As you set out for Ithaca
hope your road is a long one,
full of adventure, full of discovery.
…
Ithaca gave you the marvellous journey.
Without her you wouldn't have
set out.
Konstantinos P. Kavafis
"Diversity is a trip:
A trip that takes all the life and that it is full of learning
and in many cases of unlearning.
It is a trip full of potential opportunities, traps,
and personal and professional challenges".
Terry Howard
Diversity Director, Texas Instruments
Diversity
Management
Guide
Edition: Asociación Equalbur
PRO DIVERSITY Transnational Project
Design: MQD
This publication has been made in the frame of the Community
Initiative eQual and co-financed by the European Social Fund.
ISBN: 978-84-690-7910-2
Printed in Spain
August 2007
Diversity
Management
Guide
INDEX
CHAPTER
INDEX
PAGE
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .5
1. INTRODUCTION
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .7
2. DIVERSITY AND DIVERSITY MANAGEMENT
. . . . . . . . . . . . . . . . . . . . .9
3. DIVERSITY MANAGEMENT AND BENEFITS FOR THE ENTERPRISE
3.1. General overview
. . . . .11
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .11
3.2. Diversity Management as an answer to changing environment . . .12
3.3. Good practices and examples . . . . . . . . . . . . . . . . . . . . . . . . . .14
Good practices in sensitization / prevention of discrimination . . . .15
Good practices in staff recruitment processes
Good practices in hiring and payment
. . . . . . . . . . . . . .19
. . . . . . . . . . . . . . . . . . . .21
Good practices in adaptation to the workplace
. . . . . . . . . . . . . .23
Good practices in work life balance measures
. . . . . . . . . . . . . .27
Good practices in human capital assessment
Good practices in internal communication
. . . . . . . . . . . . . . .31
. . . . . . . . . . . . . . . . .33
Good practices in staff's participation in the enterprise
Good practices in job adaptation for disable people
4. PARTICIPANTS
Diversity
. . . . . . . .35
. . . . . . . . . .37
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .39
Management
Guide
1. INTRODUCTION
The main target of this guide is to transmit the importance of investing in diversity
management to the enterprise in order to get a larger competitive head start. With this
guide we want to invite enterprises to test or prove a new idea and even very practical
ways how to take more advantage of a diverse staff and its diverse talents and competences.
The benefits for such enterprises ... can be a better use of the creativity potentials
in their staffs; an improvement of the staff's motivation, the fact that a "diverse" staff can
contribute to a deeper understanding of the needs of certain groups of clients. Besides,
as regards the ways to talk to them in terms of marketing, the implementation of certain
DM measures will provide an attractive element of public relations, as far as they make
the social responsibility of the firm visible.
That means a lot of promised benefits following a new idea. But how can be this
done? How should DM be introduced into the enterprises? There is not only one right answer to that question. Even big and wealthy enterprises do not apply all measures possible in this field. Diversity Management is not a strictly defined system or catalogue of
"musts". We propose a use of this guide as a collection of possible measures to be taken
gradually according to the needs of the enterprises.
In order to manage diversity adequately, it is necessary that everyone in the enterprise is committed to a change that should take place gradually and be made step by step,
through actions that respond to the problems the enterprise has to confront everyday. The
first step is a conscious decision usually undertaken by a manager in the enterprise with
the consent or consensus of the staff. The second step is to identify the needs or problems
to be solved or even future problems to be avoided.
Managing diversity is an answer to specific needs of the enterprise, connected with
today's fast-changing world. Its implementation requires and results in a clear understand
ing of the situation at hand, thus giving the enterprise a tool for responding to the flexibility existing in its external environment.
This guide intends to be a tool enabling the enterprise to design and apply their own
DM methods and strategies, adjusted to their philosophy, values and necessities. You
don't need to follow a logical order in the use of this guide. In this manual you can find
examples, measures, definitions, new ideas, … etc.
The guide is meant for all enterprises, large, medium and small, and for all people
in the enterprise, especially those who are in charge of managing an essential factor: the
human capital.
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One example:
It's the third one that leaves us this week! Enrique did not know what to do. We offer the
same as the others. It's not so bad -he thought while staring at José's dark face.
- Have you thought about it carefully? -He finally asked-.
- Yes, I have -he answered-. They offer me a little more money.
That was all Enrique needed to know. He was not interested in the name of the enterprise.
He suspected that was a minor detail. Deep at heart he knew there was something else. He held
out his hand in a friendly way.
- Alberto will get your final payslip ready. Thank you very much for everything. If you change your mind, you know how to get us.
He had something urgent to do. Production was lowering down. At that pace, one good day
they would find themselves unable to meet some of their customers' orders.
He tried to analyse the reasons for the little loyalty among the staff, and he decided to
assess their position in relation with that of their competitors.
8
Work conditions were tough, he had to admit, but not tougher than those of the competence. Well, they had mechanised a good deal of the process, which put an end to the making of
efforts… Now, let's be critical, he thought "Nought - One (he played home)-.
He remembered that José himself had once asked him to be able to enjoy his holidays on
a more flexible basis. And some other time, a group of workers had suggested changes in the
working days at Ramadan.
- You can't make exceptions - he answered-.
A few days later, competitors implemented a flexible holiday system for the whole staff. They
had also reached an agreement that enabled all people interested in enjoying their holidays at
Christmas, and the reduction of working hours at Ramadan.
"Nought - two!"
Job adaptation, contract flexibility, Spanish lessons, vestibular training, labour support,
"Nought - seven!" And he still had to go through conciliation and work flexibility measures.
Suddenly, he remembered that visit, when diversity management was talked about. He
remembered his answer -"Well, it rings a bell but, to be honest, I don't really know what it is
about,"
Diversity
Management
Guide
2. DIVERSITY AND DIVERSITY MANAGEMENT
Diversity is the quality, state, fact o
case of being different or distinct as an
individual or a group. If we talk about
diversity in the workplace, we are
making reference to all ways in which
members of the staff differ. These differences will be found at a personal level
(ethnicity, gender, nationality, language,
sexual orientation, marital status, educational level, type of working day...). Yet,
together with this visible and tangible
diversity, we can further find some kind of
intangible diversity i.e. that referred to
existing differences in the thinking, acting
and learning processes.
