its constituent busi-
meets the minimum standards of the vacancy
nesses, for example, from the Employers’ Forum
on Disability. However, although the awards are
n Giving a written commitment to ensure staff
who become disabled while they work at the
welcome, ultimately John Last says that there
company are given every chance to remain
are clear ‘bottom-line’ benefits to RBS’s work
in post
on disability:
“Diversity means attracting everybody regardless
n Working in partnership with employees to
develop reasonable and practicable workplace
of disability and removing all barriers to employ-
adjustments to allow them to perform their jobs
ment. For RBS, this is all about making an invest-
effectively - for example by tailoring induction
ment to get the best people”.
programmes to individual needs
www.rbs.com
n Ensuring intranets meet accessibility standards
just as much as the Group’s externally focused
“We really try to focus on the business case
websites
for diversity. Of course, there’s a moral case
n Setting up forums of disabled staff and using
as well, but I think organisations need to
them to suggest and monitor changes.
focus on how they can get the best people
There have been physical adjustments too. In
for the job”.
2006, RBS looked in detail at how offices and the
network of branches worked for disabled people
John Last, Group Head of Diversity
- employees and customers. Having consulted on
what was needed, the company introduced
measures including audio induction loops,
automated opening and closing doors, disabled
car parking bays, more use of handrails and
improved lighting in every branch it could
(a small number of branches are in listed
buildings where changes are restricted).
17
CASE STUDY: InterContinental Hotels Group (IHG)
Commitment, InterContinental Hotels Group (IHG) is the world's
largest hotel group by number of rooms, owning
a portfolio of well-known hotel brands including
loyalty and InterContinental, Crowne Plaza, Holiday Inn and
Holiday Inn Express in the UK. Its hotels employ
approximately 8,000 people across the UK.
reduced When the law changed in 2004 to require services
to be more accessible to disabled people, IHG
absence trained all its employees in customer service and
disability awareness, as well as looking at physical
changes to its hotel premises. Following its cus-
tomer-focused work, IHG’s UK human resources
team decided to target disabled job seekers as
potential recruits, believing they could be a source
of new talent for the company. Instead of just
advertising available jobs and hoping disabled
people might apply and be suitable, disabled peo-
“The training course gave me ple looking for work were given the opportunity to
the confidence I needed to take the first have relevant training and support before, during
step back into the workplace. I enjoyed and after the application process.
taking part in the team-building exercises Working in partnership with Jobcentre Plus and
and learned some useful skills. I’m really the RNIB (Royal National Institute of Blind People),
proud of myself”. IHG held a pilot recruitment open day in January
2006 at Holiday Inn Edinburgh. It was attended by
William Johnstone, employee, Holiday Inn Edinburgh.
over 70 people with a range of disabilities. Almost
half went on to be interviewed for jobs at the hotel,
and four of these were successful – two house-
keeping assistants, a receptionist and a hall porter.
Twelve more people attended a two-week pre-
employment course before being interviewed. This
course was designed to provide potential appli-
cants with a variety of useful transferable skills,
including interview techniques, customer service
training, and certificates in health and safety and
basic food hygiene.
At the end of the course, these 12 were also
interviewed for specific positions at Holiday
Inn Edinburgh. Four secured employment – two
housekeeping assistants, one maintenance
assistant and one kitchen porter. Those who didn’t
18
immediately secure positions were offered a six-
are more likely to take the initiative when recruit-
week work placement at the hotel which resulted in ing, training and dealing with different disabilities,
a further linen porter’s position being filled.
accessing additional information from disability
The model has been repeated in partnership with
groups or the internet.
Jobcentre Plus and Shaw Trust in the London area, IHG is sure the business has benefited from these
and there are plans to extend it to other areas too.
positive attitudes and from the recruits them-
IHG makes the point that reasonable adjustments
selves. As well as receiving recognition by winning
don’t have to be complicated or expensive. Often,
RADAR’s People of the Year Employment Award in
it is working practices that need to change slightly. 2007, the programme has:
For example, one person recruited as a hall porter
n Helped IHG to tap into a wider pool of talent
has Asperger syndrome, a form of autism, affect-
n Developed line managers
ing the way a person communicates and relates to
others. The following adjustments were made for
n Promoted team-work
him:
n Reduced absence and employee turnover.
n Task sheets were adapted to include an expected
Ultimately, it has demonstrated IHG's commitment
timescale for each task
to recognising employees as individuals and for
n An extra clock was put in place in the lift area to
what they can bring to the business, which every
help with time management
employee can appreciate - not just those with dis-
abilities.
n A clipboard was implemented at reception to
record guest requests to help deal with an initial Christopher Rawstron, Vice-President Operations
reluctance to use the porter’s radio
UK and Ireland, says:
n A radio holder was provided to make it easier to
“Being a global hospitality business, IHG has one
use the radio.
of the UK’s most diverse workforces and this is
something we are very proud of. Recruiting disa-
It is important to understand the disabled person’s bled people allows us to access a wide and rich
needs and potential – but removable – barriers
pool of talent, and we are attracting fantastic staff
to their carrying out the duties of the job. This is
to our great teams. Our disabled employees are
one reason why establishing close working rela-
typically committed and loyal to their jobs, so we
tionships with specialist organisations such as
are very pleased to have them on board”.
RNIB and Shaw Trust has been fundamental to the
overall success of the initiative. IHG acknowledges
www.ihgplc.com
that the expertise of specialist organisations has
enabled IHG not only to recruit disabled people,
but to retain them by helping find answers to what
adjustments may be required to do a job.
Additional workshops at the hotels involved –
ahead of each open day - have been used to help
departmental managers understand more about
employing disabled people and to make sure they
knew what support was available. Now managers
19
CASE STUDY: Arriva
All types of Arriva has about 13,000 buses and trains provid-
ing more than one billion passenger journeys a
year in ten European countries. In the UK, Arriva’s
people can 6,500 buses and 204 trains make it one of the
country’s largest bus operators and the provider
of the UK’s most extensive rail franchise, Cross
succeed at Country. Its 21,800 UK employees work in a
huge range of roles from driving and engineering,
professional and admin to leadership and manage-
work ment. The company’s headquarters is still in Sun-
derland where the business that grew into Arriva
began in 1938. The unions ASLEF, RMT, TSSA and
Unite are recognised in different parts
of the business.
In 2002, Arriva decided the company needed
a structured approach to create an environment
where people’s differences were accepted,
understood and appreciated. New legislation was
due to come into force, adding sexual orientation,
religion and belief and age to the characteristics
on which discrimination at work was already
unlawful. However, Alison O'Connor, Director
of Human Resources at Arriva, is clear there are
reasons beyond legal compliance, both a moral
and a business case:
“We believe employers who ignore the importance
of promoting diversity will ultimately enjoy lim-
ited success when employing people and trying
to increase their customer base. By positively
welcoming all types of staff and customers, we
have an advantage over other companies, making
“We need to be able to reflect Arriva an employer of choice. We will have the best
the communities in which we serve, employees, we will offer a better service to our
in terms of our employees’ diversity”. customers and this will benefit us all”.