Levels of Diversity
Identifying differences in the enterprise is a giant step towards treating each worker as a person instead of as a member of a category: members of categories don't have
skills and capabilities, persons do. And of course, the more skilled the staff is, the more
efficient the enterprise is. At the same time, diversity management is a method not only
to develop the enterprise itself, but also to achieve equal opportunities and to reduce discrimination.
By diversity management we mean a set of practices adapted to the needs and
culture of the enterprise, implemented inside the enterprise following managerial decisions and approaching staff as individuals. Such practices could create equal opportunities and interaction as much as they should lead to a state of synergy among diverse
workforce, so that they eventually develop inclusive working environments, thus
benefiting the enterprise.
The following ideas can be highlighted in that definition:
„
„
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Diversity management should be assumed as a cultural aspect of the enterprise,
and part of its philosophy and values.
It consists of a set of practices that should be boosted by those people in the enterprise who have managerial responsibilities o competencies concerning the staff.
Those practices should be adopted, developed and carried on by the whole staff.
Through diversity management, all members of the staff will be considered as individuals, their needs covered in as much as possible and their differences fostered
in the benefit of the enterprise.
Diversity management promotes interaction and relation among the individuals,
resulting in some synergy that serves the enterprise.
Respect and consideration for the differences through diversity management will
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9
create heterogeneous work teams, therefore enriched, creative and very competitive for the enterprise.
Enterprise=
A market actor
Internal function
External function
Diversity
Management
Managerial decisions
enhancing the individuality
of the staff
Set of practices
connected to
HR management
G
OF E N
TH ERA
E E LP
N T OL
ER IC
PR Y
ISE
Culture
of the enterprise
Interaction
leading to Synergy
INTEREST OF THE COMPANY
Managing diversity involves the fostering of individual personal and professional
abilities, value based management, attracting and keeping talent as well as investing in
creativity and innovation.
10
In origin diversity management should imply not only the elimination of all type of
discrimination (among the workers as well as the rest of stakeholders), but also the acknowledgement of their diversity (ethnical, cultural, religious, etc.). Consequently it involves the enrichment of the organizational culture with a new value that could prove a real
competitive advantage in the short run.
On that account, diversity management is an essential element in the social responsibility, since it entails betting for a more balanced and fair society, in which workers
will be assessed on the basis of their abilities, attitudes and motivation within the enterprise. That, which refers to relationship and human capital together with its social commitment, is a basic constituent of the so called social responsibility.
Diversity management, the same as social responsibility, means re-investing in the
development process of the enterprise. It also involves a series of actions and the use of
resources for improving the workers' life standards and responding to the needs and aspirations of the underprivileged groups as well as the whole society. At the same time it
grants them a solid basis so that they can move to new scenarios brought about by the
great changes and new challenges they will have to face.
Diversity
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Guide
3. DIVERSITY MANAGEMENT AND BENEFITS FOR THE ENTERPRISE
3.1. General overview
A suitable diversity management policy and the introduction of corporate measures
for the diversity management will gradually provide the enterprise with significant benefits and improvements. As regards the benefits, we can draw a distinction between those
generated and displayed within the organization and those obtained from external relations.
Benefits perceived inside the company
Internal benefits are closely related to the improvement experienced by the people
as much as the impact those benefits have on the whole organization. Managing diversity
implies relocating the individual in a central position and therefore making decisions that
will take into account their particular needs, social as well as personal.
Personal improvements. The implementation of flexibility measures, conciliation
of personal and work life, expansion of permits beyond legally established limits, regular
training, welcoming and vestibular training results in higher levels of self-confidence and
reliance. Such measures also contribute to lower levels of stress due to lack of time to
conciliate family and work, which is manifest in the lower rate of sick-leaves caused by
labour stress and anxiety, unjustified absences, desertion, etc.
Improvements in the workplace. In this respect, significant improvements are
those concerning the job, the environment, an efficient internal communication between
the enterprise and its employees, and all in all those offering a better work climate. The
adoption of such measures improves the quality of the staff's commitment to the enterprise. To sum up, the values and principles of the enterprise should meet the needs and
priorities of the staff and vice versa.
The benefits brought about by such measures are in close relation to the so called
"mental salary", which means that people take into consideration not only their monetary incomes but also all forms of support the enterprise offers them so that they can
develop personally and professionally, and conciliate personal or family life and work.
Good work conditions clearly favour the staff's permanency in their positions, which
they will therefore esteem as the perfect places for personal and professional development. Consequently talent, ever scarcer now, will be retained and rotation of personnel
will decrease, which will hence entail a reduction in labour expenses.
Improvements in the workplace will bring a better productivity, talent retention, less
absenteeism from work and the enterprise will be in a better position in a more and more
competitive labour market.
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Benefits that the enterprise obtains in its external relations
A suitable management of diversity boosts and strengthens creativity, pampering organizational innovation and improving competitiveness levels in the enterprise
likewise.
Diversity management upgrades knowledge about how to operate with different cultures, thus granting new home and overseas markets. In addition, it facilitates the creation of new labour opportunities for those people with serious employment difficulties, and
fosters social cohesion. Together with a good work climate, it all translates as an enhanced public image of the enterprise.
Improved balance sheet.
The benefits provided by managing diversity will be clearly proved by increased productivity levels, a deeper comprehension of habitual costumers' needs, development of
new products, services and market strategies, better absorption of technological advances and globalization impact, better position of the enterprise in the goods, services and
labour markets, conquering new markets and new business opportunities, talent retention... all of which has a direct positive impact on the enterprise's balance sheet.
12
3.2. Diversity Management as an answer to changing environment
Managing diversity in the enterprise gives rise to such benefits as those analysed
above. Moreover it is a tool for finding a suitable position in a changing environment, and
for preventing and avoiding problems.