The company introduced a new initiative,
Alison O’Connor, Director of Human Resources
‘the Arriva approach to diversity’ across the
company. This was designed to create a working
environment that:
20
n Maximised the potential of all employees
n “What if I don’t want to work with different
people? This is not a choice. We all have to
n Acknowledged, understood and appreciated all
differences in people, whether customers or
work together
employees.
n Does part-time working mean the rest of us
The question was then how to turn what might
get the worst shifts? This is a myth. As diversity
have been an abstract concept into reality for staff
means that we can all be successful at work,
across the business. The support of Arriva's
we must work together to ensure everyone is
Board ensured the issue was taken seriously, while
treated fairly
the involvement of union representatives signalled n What does my trade union think of this?
widespread support for the changes. A diver-
The trade unions naturally value and support
sity committee featuring senior managers from
different people and we will therefore work
across the group, and chaired at board level, was
together to make diversity happen”.
established to set the aims and monitor progress,
Twenty-four learning centres at Arriva bus depots
reporting back to the board at regular intervals. In
throughout the UK opened with funding support
addition, a best practice forum on diversity was set from the TUC and the Learning and Skills Council,
up to share ideas.
helping to deliver this training, along with many
An innovative approach to training was an impor-
other courses and qualifications, including NVQs.
tant part of helping change values and attitudes
For Alison, this approach to lifelong learning for all
towards diversity across the group. Arriva decided
staff is a key part of getting and keeping the right
traditional classroom style training would not
people:
achieve one of the company’s objectives, which
“Our employees are the life-blood of our
was to challenge and change values and beliefs.
business. They are the people who meet our
Instead, a series of interactive sessions, which
customers every day, whether on a bus or train, or
included role playing by professional actors, was
working with tendering authorities and local and
used to train 1,800 directors (including Arriva’s
national governments. Providing opportunities
Chairman), managers, supervisors and staff on the for development, being an employer that people
importance of valuing and welcoming difference.
choose to work for, and retaining quality people is
Among those trained were 90 in-house facilitators
vital to Arriva”.
who were able in turn to cascade what they had
The company has also focused on recruitment
learnt to Arriva staff across the board, using spe-
from a wider pool. A best practice guide ‘How
cially designed workshops and a DVD produced
to recruit from a wider pool’ was developed and
specifically for Arriva to help stimulate discussion. rolled out across the business. The guide explains
To date, around 5,800 employees have attended
steps and provides examples of actions that can
these ‘Valuing and welcoming difference’ work-
be taken by managers to recruit a more diverse
shops, which continue to be held for front-line
workforce. A demographic analysis was also
employees and new recruits. Online training on the conducted to assist in understanding where and
company’s values and the benefits of diversity has
how to recruit most effectively.
also been developed, including a series of ques-
tions and answers addressing issues such as:
21
Within Arriva’s UK regional bus operation, a work-
More than 20 people applied for the ‘couple
ing group was set up to review recruitment and
rostering’ arrangement.
advertising with a view to attracting a more diverse The changes have also won wider recognition –
workforce, and followed this up by changes to
from Opportunity Now and Race for Opportunity,
working practices that might suit and support
the CBI’s Human Capital Awards, and (for its wider
particular groups.
approach to vocational training) from the TUC.
For example, Arriva Yorkshire introduced male and Alison is not resting on her laurels, though:
female mentors to support new starters and make
them feel as comfortable as possible in their new
“We’ll continue to deliver on the current initiatives
environment. They also introduced a rota for cou-
and develop new ones to recruit and retain new
ples with children who are both bus drivers, which employees into non-traditional roles. It’s obvious
put them on opposite shifts to cover childcare and
to Arriva that diversity is about recognising and
give them days off together.
accepting that all types of people can be
successful at work. It is about values, behaviours
There have been measurable benefits to these new
and culture rather than numbers or targets.
approaches. For example, since the introduction of We also make it clear to all staff that we’re not
the ‘How to recruit from a wider pool’ guide, Arriva talking about political correctness or only about
North West and Wales reported a 60% increase
minority groups: this is a business opportunity
in the number of women drivers and the number
that affects everyone and which calls on us to
of part-timers more than doubled. Following the
take a proactive approach, rather than merely
introduction of mentoring for new starters,
reacting or regarding it as to do with
Arriva Yorkshire saw a 33% reduction in leavers
legal ‘problems’ or issues”.
within the first two years of employment.
www.arriva.co.uk
“Arriva values difference in our employees
and our customers. This helps us attract
and retain a more diverse workforce that’s
becoming increasingly representative of the
communities we serve.”
David Martin, CEO, Arriva plc
22
23
Understanding
customers,
attracting
new business
It’s not only employees
and among key decision-
who must be treated as
makers can lead to an
individuals – so must
even better understanding
customers. Obviously,
of how customers think.
sales and market research It can also assist in
can help a business see if opening up new markets
it is making the right deci-
– and it can be a positive
sions. However, including
selling point with some
people who aren’t all the
customers, including
same sex, ethnicity, age
the public sector.
and so on in the workforce “When div
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24
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ed on the need to widen
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arly 20 years ago and is
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ernity policies.”
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Martyn Phillips, Director of Human R
www.diy.com
iness case for diversity is competitive
lion customers cross
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to our customers’ needs? Diversity is
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responds
iple and g
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Shell UK
James Smith, Chairman of
www.shell.com
25
CASE STUDY: PPDG (Pertemps People Development Group)
Strong PPDG (Pertemps People Development Group) has
since 1997 been helping unemployed people to
find long-term, sustainable employment and
community training opportunities, delivering government-
funded welfare to work and skills programmes.
The company began as a team of 20 based in a
links make prefab beside a school in north Solihull.
That first team was largely made up of local
staff better at people, who understood and cared about the area,
and the people they were working with. Ten years
on, two thirds of the Solihull staff are still with
what they do the company: they’ve been joined by 650 others
working out of 30 centres in the West Midlands,
north east, north west and London.
PPDG’s ‘advancement centres’ are where their
unemployed clients attend for advice and support
in getting into work. They’re designed to be places
where people find it easy to go – not just local
high street shop-fronts, but places such as church
halls, swimming baths and shopping centres.
Often, when PPDG moves in, it will refurbish the
premises but make sure they’re not intimidating to
clients who may not have been in a workplace for a
long time. The company encourages other activi-
ties to exist alongside it: a crèche, a café, a credit
union, a gym. Where it can, PPDG uses local
tradespeople to provide services such as catering.
The company’s vision is not just to help unem-
ployed people back into work by ‘unearthing the
spark of brilliance in everyone’ but at the same
time to become part of the community, helping to
reinvigorate each area where it is operating.
So what has this approach got to do with diversity?
Ben Birchall, PPDG’s HR Staff and Development
Director, explains:
“Diversity doesn’t have to be contrived. “As a company, it’s attracting the right people to
It’s about being at your roots”. work for us that matters more than anything else.