In fact, Diversity Management solves two main problem categories: DM facilitates
the adaptation of the enterprise to environmental constraints, and also makes it
possible to work out organizational problems.
DM helps to adapt enterprise to its environnment
DM is a way to adpat to 5 major constraints of the current economy:
1.- The labour market shortage: the labour market does not propose, in many
European areas, the so called "perfect" candidate for the company. The company does not
find the "right" person: qualified, with the suitable experience, or simply designed by stereotypes for that sort of job! DM makes it possible to open the game, and to widen the
possibilities of recruitment for the less qualified people, long time unemployed people,
women with a so called 'male' job, etc.... only if the enterprise carries out a real process
of integration.
2.- The ageing of the working population. Small and medium size enterprises
faces an increasing average age, and the difficulty to find young people on the labour market. Moreover, the coexistence between the rare young people and the older employees
already present is often difficult: DM aims at the generational coexistence while being
interested to integrate the different aspirations from different categories of employees.
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3.- The client relationship is a key factor of performance for European companies: Customers actually want to find more or less the same similarities among their
interlocutors! It is difficult to serve customers of very different origins, conditions, etc
when having a no-diverse staff! The integration of the service firms in their various environments requires internal diversity.
4.- Companies face an increasing demand of Social Responsibility. Large companies have already discovered this demand. But even nowadays Small and Medium Size
enterprises are still in the process of discovery in certain countries of Europe. For example, all French public authorities have formulated a specific clause in building public markets on social responsibility, especially on anti-discrimination measures which have to be
proved.
5.- Now Globalization concerns certain medium size enterprises: they want to
develop foreign country markets or co-contractors. These provincial companies learn how
to work with interlocutors of different origins... They need to recognize the differences in origin of their own staff. They progressively learn to identify different points of view
and professional practices.
DM is a good way to solve organisational problems
We should reckon the following: enterprises generally solve those problems involving the organisation of work step by step, in disparate ways ... DM offers a global framework, a collective and coherent way to solve 4 frequent problems:
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The nervous tension at work often disturbs the life of many work teams. This is
not only stress or pressure, but problems in relationship which create a difficult
atmosphere, absenteeism, turn over, weak commitment or bad results. These tensions are almost always identified as being conflicts between individualities and
therefore rarely solved. On the contrary, these bad labour relationships often originate from the denial of different ways of thinking and different identities at
work. Some DM measures allow enterprises to recognize the existing differences,
and make it possible for differences to co-exist in teams, by showing the legitimacy
of different ways of thinking.
Work organizations are more often organizations by project: several people with
different jobs work together under tight schedules. It is therefore necessary to better know how to collaborate: DM can create a framework to involve everybody
in its singularity within their teams, the result of which is directly related to the
collective creativity and the respect for the constraints of the other employees!
Modernization of management styles is a highly compelling request for many
medium size enterprises. When the company grows up, it becomes necessary to
train middle managers in new managing competencies. In most cases a complicated problem arises from these training courses: how to allow for specific features of every individual/specificities in my team?? Only a DM project will give
answers to this essential question of the managers.
The integration in a small staff of a person who does not have the same profile
is a very frequent case, especially in small and medium-sized enterprises. A young
person in a team of fifty-year-old mates, a person with such professional or personal experience in a homogeneous team, the first recruitment of disabled people in
a reluctant team. Old teams are often unwilling to acept a different profile...
Measures in order to sensitize and build consciousness, as well as clear management directives create a more favourable atmosphere. They give legitimacy to differences within the staff.
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An answer to 4 frequent problems that enterprises face: the principal impact of a
DM project is the reinforcement of team cohesion by progressive acceptance of differences, by adaptation to new rules and various ways of working. A DM project is a project
of change for an enterprise, to respond to hard environmental constraints.
3.3. Good practices and examples
Bringing diversity management into the enterprise should be done gradually, step
by step, according to the possibilities and needs of the enterprise in question, as it were
a tailored suit. Yet it is important to set objectives and fix a target. Gambling on diversity
management should be deemed as a value that permeates the daily functioning of the
business and its relations inside and outside the organization. It is also a process that
must always correspond to the needs
We should bear in mind that in order to profit by the advantages of diversity management, discrimination must be prevented as much as equal opportunities must be granted. We should also take into account that diversity management is all people's business,
which requires their involvement, participation and consideration, those of minority
groups in particular. Furthermore, it requires a planned strategy and should pass through
all the enterprise's activities.
14
The measures included below are examples or good practices that some companies
have already implemented. However this is not a closed list, but a wide range of measures to be put into action by each organization in line with their needs, culture, philosophy
and creativity.
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G o o d
p r a c t i c e s
Good practices in sensitization / prevention of discrimination
a. Sensitizing and training in tolerance and non-discrimination.
Definition: formative sensitizing actions to avoid discrimination cases.
What do we expect from this measure?
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To insist on and make everyone in the enterprise aware of the relevance that considering diversity as an opportunity for improvement has in the current labour market, if and only if it is adequately managed by all people involved.
To create a corporate culture that respects the values of managing diversity.
To enhance the sensitization of the enterprise to respecting diversity.
To guarantee that the actions carried out in the enterprise as regards diversity
management will not find barriers to their implementation at certain organizational levels.
Methodology and performance
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15
Organising workshops and seminars for all people, from managerial positions to
production staff. The dynamics of those activities can be assigned to diversity
management experts o qualified staff in the enterprise itself. In this case, they
should be competent enough to transmit the importance of respect and tolerance
to diversity, to make others understand the benefits of optimal management and
give them the basic know-how to operate.
Costs and benefits
„
„
The main cost of this action is the organization of conferences, including recruitment of experts.
Benefits: improving the labour climate, culture, creativity and the image of the
enterprise.
1. Example of sensitizing and training
Since 2006 a well-known enterprise in the cosmetic sector has developed a sensitization programme aimed at the whole staff, dealing with diversity and its importance within the enterprise
with a view to its customers. The main objectives of such project are to understand the concepts
'diversity' and 'equality', to identify possible organisational and personal barriers to diversity, and
to develop suitable tools for removing them and developing personal action plans.