That may seem standard, but what’s less stand-
Ben Birchall, HR Staff and Development Director
ard is what we look for in a successful applicant:
attitude, outlook, the ability to learn and grow, and
26
motivation, more than formal qualifications and
background, because that’s what the city is like.
existing skills. We use a competency-based appli-
But there weren’t any quotas – diversity hap-
cation form and a whole day assessment process,
pened organically. This has continued elsewhere.
including role plays, teamwork exercises, discus-
The local mix translates into a national workforce
sions and debates.
that is 44% male and 56% female, while 35% of
“We think it’s our responsibility as an employer to
staff come from an ethnic minority and 18% are
find the inherent skills an individual has, not just
disabled. But perhaps the most striking statistic
accept what it says on a piece of paper or a first
is that over a third of PPDG’s permanent staff
glance impression. What’s important to us is what
are former clients. People who had been out of
someone brings, including their local knowledge
work, sometimes for long periods in areas of high
and commitment to their community – and that
unemployment, are now helping others into work
results in a diverse workforce”.
as employment coaches and even as centre man-
agers. These employees consistently bring a high
Back in 2000, the company became part of a
level of local knowledge and the commitment to
pilot Employment Zone in Birmingham, requiring
make a difference to the communities which they
them to set up seven centres in just three months.
are part of.
PPDG wanted to recruit people from every ethnic
“Your centres truly reflect the make-up of
the communities they serve. When meeting
your staff I'm constantly amazed at the
cultures and countries they represent,
the languages they speak and the
understanding they have about addressing
the needs of the community. It’s through
this understanding that you are able to
successfully help so many local residents
find work, a clear benefit in my view of
employing such a diverse workforce”.
Derek Inman, Chief Executive, Birmingham Foundation
27
“I joined the company in October 2000 PPDG believes this gives the company a
as an employment coach at our Newtown competitive edge, helping it win contracts and
Advancement Centre, working one-to- clients. For example, when Jobcentre Plus clients
in Birmingham were given a choice as to which of
one with long-term unemployed people. three companies to go to for help in finding work,
Since then, I have successfully progressed PPDG’s share of the market went up from 50 to
through the company, to my current position 63%. Alongside that, the company’s ethos – which
on our operational board”. includes respect for, and celebration of, different
cultures and a belief that everyone can learn from
Muj Choudhury, PPDG Business Development
and Regeneration Director
each other – means lower than average staff
turnover, with obvious savings in recruitment
costs. PPDG has not found any disadvantages to
its mix of people – for example, there are no
additional grievances nor any extra bureaucracy.
28
The company acknowledges that its approach to
their ability to communicate, rather than purely
recruitment does take a bit longer and costs more,
on academic qualifications. It was largely through
but believes this is far outweighed by the benefits.
the diversity of the team and support invested
“What we’ve found is that it’s worth making an
in them that they were able to achieve such
effort as a business to take the lead in creating
phenomenal results”, adds Muj Choudhury.
and using links into different communities. That
www.ppdg.co.uk
has helped us unearth untapped potential among
local people in the areas where we work. All we’ve
needed to do after that is to give everybody a fair
chance to get through the door”, says Ben Birchall.
“Our recent success on the POEM (Partners
Outreach for Ethnic Minorities) project is
a testament to our approach – our recruitment
policy ensured that we employed staff based on
29
CASE STUDY: IBM
Public IBM is one of the world’s oldest and most
successful IT (information technology)
companies, originally founded in the 19th century
recognition in New York. IBM is now involved in the invention,
development, and manufacture, of the indus-
try's most advanced information technologies.
for diversity These include computer systems, software, stor-
age systems and microelectronics. The company
also provides professional solutions, services
helps attract and consulting businesses worldwide. In the UK,
approximately 20,000 people undertake a variety
of technical, sales and marketing and support
and keep roles for the company.
Even before it was legally required to do so, the
customers company had developed policies for Lesbian, Gay,
Bisexual and Transgender/Transsexual (LGBT) staff
that promoted equality and eliminated discrimina-
tion. Des Benton, IBM’s UK Diversity & Inclusion
Programme Manager, says that the company has a
long history of equality, inclusion and progressive
action, both in the US, where the company started,
and in the UK:
“IBM’s first equal opportunity statement was made
in the US in 1953, simply stating that ‘IBM will
hire people based on their ability, regardless of
race, colour or creed’. That may not appear espe-
cially dramatic by today’s standards, but you have
to remember it was ten years before the US Civil
Rights Act of 1964, and racial segregation was
a real issue in some parts of the States. And, of
course, more recently, we had put in place the pol-
icies and networks to promote equality on grounds
of ethnicity, gender and disability that you’d expect
from a company like IBM”.
This then was the background for the policies
and benefits the company introduced which were
aimed at gay and lesbian staff: they were also
extended to include interactions with customers,
suppliers, partners and the wider community in
which IBM operates. Des sets out what happened:
30
“Even before it was legally necessary, IBM had
partners and spouses of heterosexual staff. This
explicitly added sexual orientation to its non-
was done across IBM’s UK business in 2001,
discrimination policy. In 1991, it began to create
and included coverage by the company pension
networking groups for LGBT employees across
scheme and relocation expenses. In addition, a
Canada and the US, and in 1998 it set up groups
policy was drawn up outlining IBM’s approach to
in the UK. Initially, the groups in the UK were set
diversity and senior executives helped push initia-
up to help introduce changes to employee benefits tives forward. Communication with all employees
for same-sex partners, ahead of the legislation
about the value of the company’s approach has
which came into force in December 2003, although also been important, so that IBM employees today
they’ve since focused more on social and business see this approach as part of the norm.
networking”.
IBM accepts that implementing the policy has not
While corporate social responsibility plays an
been cost-free. The company has spent money
important part in IBM’s thinking, there was a clear
in supporting social activities for LGBT staff
business imperative behind its approach to LGBT
to network internally and externally. It has also
equality too. Des explains:
sponsored and organised events to highlight what
“As a large company, IBM feels a responsibility to
the company is doing - these range from internal
‘give something back to the world’, but that wasn’t
events for IBM staff to two leadership conferences,
the only reason for this initiative, nor was the
exploring and building on the qualities of LGBT
fact the law was changing. IBM, like many other
managers and future leaders. It has invested in
employers, wants to have good diversity policies
specific advertising and sales efforts targeted at
in order to attract the best people and to recruit
the LGBT community, including in 2001 setting
from the widest possible pool of talent. We also
up a full-time Sales & Talent team dedicated to
believe that a workforce that looks like our
the LGBT market and last year organising an LGBT
customers helps us understand our customers
Europe, Middle East and Africa Sales Event. Per-
better – and the government estimates that 6% of
haps most impressively to those looking in from
the UK population is lesbian, gay or bisexual.
the outside, the company walked away from busi-
ness where a client did not want LGBT employees
In addition, several surveys have shown a power-
working on the project, and it has also demoted
ful brand loyalty among gay and lesbian consum-
managers who failed to follow policy or demon-
ers. One survey showed that 87% would remain
strated poor behaviour relating to diversity issues.
loyal to companies who market directly to them,
while 77% would switch brands to companies with
positive stance toward the LGBT constituency. So
“To be recognised by Stonewall as the
being known for our commitment to LGBT diversity leading employer for workplace equality
would help us access this market, as well as being is a source of tremendous pride. I am
the right thing to do”.
convinced that the principles of diversity,
One change identified by the networking group
inclusion and equality must sit at the heart
was the need to introduce identical benefits for
of any truly modern, successful and
same-sex partners to those already received by
confident organisation.”
Larry Hirst, now Chairman, IBM Europe, Middle East and Africa
31
However, Des is confident there is clear evidence
of the success of IBM’s approach:
“IBM has been recognised as a leading employer
for LGBT people, helping to attract and retain staff
from LGBT backgrounds. In 2007, we topped the
Stonewall Workplace Equality Index which is the
definitive national benchmarking exercise show-
casing Britain's top employers for gay people, and
in 2008 IBM was still the UK’s most gay-friendly
private sector employer. Results from our staff
surveys, which ask for voluntary information about
a person’s sexual orientation, back-up our view
that our policies help all our staff to feel valued.
We’re increasingly finding that diversity and
inclusion policies are something other businesses
look for when deciding whether to do business
with IBM, and we’ve also been part of external
activities such as Stonewall’s Education for All
campaign aimed at tackling homophobic bullying
in schools in the UK, which has prompted feed-
back from people outside the company. This all
“It’s really important to develop your helps to promote us to LGBT customers, giving us
business case. Focus on employment and the business advantage we were looking for”.
customer-facing opportunities and risks,
and be clear what the costs and benefits
might be. Find a way of implementing the
www.ibm.com/employment/uk/
changes without alienating people who
diversity
aren’t part of the group you’re targeting
by communicating the planned changes
clearly, including the business reasons for
them. And follow up by monitoring what
happens – not only the benefits but also
if any opportunities or issues arise. Finally,
avoid complacency: here at IBM, we’ve
achieved a lot, but we recognise we can do
better still”.
Des Benton, Diversity & Inclusion Programme Manager
32
33
CASE STUDY: Serco
Responding Serco is an international service company
that employs 50,000 people in over 35 different
countries. It offers operational, management
to the and consulting expertise in many areas of public
life including home affairs, healthcare, nuclear,
transport, IT, business process outsourcing
needs of and defence.
Serco combines commercial acumen with a deep
communities sense of public service ethos and as a significant
proportion of its business is with governments,
it is aware of the responsibilities and opportunities
this brings.
Since 2002, public bodies (including local
authorities, schools and colleges, health sector
organisations, police and prison services and
central government departments) have been
required to promote race equality and eliminate
“Our aim is to have a modern workforce unlawful discrimination. The same duties – known
that reflects its communities and collectively as the public sector duties or equality
enables its people to excel”. duties – were extended to disabled people in 2006
Christopher Hyman, Chief Executive
and to equality between women and men in 2007.
Many public bodies regard their procurement
processes as subject to the equality duties, mean-
ing that they place requirements on businesses
tendering for work to have in place good equal
opportunities and diversity policies. Often, public
bodies will also check whether there have been any
recent tribunal or court decisions against a busi-
ness relating to discrimination. Those awarding
contracts are using the concepts of ‘best value’
and ‘value for money’ to look beyond lowest price
to wider social considerations, so far as this is
allowed within EU law.
However, Serco is clear that promoting diversity in
its approach to customers and in its workforce isn’t
just about winning contracts. Christopher Hyman,
Chief Executive of Serco, explains:
“Delivering a broad range of services around the
world means we must be an innovative and diverse
business. Employees that have broader
34
experiences and thinking styles help us improve
there is some kind of collective consultation and
the services we deliver and develop new types
participation forum. The group has over 80 rec-
of business that benefits our customers, their
ognition agreements with over 20 trade unions in
customers and of course our people”.
the UK, including Amicus, ASLEF, Prospect, PSU,
Over the last few years, Serco has taken practical
RMT, TSSA and Unite.
steps to achieve this vision, devising a strategic
As Christopher Hyman says, Serco sees obvious
framework to improve the way the company
links between its workforce diversity and how it
manages diversity. Key ingredients include:
engages with and serves the communities within
which it works. A good example of this is the
n A commitment from Serco’s senior team to be
accountable for achieving its diversity goals and work Serco did with local residents in the five
to lead by example
London boroughs where the company runs the
Docklands Light Railway (DLR) on behalf
n Providing diversity training workshops to
of Transport for London.
change the way managers perceive people’s
differences, encouraging them to see diversity
In 2004, Serco decided to look at the barriers
as a source of corporate strength and explore
local residents might be finding to using the DLR.
the opportunities that it offers. This training has
724 families from a wide variety of backgrounds
been cascaded throughout Serco’s businesses
who were not using the DLR were interviewed.
The main discovery was that many residents felt
n Actively supporting and encouraging people
excluded from using the DLR for a number of rea-
from a wider range of backgrounds to work for
sons – all of which were a combination of physical
Serco, for example, by advertising vacancies in
and psychological barriers.
a targeted way
Interviewees said that the top six changes which
n Making sure the working environment is
would make them use the DLR were: cheaper
as flexible as possible to recruit and retain a
fares, better security, information about access
wider diversity of people with varying needs
to job opportunities /getting a job, better walking
and commitments
routes to stations, better station environments and
n Ensuring all its employees have the opportunity
more information about places to visit. Some of
to access learning and development
these factors showed up as particularly important
for women, disabled people, those from differ-
n Using its power and influence as a significant
supplier and a procurer of products and services ent ethnic backgrounds and older people. Serco
to encourage and promote diversity though the
addressed them in very practical ways, such as:
public service supply chain and within local
n Looking with local residents at the street
communities
environment around stations. The DLR already
provided step-free access to all stations and
n Ensuring it has robust and clear data to measure
its progress and provide transparency.
trains, making life easier for wheelchair and
pram users, but this ‘walking routes’ pilot
An important part of Serco’s approach is the way
looked more widely at approaches to stations,
the group works with trade unions to establish
road crossings and issues such as graffiti
effective partnerships for the benefit of Serco’s
employees, the business and its customers. At
n Increasing security through CCTV and Travel
over 60% of Serco’s UK operating businesses
Safe Officers at stations and on trains
35
n
“If you’re in a wheelchair or a mother
Introducing special tickets for local residents
with a pram – I’d always recommend
allowing short, flexible journeys
DLR as it’s accessible and caters for all”.
n Training customers who wanted it in using the
DLR ticket Vending Machine – this was offered
Mrs Nazeerah Rahman, local resident and community worker
through community centres, and sessions were
held in Bengali and Somali for groups of women
who had asked for this
n Setting up a Community Skills & Recruitment
centre at Shadwell station in conjunction with
the Pecan Community charity
n Targeting job ads to encourage local people to
apply
n Publishing free information about training,
places to visit and social activities that can be
reached by using the DLR
n Setting up a team of four Community Ambassa-
dors to help to engage with local communities.