Training on diversity has taken place in five two-day sessions during 2006. A total of 78 people have been trained, including members of the management committee, team-responsible
ones and middle managers. The groups were heterogeneous and the methodology consisted in
role-playing and case study. There is provision to carry on with the training programme until 2008
at least.
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G o o d
p r a c t i c e s
b. Ethical Conduct Codes
Definition: corporate agreements to prevent and avoid discrimination cases. Thereby rules
and principles are set voluntarily and with a purpose.
What do we expect from this action?
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16
It is a tool for dealing with discrimination, at the same time increasing tolerance
and fair treatment. It helps develop a common conscience of values such as justice and humanity in the enterprise.
A conduct code defines a global non-discriminatory interactive conduct concept,
applicable to all staff in the enterprise. This code can also help to regulate contact
with costumers, suppliers and relations with other companies.
It involves a conduct declaration from the enterprise, which does not bear judicial
consequences. It is an attempt at reacting to problems and conflicts in a settled
way. It implies uniting the enterprise's staff in a collective declaration.
Its development favours an inclusive work climate, in which people are valued and
respected. It is a climate improving process carried out without any moral o legal
constraints, through a change in mentality and behaviour.
Methodology and performance
„
It will be implemented by the management committee alone or in cooperation with
a group of staff representatives. It is essential to talk with all target groups within
the enterprise about rules of equal opportunity, antidiscrimination, values and principles, together with rules of environmental protection, security, fair trade... All
staff should know the conduct code (Transparency). The emphasis here must be
placed on the commitment of the management committee, who are in charge of
calling attention to and develop the measures included in the code, as well as watching compliance with the rules.
Costs and benefits
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The cost will be measured in terms of the time spent in preparing and discussing
the contents of the Code by the management team and staff representatives
during the working hours.
As to the benefits, the code of conduct upgrades motivation and effectiveness in
the staff. A work climate based on tolerance and respect strengthens the staff's
commitment and increases creativity as much as productivity.
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2. Example. Value based Management.
An enterprise with a 350-people staff, which makes wire sub-products, has included management through values in its management system within the organisation, considering all workers not as another resource or mere workforce, but as human beings with their own dignity, individuality and values. This involves taking into account all the possible roles of a human being and
all the subsequent aspects, namely physical, mental emotional and self-fulfilment.
Managing through values is not just about having a range of stated values, to some point in
agreement with the staff. In the enterprise everyone works for the effectiveness of such values
and to make sure they are taken into consideration in all decision-making processes. By doing
so, those values are perceived in all the staff's operating modes and behaviour, thus adopting
them as part of the organizational culture.
c. Agreements against discrimination
Definition: They are agreements between the enterprise and union representatives to
guarantee equal opportunities. Clauses in the agreements are as follows: equal transparent wages, contract system regulation, improvement of work conditions as settled by
agreements...
What do we expect from this action?
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To elaborate a legal framework to guarantee inclusive fair work conditions, thereby
allowing for respect of diversity at all levels within the company.
To make the enterprise commit itself by legal means.
Methodology and performance
„
The management team together with the union representatives will create a legal
framework to develop such agreements with specific clauses included therein. By
doing so, equal opportunities are granted and discrimination forbidden as regards
hiring contracts, work conditions, salaries, dismissals, careers, social benefits, training and access to information. Furthermore processes will be set up in order to
deal with any possible complaints. Sanctions against contract-breaches will also be
formulated. The staff will be informed of their contents. A team will be elected to
control the implementation of such actions. They will be signed by all representatives at all levels of the enterprise.
Costs and benefits
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Cost: The same as to the Conduct Code, the cost is measured in terms of time
spent in elaborating the agreements.
With regard to the benefits, it will entail the improvement of the enterprise's
image, social dialogue, work climate and commitment to the enterprise as much
as personal motivation.
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G o o d
p r a c t i c e s
Good practices in staff recruitment processes
a. Cooperation agreements between the enterprise and non-profit
organizations:
Definition: The target here is to set up a cooperation frame for staff recruitment, selection and inclusion.
What do we expect from this action?
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To strengthen cooperative relations between the enterprise and non-profit organizations.
To guarantee successful recruitment, hiring and inclusion of certain groups in danger of social exclusion and subsequent loss of confidence.
To increase labour opportunities for groups with employment difficulties.
19
Methodology and performance
„
It implies setting up a cooperation frame between the enterprises and non-profit
entities at the time of recruiting, hiring and including people. Complementary measures should be provided to support the enterprise in such an integration process,
namely additional information about work permits, follow-up of new employees,
renewals...
Costs and benefits
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Recruitment costs are reduced. Non-profit organizations will be in charge of the
main tasks.
Benefits removing uncertainty when hiring people, and more successful contracts.
Productivity gains strength due to shorter times of adaptation to the job, and
image gets enhanced as well.
3. Example of cooperation agreements
A non-lucrative entity that works with immigrants has signed cooperation agreements with
certain enterprises and other entities, by means of which a cooperation frame is set up for the
recruiting, selecting and hiring the signatories' staffs. As for the non-lucrative entity, it commits
itself to carry out complementary actions that facilitate the new worker's incorporation and adaptation to the enterprise, such as counselling and support in the processing of permits, renewals,
accompanying and monitoring new workers, etc.
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b. Managing Competences
Definition: A competence is a set of knowledge, abilities and motivations that allow a person to act in order to obtain certain results. When a person has the competences necessary to obtain outstanding results, such competences are called 'talent'.
Workers have to contribute with certain knowledge, abilities and conducts according to the
needs of the enterprise. We call these three elements professional competences.
Managing competences involves supervising all desirable competences needed for the
best functioning of the enterprise in all its areas, developing them so as to reach a desired working state in the organization.
What do we expect from this measure?
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20
To identify, foster, develop and acquire the necessary competences meant to add
value to the organization and make it different from the others. By managing competences, suitable environments are generated which favour personal and professional development, harmonizing and balancing the needs of the employees in a
responsible way.