Serco believes that understanding the market (in
other words, the diversity of the local communities
served by the DLR) was critical to the success of
the campaign. It became clear that people’s lack
of mobility could be addressed through simple
information on fares, services and safety, bringing
about an increase in confidence – and with it many
more journeys made by local people.
www.serco.com
36
37
Filling skills gaps
In some geographic areas
Recruiting and promoting
and some sectors, the
people on the basis of
labour market is very tight competencies (whether
and skills shortages exist.
they can – or have the
Some companies
potential to – do a job)
recognise that being
can help a business to
associated with just one
find talent in unexpected
demographic group says
places, and to hang onto
little about their ability to
those people longer.
perform specific tasks and Finding the right people
are able to select from a
with the right skills and
much wider pool of talent.
aptitudes is essential,
It makes sense to find out particularly when
more about people than
companies are facing
what you notice about
economic pressures.
them from their CV or what
they look like when they
walk through the door.
38
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39
CASE STUDY: Oakwood Builders and Joinery
If people can Oakwood Builders and Joinery is a family firm of
builders based in the Oxfordshire countryside near
Henley, but it stands out from the crowd for several
do the job reasons. One reason is the firm’s commitment to
environmental sustainability, another is the diver-
sity of its workforce, and a third is the amount the
right, nothing company reinvests in training – “All the money we
can spare” says Chairman, Tim Fenn.
else matters Tim is clearly the driving force behind the way
the company does business. Determined that
Oakwood will be known first for the quality of its
craftsmanship, and definitely not a fan of political
correctness, he says:
“I’ve been in the joinery workshop for two “I didn’t set out to do anything differently. I needed
and a half years now. Oakwood is different skilled workers and people came through the door
to other places, the people are nice, there’s needing jobs. I looked at whether they could do
great teamwork.” the work to the standard I wanted, and if they were
keen, and that was it”.
Janis Meiers, joiner
Tim had helped his father in the family business
while growing up, but trained as a soil scientist
and went to work in South Africa for several
years. He returned in 1998 when his father
wanted to retire. At that time, there were just
eight employees.
Construction is notoriously a skills shortage area,
and Tim came up against this when he wanted to
expand. He just could not train people fast enough,
so decided to look only at what applicants for jobs
could do and how hard they would work.
Often, those he employs have been turned down
for other jobs. Looking at the quality of their work
and their commitment, neither they nor Tim can
understand why, unless it is because they don’t fit
many people’s idea of what a builder looks like. In
other cases, it may have been because of a lack of
language skills. Tim’s answer to both these issues
is simple: to avoid preconceptions about whether
someone will be good or bad at their job without
interviewing them and giving them a trial, and to
pay for new arrivals to access ESOL (English for
40
Speakers of Other Languages) lessons.
It’s important to be open about issues. People
Now the 35-strong workforce contains:
should be proud of who they are and where they
come from. Even though they have a complex and
n Five women
skilled craft, many construction workers lack self-
n Twelve Eastern Europeans (from Poland,
esteem. Openness is part of building up people’s
Lithuania and Latvia)
confidence”.
n Two Romany Gypsies
Oakwood would not have been able to expand
as it has if Tim hadn’t taken this approach to
n One Indian
recruitment. He’s also found that the company is
n One locally born African-Caribbean.
somewhere people want to stay: only about one
The youngest employee is a 17 year old
employee a year leaves and the longest serving
apprentice, while the oldest is 66.
employee has been there for over 25 years. Every-
Most of Oakwood’s clients are individuals, rather
one is paid the same rate for the job they’re in and
than public bodies who may ask contractors about has equal career prospects within the company.
workforce diversity. Even so, Tim feels it does
Explaining why he does it this way, Tim says:
the company no harm to be seen as modern and
“You’re only as good as your people. If you can
forward-thinking, both for its commitment to envi-
learn to look for ability and identify potential, and
ronmental sustainability and its mix of workers.
see past anything else, you can choose the right
Tim explains how he deals with some of the com-
people. You then have to put in place good training
mon anxieties around diversity:
and appraisal systems for monitoring and rec-
“There’s a perception in the media that you’re more ognising performance. That way, you get a really
vulnerable to a discrimination claim if you employ
strong team who will go the extra mile when you
particular people, but that hasn’t been my experi-
need it because they know you value them. How
ence. In ten years, there’s never been a discrimina-
cool is that – to know you have that sort of back
tion claim against Oakwood.
up from your team?”.
“Six years ago, when I first employed a woman on
www.oakwood-builders.com
a building site, it was new to everyone, and I did
say to the guys ‘take it easy’, just as a precaution,
but now I wouldn’t have to say anything at all.
“Employing younger women obviously brings
with it the chance they’ll want to have a family and
will take time out or need flexibility, that’s part of
“I joined Oakwood straight from school and
the package. We’re as flexible as possible within
have just stayed. People do stay, six, ten, 17
the demands of the business, that’s the price of
years. The quality of the work is high too.”
having a good person, whether it’s women who’ve
recently finished degrees in construction manage-
Syd Loveridge, joiner
ment or our oldest worker, who’s so skilled I’m
happy for him to alternate two months on and two
months off.
41
CASE STUDY: GSK (GlaxoSmithKline)
Enabling GSK (GlaxoSmithKline) is a global pharmaceutical
and consumer healthcare company, undertaking
research, development, manufacturing and sales
people with worldwide. The company employs about 19,000
people in the UK in a range of businesses. In some
of its workplaces, GSK recognises the union Unite.
key skills to GSK was formed in 2001 when Glaxo Wellcome
and SmithKline Beecham merged. One of the
stay on first global policies to be developed by the new
company was its diversity policy. The aim of the
policy is for GSK to have a workforce and working
environment that fairly reflects the different back-
grounds, cultures, beliefs and characteristics of
the communities in which the company operates.
GSK seeks to use the talents and contributions of
all employees effectively in pursuit of its goals.
In the UK, diversity and inclusion is driven by a
steering team. This is chaired by Martin Swain,
GSK’s UK Director of Policy, Employee Relations,
Diversity & Inclusion, and contains a representa-
tive from each of GSK’s UK businesses. Each rep-
resentative has the job of translating GSK’s global
and national approach to diversity and inclusion
into one appropriate to their business - whether
research and development, manufacturing or com-
mercial operations. Martin explains:
“The different parts of the company need to be able
to adapt to their local population and environment
and their particular business drivers. We recog-
nise that diversity and inclusion needs a local
flavour. So although 11.5% of our UK workforce
as a whole is from an ethnic minority background,
that’s going to be much larger in west London than
it is in Scotland, because the local population is
different”.