Methodology and performance
„
So as to manage competences, a number of tools are used, such as interviews
about critical incidents, group dynamics and assessment centre, among others,
which enable us to determine the professional competences needed to successfully
perform a particular job within the enterprise. These tools are applied in selection
processes and afterwards, as personnel management tools aiming to define and
manage the careers of the employees. Through (regular) training, competences
are improved and strengthened.
Costs and benefits
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Managing competences requires significant effort from the enterprise's HR department. As a result, the cost is determined by the HR workers' capacity to adapt
selection and follow-up processes to competence management. That entails the
use of new tools and, therefore training those workers will be sometimes a requirement.
As regards the benefits, integrating people results in lower absenteeism and rotation risks. It also improves the workers' motivation and commitment to the enterprise. Training will help workers to feel valued by the enterprise and increase productivity levels.
4. Example. Competence management
A good example is set by a financial entity with an 821 people staff which applies competence management to its selection and hiring policies. The Human Resources department applies
such tools as the deversigram, aimed to base candidate selection on professional competences.
This task is carried on through specific training adapted to the workers' needs, by means of mentoring and coaching programmes as well as other more conventional training actions.
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Good practices in hiring and payment
a. Neutral hiring and promotion policies
Definition: In the first place, to guarantee that the employee's personal or familiar situation is not an obstacle to getting hired or promoted in the company. In the second place,
to facilitate the employee's accessibility and permanence in the company, irrespective of
their personal situation.
What do we expect from this action?
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To foster equal opportunities within the enterprise.
To select people based on their skills and potential.
To recognize the staff's skills and abilities.
Methodology and performance
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21
Selection processes should be clearly defined, avoiding any questions related to the
candidate's family o personal situation during the interview.
Assessment of skills and competences should be carried out according to previous
evaluation of the job, bearing in mind abilities and attitudes, and deleting such criteria as availability or personal condition.
Costs and benefits
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Introducing this action should not convey high costs, since it has been introduced
by the company itself. Being able to apply this policy to selection processes is
essential. (If assessing implies salary increases)
As far as the benefits are concerned, these can be significant because assessing
people based on their abilities within the enterprise helps upgrading motivation,
work climate and especially attracting and retaining talent in the enterprise. That
implies better quality work and results.
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b. Policy of substitution for extended leave of absence
Definition: To substitute a worker on extended leave of absence for the whole period of
absence. This policy contributes to the effectiveness of other measures, such as familywork conciliation.
What do we expect from this action?
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To facilitate access to these measures for the people in need, without added extra
work for their mates.
To eliminate negative effects that taking advantage of these measures may entail
for the company's staff at all levels.
To reduce labour stress and improve work climate.
Methodology and performance
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The enterprise should thoroughly study how business pace will be affected by a
leave of absence, the suitable actions to take and corresponding time of appliance.
Staff should know substitution policies in the enterprise at all levels, from production to administration and management.
Costs and Benefits
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Costs will be determined by the enterprise's resources, staff applying for leaves of
absence and sick leaves, as well as those posts liable to be taken over. The company should also consider existing subsidies offered by the public administration
and get well informed about them in order to reduce costs.
With regard to benefits, decreasing levels of stress and better work climate are the
main ones, together with the ongoing of production that would otherwise come to
a stop.
c. Equal transparent payment
d. Further examples
Hiring system regulation
Subsidies for large families
Tickets for canteens and crèches
Company transport
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Good practices in adaptation to the workplace
a. Training for integration
Definition: Specific training about the enterprise: mission, values, structure, functioning.
What do we expect from this action?
„
To facilitate the integration of the new workers, thus shortening adaptation times.
Methodology and performance
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There are several choices to facilitate this information: by informative brochures,
new technologies (e.g. e-mail), pinning notices to the company's boards, preparing a welcoming manual for new employees, organising seminars about the
values, mission and ethics of the company. It is essential that the company makes
sure that new employees have access to such information and is aware of its relevance.
Costs and benefits
„
„
The cost will be minimal. It will only take the necessary time to agree on the ways
this information is going to be spread. In the case that a formative session is preferred, the person assigned to give it can be chosen among the staff and should
be familiarized with the topic in question.
The benefits brought about by this good practice are verified by increased productivity levels, the outcome of fast adaptation to the workplace.
b. Defining the workplace
Definition: To give a simple and clear definition of the tasks to be carried out in a certain
post and the factors necessary to do them successfully.
What do we expect from this action?
„
„
To specify the competences, skills, abilities and attitudes a candidate to a certain
job should have.
To diminish uncertainty levels in the employees as regards the performance of their
tasks, position within the enterprise and level of responsibility.
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Methodology and performance
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It should be based on thorough research and constitute a simple tool for establishing the necessary requirements (competences, attitudes and skills) a candidate
should have in order to efficiently perform their job.
To let the employee know about these requirements after being hired, and to transmit their obligations and responsibilities, i.e. an assessment of their job.
Costs and benefits
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Costs are low, since it only involves some time spent by those competent people
in charge of analysing the different posts within the enterprise.
Benefit: doing the tasks and clear procedures help the employees to be more efficient.
To make sure the right person is in the right place.
c. Mentoring
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Definition: guidance and support given by a worker to a new employee. There is a subtype, i.e. "Junior Mentoring" (you can loose a worker, but not their experience). It consists in a process of guidance and trans-generational support designed to complement
training and practice.
What do we expect from this action?
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To offer support to new employees, particularly those in under-privileged groups,
so that they can foster their abilities and help their integration in the new workplace.
To avoid desertion due to bad adjustment to the post.
To provide individualized training opportunities for the staff to better perform their
jobs.
To deal with and cover individual needs through personalized attention.
Mentors act as a model to be imitated, which can inspire new employees to try and
be as competent as their mentors in their jobs.
Methodology and performance
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They should be volunteers within the enterprise (or professional mentors from outside), prepared to develop this kind of task.
Mentors should support the worker in all aspects concerning their jobs, career, training and relation with the enterprise.
They should inform the worker about structures, institutions and training opportunities.
Mentors must inspire the worker with confidence, so that they can confide all their
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doubts, problems and needs to them.
Mentoring should be a practice supported and facilitated by the management committee.
Costs and benefits
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Coordination costs and working time spent by the mentor are compensated by a
faster adaptation to the post.
In the matter of benefits, mentoring means a better integration of the worker into
the staff, and lower staff fluctuation levels. Besides, it enables the enterprise to
take advantage of senior workers' experience.
d. Cultural flexibility: Erasing communication barriers.
Definition: To satisfy the staff's needs according to their cultural and ethnical differences.
What do we expect from this action?
„
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To facilitate the inclusion of people with different cultural and ethnical backgrounds
in the enterprise, through measures that make integration and adaptation to the
job easier.
To upgrade motivation and favour a good work climate.
Methodology and performance
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The enterprise will be in charge of promoting the implementation of flexible rules,
such as sabbatical periods, holidays, permits, search of adapted jobs, language
courses...
The staff should be informed about these measures, as well as the application procedures and other requirements to meet, so that misunderstandings are eluded.
Costs and benefits
„
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Costs are based on professional fees in the case of language courses, social skills
training...
By implementing these practices, the enterprise will benefit from higher levels of
personal motivation and commitment, from retaining talent, higher productivity,
lower costs and a better image.
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5. Example. Cultural flexibility
An interesting case is that of a construction business that has a 200-people staff, more or
less, 25% of whom are foreigners (Pakistanis, Bulgarians, Rumanians, Tunisians, Algerians,
Moroccans, Sub-Saharans and Latin-Americans). The enterprise in question has made its labour
conditions more flexible in order to retain talent and avoid excessive staff rotation. For instance,
it has changed holiday periods from 30 natural days to 22 labour days. This allows foreigners to
better adequate their holiday periods to their needs. Many of those foreigners make their holiday
periods longer without notice, and therefore they lose their jobs. For that reason and to avoid loosing the most valued workers, it is agreed that they will be made redundant for as long as they
are on holidays in their home countries, being hired again once they come back to Spain.
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Good practices in work life balance measures
Measures to facilitate conciliation between family and work, and to make access and permanence in the workplace possible.
a. Services for the individual
They are those services that the organization offers to their employees in the corporate
premises or with corporate resources, so as to improve the employee's quality life and
conciliation.
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Children's care: (crèche, benign-disease care, after-hour services).
Definition: It is difficult for women with young children to go on working. The difficulty in finding suitable day nurseries, and the rigid working hours, eventually
make a parent, most times the mother, leave their jobs or shorten working hours.
Absence of these workers bears significant loss to the enterprise, since new substitutes have to be found and trained, which entails long adaptation periods. Even
if mothers go on working, problems may appear during holiday or children's illness
periods. Crèche services provided in the workplace, or day nurseries, reduce a
main source of stress and have a positive impact on punctuality standards. It
should not necessarily be a service rendered by the enterprise itself, but one leased from outside.
What do we expect from this action?
To facilitate conciliation between work and children's care.
To lessen stress produced by work overload.
‰ Available crèches improve parents' chances to work, benefiting women in particular.
‰
‰
Methodology and performance
‰
There are several possibilities to implement this action and they should be upheld
by the enterprise:
A care-taker hired by the enterprise
Agreements between the enterprise and the nursery to grant reservation of
vacancies for workers' children.
Organising crèche services in cases of emergency (holidays, illness)
Costs and benefits
‰ Rendering these services might seem to entail important costs for the enterpri-
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se. Nevertheless such costs will be lower than those caused by absences, fluctuation and desertion.
‰ On one hand, this measure can help workers with young children to increase their
productivity, be more motivated and committed to the enterprise. On the other
hand, the enterprise will see costs reduced as a result of lesser fluctuation and
sick leaves among the staff.
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Elderly People's Care: Day care centres for dependant people, information and
health support, after-hour services.
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Home services: shopping, laundry, fixing, catering and other home maintenance
services.
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Information services: centralization of interesting personal or family information. Personal counselling centre for immigrant people (normalization, family reunion, legal advising, etc.)
„
Health services: gyms, psychologists, primary care, are services the enterprise
can render within its premises or nearby so as to improve life standards.
„
Enabling access to new technologies through internet rooms. They are rooms
fitted out for people to have access to the internet and carry out administrative
procedures or make other necessary arrangements during their breaks. By doing
so, absence from work is cut down.
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b. Labour flexibility measures
These measures are meant to make time and space more flexible in the workplace, in
order to adjust them to the workers' personal and social needs. They facilitate conciliation between work and family life, enabling access and permanence in the workplace.
„
Flexible starting and leaving hours: to allow workers to organise their day so
that they work eight hours on a daily basis. It does not imply important changes
or costs, and it is a measure highly valued by workers. For that reason it is companies that most often implement this measure.
6. Example. Flexible starting and leaving hours
Fish and seafood is cooked for sale in an enterprise with a permanent staff of 25 workers.
The case was that one of them was offered to do her 20 weekly hours at her convenience due
to personal temporary circumstances. By doing so she could organise her work in the most suitable way.
„
Part-time or reduced working hours: employees are allowed to work fewer
hours a day or a week, in return for a proportionately lower pay, 33% being the
minimum fixed by law. A reduced working day may be a measure particularly tailored for parents with early age children, thus allowing them to spend time with
their children without leaving their jobs.
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Flexible hours shared with other employee: namely job-sharing between two
employees. The same job is shared by two people who coordinate the distribution
of tasks and responsibilities accordingly. Although it has a lot of advantages, this
practice is under-used by enterprises. It allows two or more people to share the
same job, responsibilities, obligations, salary and holidays. One mode of job-sharing consists in assuming office in full but part-time. This practice favours flexibility, mutual support, and grants continuity if one part leaves. Better than day-shortening, job-sharing helps maintaining professional category of a job and subsequent work benefits.
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Hour Banks: it consists in accumulating worked extra hours in an annual account
that can later be used to extend holiday periods in accordance with the work schedules of the enterprise, or to enjoy a number of days off work.