When GSK came to think about implementing
the new laws prohibiting unjustified age
discrimination in the workplace, Jacky Weller, UK
Policy & Employee Relations Manager, knew the
first step was to build a strong business case – to
42
enable the company to recruit and retain the best
organisation beyond their contractual retirement
people regardless of age by being considered an
age as they possess key technical skills that may
‘employer of choice’ in an increasingly competitive be in short supply. In many instances, GSK has
labour market.
adapted the working patterns of the individual in
As part of the merger, GSK had brought all
order to be able to achieve this.
employees under a single set of employment
One key area where training of managers mattered
policies. The changes to the legal framework on
was to make sure that length of experience was
age now meant reviewing all of these policies and
not regarded as a deciding factor in recruitment
all of GSK’s processes and practices. If necessary, decisions, unless there was a good reason to do
they would then need to be amended – in
so. Instead, the focus is on competencies: what
consultation with employee representatives from
people are capable of doing, not how long they’ve
across the organisation, including the company’s
been doing it. Dates of birth do not appear on the
union, Unite - to ensure they complied with the
forms the selection panel sees, and applicants are
intentions of the age discrimination legislation.
encouraged to list previous work in order of rel-
Jacky comments:
evance rather than date. Short-listing is based on
“We wanted to go beyond removing any discrimi-
the evidence applicants produce about the skills
nation within the company to eliminating prejudice they have to do the job.
against people because of their age, whether that’s On the day the new law came in, there was a
younger or older. Our consultation framework
celebratory atmosphere at GSK’s Brentford head-
helped hugely as a way of starting to change the
quarters and at its other premises, with posters,
culture”.
banners and balloons. Martin, Jacky and their col-
To put this into practice, Jacky co-ordinated a
leagues made it clear that everyone would benefit
steering group made up of the HR directors from
from being treated fairly on grounds of age, not
all GSK’s UK businesses. Four sub-groups looked
just older workers. Martin says why this is espe-
at:
cially important to GSK:
“There are high expectations on the values and
n Compensation and benefits
ethics of a pharmaceutical company, which is
n Employment policies, processes and terms and
as it should be. That includes how we treat our
conditions of employment
employees and how they treat each other. We want
n Recruitment, employee development and
treating people with dignity and respect to be the
talent management
foundation of everyone’s behaviour. Our aim is
that everyone will be treated as an individual, and
n Employee education and communication.
valued for everything they are”.
Changes implemented include allowing employees
to request to stay beyond the normal retirement
age of 65: if the answer is ‘no’, this is justified to
the individual in business terms. In some cases,
GSK has requested that employees remain with the
43
“The company consulted us on proposed Contrary to some media scare stories, birthday
changes and actively listened to our views cards and cakes have not been banned at GSK, and
and responded positively. What we have age-specific cards are still stocked at the conven-
ience store at the Brentford site. But Jacky says
implemented has not been detrimental to colleagues’ response is sensitive and clearly led by
any of our employees in the UK.” what the individual wants:
John Clough, Senior Shop Steward, Unite, and
“Many people would be upset if their birthday was
employee representative
ignored at work – but we wouldn’t force someone
who was feeling fed up at turning a particular
“It’s really important that GSK does every- age to have a jolly party! This is all about being
thing it can to ensure that discrimination open, and encouraging dialogue and compromise,
and prejudice is eliminated and that GSK understanding what is appropriate in the work-
place and coming to some agreement”.
becomes the best place for people to work
regardless of their age.” The principal cost of the policy has been people’s
time, together with a budget for the process of
Chris Smith, Lead Employee Representative
education on what the new law meant for everyone
– but the benefits make this worthwhile, Martin
Swain believes:
“GSK’s approach to age allowed me to work
in a permanent position into my 70s on a “If GSK is valuing every individual and every
flexible contract that suited my own life- individual feels valued, then we have an environ-
style. Although now no longer in permanent ment where people are flourishing, and giving the
employment with GSK, I am still working company extra effort. We want to be seen as an
there via a temporary agency.” employer of choice for all generations, and that’s
happening at both ends of the age spectrum”.
Diana Bradshaw, Administrator
Martin identifies what has made the policy work:
“We took the time and were prepared to talk - and
listen - to our employees, including the union,
rather than assuming that we knew it all. We did
make changes as a result of the feedback we
received, which helped to make it more about the
way we do things at GSK, not just doing what the
law requires”.
www.gsk.com
44
45
CASE STUDY: Beacon Foods
Two-way Beacon Foods was established in 1993 by
managing director Edward Gough and his mother,
Rae Jones, with a workforce of just four, producing
flexibility pureed garlic and ginger for the food manufactur-
ing industry. Now its 30,000 sq ft factory based
in the Brecon Beacons National Park in Powys,
to meet the Wales, operates seven days a week, 24 hours a
day, and the company employs 112 people. Bea-
con’s range has grown to over 500 different proc-
needs of both essed and cooked vegetables and fruit products
which the company delivers across the UK.
business and The staff are a mix of men and women, with men
in the majority, and includes people originating
from Wales, England, eastern Europe, the United
workforce States, Iraq, Africa and Nepal (the Gurkha regiment
is based locally, so family members of serving
soldiers and one former soldier are employees).
The workforce ranges in age from 18 to 65.
The company operates in a region which has very
little unemployment and this has had a significant
influence on Beacon’s approach. Linda Lloyd, HR
Director at Beacon Foods, explains:
“We’re a family-owned business. Our two owners,
Rae and Edward, are very hands-on. They care
about the workforce, and like to encourage
anyone who wants to work for the business.
We find that what works is flexibility to meet the
needs of both the business and the people working
for it. We do try to accommodate people’s needs of
all sorts, whether that’s to do with children or
other caring responsibilities or to accommodate
different wishes as someone gets older. We’ve
changed someone’s role and adapted the job to
suit them where this was necessary to hang on to
them, because we didn’t want to lose them. We try
hard to look at our employees as individuals. It’s in
our interests to be flexible, as it can be difficult to
find good people who want to live and work locally
to where we are”.
46
One worker was recruited just two years ago at the hours of work. This means that you’re likely to find
age of 63. She’s staying on past the company’s
a 54 year-old logistics co-ordinator on the same
normal retirement age of 65. Each request from
management training course as a 23 year-old NPD
an employee to stay on is considered individually.
process technologist, or someone who started
In addition, Beacon would itself consider asking
as a factory production operative being promoted
someone to stay on, perhaps more flexibly than
to a quality assurance role.
before, where this would retain skills in the busi-
Linda is sure the business benefits from having
ness, provided the employee is happy to do so.
such a diverse workforce:
Even operating in an area with such a tight labour
“People come with different views, sometimes
market, Beacon commands significant loyalty from influenced by age. So for example, our thirteen
its staff. One 62 year-old employee has been with
drivers range in age from 30 to the mid-50s, and
the company for 14 of its 15 years in business,
when we hold a drivers’ meeting, they’ll all bring
while another, the company’s technical manager
different views. It’s like that all the way through
who is 58, has worked for Beacon for 11 years.
the company. It just brings a different shape to the
HR Director Linda says:
organisation and makes work more interesting for
“We don’t consider age to be a problem at all.
everyone.
Regardless of whether an applicant is 50 or 20, or
We also have very few disciplinary issues or
whatever their ethnic background, we look at their
absenteeism or lateness with any of our workers.
suitability to do the job. We do ask everyone to be
And by the way, our older workers don’t use our
committed and adaptable, but we just don’t think
occupational health service any more than their
in terms of how much ‘mileage’ someone has in
younger colleagues!”
them, either before or after they join us.