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Larger permits (breast-feeding, parental) it means to extend permits fixed by
law, such as paternity or maternity leaves, breast-feeding, family illness, etc. The
efforts made to finance this measure will vary according to means and structure of
the enterprise.
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Tele-work: work from home (going to the premises just for recycling or team
interaction), use of technological means to avoid commuting.
Teleworking is a flexible way of organising work, which consists in carrying out a
certain professional activity without the worker being physically present in the premises during an important part of their working day. It comprises a wide range of
activities and can be performed full-time or part-time. Professional activity implies
frequent use of electronic information processing means, and permanent use of
some type of telecommunication to keep contact with the enterprise.
„
Other examples
- Possible shift changes for family reasons.
- Concentration of efficient professional dedication.
Advantages of adopting work flexibility measures:
„
Lower costs based on lesser rotation. These costs are generated through hiring new
employees to substitute workers who left the company for conciliation problems.
In these cases the company incurs in expenses that are brought about on one hand
by a lower productivity caused by the worker's absence until the post is fully taken
over, and by the same process of searching, selecting and training a new worker,
on the other hand. Subsequent costs should be assumed for searching, selecting
and training processes. The more skills a job requires, the higher the costs entailed. Flexibility policies introduced by the enterprise will make it a more attractive
workplace, at the same time widening the chances of retaining employees and
attracting talent to the enterprise.
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Reduction of reinstating costs: On the one hand, long absences usually imply a professional disqualification as well as a loss of work habits and routines. On the other
hand, specific work conditions and organization may deeply change in line with the
circumstances and innovation and/or strategic changes introduced by the enterpri-
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se. Returning to work demands professional re-qualification as well as adaptation
to the new post, which generates training costs and lower productivity standards
in the first steps. Programmes designed to promote conciliation and work flexibility and facilitate returning to work, definitely reduce such costs.
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Lower absenteeism
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Higher productivity and better work climate
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Upgraded staff's motivation and commitment to the enterprise
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Better image.
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Good practices in human capital assessment
It is the enlargement of work production capacity reached through making the workers'
abilities better. (Gary Becker) These abilities are acquired by training, motivation, team
work, fostering internal communication, etc.
a. Motivation
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Career plan: to draw a professional route for the workers together with certain
development targets.
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Insurances: insuring workers according to levels of risk at the workplace, offering
alternative family and home insurances consistent with the worker's performance.
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Job rotation: It puts an end to monotony in certain jobs, and offers the worker a
more comprehensive training and involvement in the enterprise. Job rotation has
many advantages. Apart from providing the worker with a wide qualifying experience, it helps to avoid stagnation by introducing new approaches in every department. It can also enhance inter-departmental cooperation, and brings better
understanding of other workmate's problems.
Rotation brings forth variation in the contents of the task to be done, as much as
the necessary skills and know-how, which has a positive impact on the workers'
satisfaction.
Moreover, it causes a decrease in monotony, boredom, absenteeism and stress
levels at work, whereas it generates betterment in product quality and productivity. Yet, developing a rotation programme is not an easy task, for organizational
difficulties among others. There are a number of criteria to take into account when
it comes to assigning different posts to the workers, and also a good deal of restrictions that must be set up to obtain practical results adjusted to the real possibilities of the staff. It is advisable that the person designing the programme uses
those tools that allow him to design and assess rotations in a fast flexible way.
b. Training
The purpose of the training processes is not only that employees acquire knowledge, but
also that the enterprise improves itself and obtains new tools to be different and adapt
itself to changes through that knowledge.
Corporate training provides the worker with the means to get integrated and to feel they
are part of the enterprise, since implementing the knowledge acquired helps the enterprise to develop itself. Motivation, better work conditions and future career are the reward
to training.
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Regular training plans and easier access. Training plans include all actions that
will be taken in the enterprise usually in one year's time, structured in a logical
way, with the purpose of upgrading the employees' competences and skills. This
way, it is possible to attain objectives and to adapt to changes that take place as
regards the particular needs of a post. By means of such logically-structured training plan, arbitrary inconsistent training is eluded.
It is important that the employees know the enterprise's training plan in full: theoretical as well as practical contents, and its objectives, target groups and scheduled calendar, place where courses and other actions will take place, etc.
Once research about training needs in the enterprise is done, the next step should
be to analyse its consistency, viability and optimal moment for its implementation.
Courses should be scheduled within working hours. Finally, after specifying the
contents, schedules and extension, it is essential that the enterprise informs the
employees about the plan and facilitates access to training.
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Regular recycling of skills and abilities in order to prepare staff to contribute
to the enterprise's objectives and future strategies.
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Training during permits or extended leaves of absence: The main purpose of
this measure is that the worker can have voluntary access to the enterprise's training plans. Therefore it is granted that their knowledge gets updated, especially
when there is the possibility that changes occur in production processes or in the
company's management.
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Facilitating attendance to conferences, lectures, workshops.
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Good practices in internal communication
The aim is to spread the enterprise's plans at all levels and to create a climate of trust
among the staff.
a. Notice board:
Definition: communication channel used to pin information concerning measures, urgent
memos, novelties and any other information of interest (subsidies, grants, courses,
announcements, notifications, activities, etc.).
What do we expect from this measure?
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To foster knowledge of conciliatory measures, training plans, subsidies given to the
enterprise.
To enhance communication between the enterprise and staff.
To be a transmission channel for any information, of private or public nature, that
may be of interest to the workers.
Methodology and performance
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The notice board should be located in a place easily accessible for the staff. A person should be assigned the task of updating relevant information.
Costs and benefits
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Installation costs are minimal, since the enterprise itself can fix the board and see
to its updating.
With respect to the benefits, it boosts communication and confidence between the
staff and the enterprise, broadens commitment levels, improves work climate and
reduces uncertainty within the enterprise.
b. Boosting relation between different levels in the enterprise
c. Information about the organization, job, tasks
d. Bidirectional communication (horizontal and vertical) via suggestion or complaint boxes, e-mail, etc.