Does she have any advice for a business looking
Instead, we try to treat each person individually
to follow Beacon Foods’ example?
and look at how the business can use that person
and develop them to their full potential. We want
“I’d say that you’ve got to be flexible and consider
to encourage people of all ages to work for Beacon what your business needs are and how you can
– for example, we’re developing a young technical
meet those with your available labour resource.
team of recent graduates, who are just as impor-
Look at what the person can do, not the package
tant to us as our older workforce”.
they come in”.
Beacon first received Investors in People (IiP) rec-
www.beaconfoods.co.uk
ognition in 1999 and regards training of its work-
force as very important to developing employee
potential to the full. It has made use of significant
funding from the Welsh Assembly Government to
“I have learned more in my four years with
help provide both management and skills training.
Beacon Foods than in the last twenty years
Training is open to all workers regardless of age
with my previous employers”.
or any other characteristic, and is provided in line
with people’s needs and those of the business.
Bob Plumb, Logistics Co-ordinator
Increasing people’s skills can also enable them to
stay with the company while switching areas or
47
CASE STUDY: Listawood
Hours to suit Listawood manufactures and distributes computer
mouse-mats and accessories, magnets, mugs and
other promotional products. The company was
the key to founded in 1987 by Arthur and Irene Allen manu-
facturing travel games working in a back room
with just one other employee, but then diversified
success in a and grew. Now as AT Promotions Ltd, and trading
under the Listawood name, the business is owned
by a group of staff and friends. It has a workforce
tight labour of 215 staff in 47,500 sq ft premises on an
industrial estate (and former air base) near
Fakenham in Norfolk.
market Most of Listawood’s employees live within ten
miles of the company’s premises. About two
thirds of the workforce are women and over three
quarters of the staff have working patterns which
are different to what is traditionally considered the
full-time “normal working week”. Flexi-time and
part-time working, staggered hours and term-time
working are all in operation. This flexibility and
the firm’s commitment to work-life balance is a
significant part of recruiting and retaining the
people Listawood needs to grow and succeed.
When the Allens first set up the business, their
“Our organisational culture makes own two children were small. In an area with a rel-
us an employer of choice. It is allowing atively small population and a tight labour market,
us to become an agile manufacturer with many of the staff they took on as they expanded
quick and flexible responses to customer were local parents, especially mothers, who had
needs. And it really does make a difference: been out of the labour market, and who needed to
staff who feel valued in turn value and organise their work patterns around school days
nurture our customers.” and terms.
Because this was how Irene and Arthur were
Alex Turner, Managing Director
working themselves, it made sense – and seemed
fairest - to organise the business in a way that
allowed their workforce to do the same. The
business kept the same approach as the company
grew so that it could retain the skilled workers
they had recruited and trained.
48
How is it possible to operate a manufacturing
are very clear on what the business is trying to
company to take account of school hours? Irene
achieve and how they can contribute to its suc-
Allen explains:
cess.
“When we started, we avoided what might have
Irene comments,
been a problem of not having people around when “When we were small, some people working in
we needed them, during school holidays, for
large organisations suggested that it was easy
example, by introducing an early evening ‘twilight’
to manage flexibility in small companies; then
shift. That way, the mums we employed could be
when we were larger we met arguments the other
home with their children during the day and come
way round, that flexibility was only possible in
in later when another person, usually their partner, larger companies. We never thought that any of
could take over.”
this made sense. The key to making it work well
Right from the beginning, there was little distinc-
is setting high standards and demanding mutual
tion between part-time or full-time staff and this
respect. This was true when we were small and it’s
has remained. There are no particular financial
true now.”
incentives to work unsocial hours, so if people opt Alex says the benefits of the company’s approach
for evening and weekend working it’s because it
are very clear:
suits them in other ways. As the company grew,
the emphasis changed to team work with a strong
“Everyone who comes to Listawood is surprised
ethos of mutual trust and support, setting and
by the degree of flexible working. Work patterns
demanding high standards and with a clear focus
are extraordinarily diverse and there’s no over-
on meeting the needs of the customers.
dependence on rules and regulations – that’s lazy
management. Our managers and team leaders do
Something else that has helped Listawood is its
have to work a little harder but the benefits to staff
approach to recruitment and staff development.
and business are much greater. We’ve learned that
The company recruits staff with appropriate skills
flexibility must be a two-way street. It isn’t just
where these exist in the local market but it also has about us allowing our staff to work the hours they
to take on staff who acquire their skills working
need - what we’ve found, and what we expect, is
in the business. What the company has learnt is
that staff repay our flexibility with a commitment to
that in either case it must ensure that new recruits
help the company when it needs it.”
share its values and ethos.
The company’s values are made clear to all job
www.listawood.com
applicants and reinforced at interview and induc-
tion, and set out in a series of corporate docu-
ments. There is a very open culture. Every quarter,
Listawood’s Managing Director, Alex Turner, gives
a presentation to all staff on how the company is
performing, including its profitability, and the chal-
lenges it faces. In regular surveys, staff say they
49
The law on
equality and
diversity
One of the reasons for treating all your staff
fairly and considerately is because the law
requires you to do so. You, and everyone
who works for you, should make sure no
worker has a reason to complain of less
favourable treatment because they belong
to a particular demographic group. The law
allows employees who believe they have
been discriminated against to bring a claim
for damages in an employment tribunal,
exposing your business to both financial
and reputational risks.
50
The law forbids less favourable treatment of people In some cases, different regulations apply in
at work on the basis of:
Northern Ireland, and these may contain slight
differences from the equivalent regulations for
n Age
England, Scotland and Wales.
n Disability
If you are concerned about whether your
n Race (including ethnic and national origins,
knowledge is up to date, or want to know if a
colour and nationality)
particular situation is in accordance with the law,
n Religion or belief (including lack of religion
you can obtain information on what the law is and
or belief)
how to meet its standards from the organisations
listed on p.52. If necessary, you should always
n Sex (including pregnancy, maternity, married
status and gender reassignment)
obtain specialist legal advice about the specific
issue you face.
n Sexual orientation and civil partnership status.
Anti-discrimination law as it relates to employment
Future developments
is mainly contained in:
The government is committed to bringing together
all the existing laws on discrimination and equality
n The Equal Pay Act 1970 (as amended)
in a single Act of Parliament. This is expected to
n The Sex Discrimination Act 1975 (as amended)
simplify the law and make it easier to apply, rather
than significantly alter employers’ responsibilities
n The Race Relations Act 1976 (as amended)
or employees’ rights. Further announcements are
n The Disability Discrimination Act 1995
expected over the course of 2008 on the timetable
(as amended)
for introduction of the legislation into Parliament.
n The Employment Equality (Religion or Belief)
Full information on its progress towards becoming
Regulations 2003
law will continue to be available from the CBI, TUC
and EHRC.
n The Employment Equality (Sexual Orientation)
Regulations 2003
The government
is considering
n The Employment Equality (Age) Regulations
2006.
extending the right
to request flexible
In addition, the Employment Rights Act 2002
work to parents
and the Work and Families Act 2006 set out the
of older children.
procedures for considering an employee’s request
to work flexibly if they have a child under the age
of six, a disabled child under the age of 18 or is
caring for an adult, together with rights to mater-
nity, paternity and parental leave.
The UK’s membership of the European Union
means that some of the law reflects common
standards across Europe, contained in a number
of European directives. These acts of Parliament
are also supplemented by regulations, codes of
practice and guidance.
51
Sources
of further
information
and advice
52
The CBI – the Confederation of
Acas – the independent advisory,
British Industry
conciliation and arbitration service
The CBI is the UK's leading business organisa-
Acas aims to improve organisations and working
tion, speaking for some 240,000 businesses that
life through better employment relations. It pro-
together employ around a third of the private
vides impartial advice, training, information and
sector workforce.
a range of problem resolution services.
www.cbi.org.uk
www.acas.org.uk
020 7379 7400
08457 47 47 47 (helpline)
08456 06 16 00 (minicom)
TUC – the Trades Union Congress
With 59 member unions representing over six and
Age Positive
a half million working people, the TUC campaigns The Age Positive campaign is based in the
for a fair deal at work and for social justice at home Department of Work and Pensions and promotes
and abroad.
the benefits of employing a mixed-age workforce
www.tuc.org.uk
that includes older and younger people.
020 7636 4030
www.agepositive.gov.uk
0113 232 4444
WorkSMART
WorkSMART is a web-based resource from the
BERR – the Department of Business,
TUC to help working people get the best out of
Enterprise and Regulatory Reform
the world of work.
BERR is the UK government department
www.worksmart.org.uk
with responsibility for trade, business growth,
employment and company law and regional
economic development.
EHRC – the Equality and Human
www.berr.gov.uk
Rights Commission
The EHRC is the independent advocate for equal-
020 7215 5000
ity and human rights in Britain. It aims to reduce
020 7215 6740 (minicom)
inequality, eliminate discrimination, strengthen
good relations between people, and promote
and protect human rights. The EHRC helplines
Business Link
advise both individuals and organisations such as
Business Link is a service set up by government to
employers and service providers.
provide businesses with practical advice, support
www.equalityhumanrights.com
and information at a national and local level.
0845 604 6610 (England helpline)
www.businesslink.gov.uk
0845 604 6620 (England textphone)
0845 600 9006
0845 604 5510 (Scotland helpline)
0845 604 5520 (Scotland textphone)
0845 604 8810 (Wales helpline)
0845 604 8820 (Wales textphone)
53
ChildcareLink
EFB – the Employers Forum on Belief
In England, Scotland and Wales, ChildcareLink
The EFB is an independent employers' network
provides details of local childcare providers for
to share good practice on religion, belief and
employees and employers, as well as general
non-belief. It offers employers practical guidance
information about childcare.
and shares solutions to common issues.
www.childcarelink.gov.uk
www.efrb.org.uk
In Northern Ireland, Employers for Childcare
0207 785 6533
provides details of local childcare providers,
together with practical information on
childcare applicable to the whole of the UK.
Employers for Carers
www.employersforchildcare.org
Employers for Carers is a partnership of
employers led by ACE National – Carers UK's
Action for Carers and Employment which
CIPD – the Chartered Institute of
promotes the business benefits of supporting
Personnel and Development
carers in the workplace.
The CIPD promotes good practice in the
www.carersuk.org/employersforcarers
management and development of people, and
020 7922 8000 (Carers UK)
provides information and training to achieve this.
Although primarily a membership organisation for
HR professionals, its website includes factsheets
which are available to non-members.
EFD - Employers Forum on Disability
The EFD is an employers' organisation focused on
www.cipd.co.uk
disability in the workplace, sharing best practice
020 8612 6200
to make it easier to employ disabled people and
serve disabled customers.
www.employers-forum.co.uk
Directgov
020 7403 3020
This website hosts a wide range of government
information and services, including on rights,
020 7403 0040 (minicom)
responsibilities and equality at work.
www.direct.gov.uk
The Equality Commission for
Northern Ireland
The Equality Commission exists to advance
EFA – the Employers Forum on Age
equality, promote equality of opportunity, encour-
The EFA is an independent network of employers
age good relations and challenge discrimination
who recognise the value of an age diverse work-
through promotion, advice and enforcement in
force. It provides advice and support for employers Northern Ireland.
and campaigns for change.
www.equalityni.org
www.efa.org.uk
028 90 500 600
0845 456 2495
028 90 500 589 (textphone)
54
Equality Britain
OGC – Office of Government Commerce
Equality Britain promotes opportunities
The OGC is an office of HM Treasury which is
to people from all sections of the community.
responsible for policy and standards on procure-
www.equalitybritain.co.uk
ment across the public sector, including its role in
delivering high-quality public services and best
0151 707 6688
value for money. It produces guidance and infor-
mation for public bodies which companies may
also find useful in bidding for contracts.
Fair Play Partnership
The Fair Play Partnership is an independent
www.ogc.gov.uk
non-profit making organisation working to pro-
mote equality and diversity in the workplace
and public and community life.
Opportunity now
Opportunity Now is a membership organisation
www.fairplaypartnership.org.uk
representing employers who want to ensure inclu-
0113 262 2789
siveness for women, supporting their potential to
be as economically active as men. Opportunity
Now is part of Business in the Community.
GEO – Government Equalities Office
www.opportunitynow.org.uk
The GEO was established in July 2007 with
responsibility for the government’s overall
0870 600 2482
strategy and priorities on equality issues.
www.governmentequalitiesoffice.gov.uk
RfO – Race for Opportunity
0207 944 4400
RfO is a network of private and public sector
organisations working across the UK to promote
the business case for race and diversity. It is part
IiP – Investors in People
of Business in the Community.
The Investors in People Standard provides a prac-
www.raceforopportunity.org.uk
tical framework for improving business perform-
ance and competitiveness through good practice in
0207 566 8716
human resource development.
www.investorsinpeople.co.uk
Stonewall
0207 467 1900
Stonewall is a registered charity working to
achieve legal equality and social justice for les-
bians, gay men and bisexual people. Stonewall's
Multifaithnet
Diversity Champions programme is a good prac-
The Multifaith Centre at the University of Derby
tice forum for employers who want to promote
promotes mutual understanding between people
sexual orientation equality in their workplace.
of different faiths and beliefs and to build respect
www.stonewall.org.uk
between people as fellow human beings. Its web-
site has information about different religious faiths.
020 7593 1850
www.multifaithcentre.org
020 7633 0759 (minicom)
55
Working Families
Working Families helps children, working
parents and carers and their employers find
a better balance between responsibilities at home
and work pragmatic advice and practical solutions.
www.workingfamilies.org.uk
0800 013 0313
Note: The views expressed on websites other than their own are not necessarily
those of the CBI, TUC or EHRC. However, we hope that these details will help
you find out more about particular issues or to obtain further advice. Although
not all these organisations provide services across the whole of the UK, they
will usually be able to suggest others who can give you information appropriate
to your location.
56
For a copy of this report in alternative formats, please contact:
Amali Gunaratne
CBI Human Resources Policy Directorate
T: 020 7395 8138
E: [email address]
Copyright © CBI 2008
The content may not be copied, distributed, reported or dealt with in whole or part without prior consent of the CBI.