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Good practices in staff's participation in the enterprise
a. Boosting staff nets
Definition: to organise casual groups within the enterprise. Some people feel excluded and
alone, without the strength and confidence necessary to defend their own interests. They
cannot fully develop their competences and ideas in the company.
What do we expect from this measure?
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To boost staff's participation in the company through a well-organised structure.
To get to know staff's needs better.
To achieve acceptance and transmission of certain interests and needs to the rest
of the enterprise. People who have a chance to group together according to common interests or experiences feel valued and respected by their workmates.
Methodology and Performance
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This measure can be introduced by the management team, staff's representatives
or by a member of the staff individually.
The structure of the net should be designed and announced by the management
committee, aiming to cooperate with the group of workers.
It is the net that specifies their characteristic features and interests, and suggests
ways to integrate their own targets within the company's policy.
Working rules of the net should be defined as to the following:
Where to hold meetings (inside or outside the company)
How to succeed in communicating with the management team in a fluent way
The budget to maintain the net.
Costs and benefits
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Costs are low and will depend upon the degree of support provided by the enterprise (budget, meeting rooms, and gatherings during working hours...)
As benefits are concerned, the needs of these staff nets will serve as a guide for
the enterprise when it comes to analysing their customers' needs, which are more
and more varied and may coincide with the features of the net. It all entails higher levels of motivation, productivity and commitment to the enterprise.
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b. Other examples
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Event designing: to integrate the employees in the company's community interaction projects. To promote the suggestion to initiate actions that contribute to the
cooperation among the employees.
Regular meetings organised for the staff and HR representatives or management
team.
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Good practices in job adaptation for disable people
a. Supported employment
Definition: to employ disable people with little access to the labour market in the past, by
providing necessary support inside and outside the workplace in a regularized enterprise
throughout their work life. Labour conditions should be as similar as possible to those of
the other workmates in terms of job and salary, for an equivalent post within the same
enterprise.
What do we expect from this measure?
„
To facilitate the integration of people with disability in the enterprise.
Costs and benefits
„
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Cost may be measured in time spent, since the labour trainer will be hired from an
external enterprise. Adaptation processes in these cases may be longer in time.
Benefits for the enterprise will be generated by the social value contributed by the
worker with disability, by showing society a better image in line with the principles
of social responsibility, subsidies and tax benefits. Better work climate will be an
outcome too.
b. Support in the workplace:
Accompaniment by external people, namely labour trainers. That means workers with
disabilities may receive some kind of help from labour experts, relatives, friends or workmates, who can provide assistance related to work in a natural way. This type of assistance keeps supportive services for those workers throughout the working period. Support
may include transport coordination, qualifying or re-qualifying the employee, develop
family support, providing counselling to the enterprise, or simple tasks such as taking
them to work, tell them when breaks start or finish or remind them of a task to do.
It promotes social integration, productivity and full use of skills and aptitudes.
7. Example. Supported employment
An outstanding case is that of a car-part maker that hires an autistic person who suffers from
Asperger syndrome and does his job as quality-control worker full time morning and evening
shifts. This is an adequate job for the interests and previous training of the worker. Besides, the
characteristics of the job perfectly suit this person's strong points: exhaustiveness and precision.
A labour trainer works with this person day after day during an initial period, after which the trainer gradually pulls out. After twelve months, the trainer comes twice a week for approximately
one o two hours a day. The worker still works with the enterprise now, totally adapted to his post
and enjoying a positive relationship with the other workmates. Also, productivity standards reached by the worker equal those recorded for workmates with similar jobs.
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c. Removing barriers: promoting accessibility for all.
Description: entrepreneurs are more and more conscious that they see people with disabilities through the wrong lenses when it comes to regard them as workers. They focus
their attention on the limitations and disadvantages, instead of the abilities and skills. This
means that many people with relevant abilities have no chance of working. These people
have to stay home and their abilities are therefore lost. Apart from a growing conscience
among entrepreneurs, the existing legal frame is favouring the integration of people with
disabilities in the labour market.
Objective: the objective of this measure is to enlarge and improve accessibility to the
workplace for all staff, irrespective of any disabilities.
Methodology and performance
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The management team is in charge of performing these actions. They should overhaul structural conditions within the enterprise.
For instance, they should check that people in wheeled chairs have access to the
building or they can easily move around, that there are induction loop systems,
visual panels or visual alarms to alert people with hearing disabilities as well as
information related to the company or the job in sign language for deaf people,
that information in Braille is available for blind people (on doors, notice boards, ...),
or that there are jobs adaptable to the different mental disabilities.
It is the management team that has to support and perform all necessary actions.
Having into account the structure alone is not enough. The rest of the staff should
become involved in the process of change towards prejudice elimination.
Costs and benefits
„
„
Costs are determined by changes in structural conditions, work adjustments, staff
training. They may be covered by subsidies granted to the enterprises that hire
people with disabilities.
The benefits of this measure will affect not only to people with disabilities, providing them with the necessary conditions to develop their tasks in the enterprise,
but also to the rest of the staff, growing their awareness about diversity and finding the measures comfortable even for them (see what happened with the TV
remote control, a device initially designed for people with mobility problems and
nowadays used by everybody) and also for the enterprise: better social image,
compliance with the existing legal frame and fair treatment, ensuring equal opportunities for all.
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4. PARTICIPANTS
This Manual has been worked out within the frame of the Communitarian Initiative
eQual by the transnational partnership
. In this section we would like to introduce the members of the group who have worked together across several transnational
conferences.
PRAXIS - EMPLOYMENT COOPERATION,
Greece
Despoina Georgiadou
Cissy Andritsopoulou
Amalia Gkorou
EKPOSPO NOSTOS
Despoina Georgiadou
66 Solomou street,
104 32 Athens
Tel. (+30) 21052 31 966
[email protected]
www.opsne.gr
met TALENT,
The Netherlands
AnneMarie Buschers
Marijke Germeraad
Silvio Milia
ROC Midden Nederland
AnneMarie Buschers
Discetteweg 10
3821 AR Amersfoort
Tel.: 0031-622217880
[email protected]
www.amerlanden.nl
ATTRACTIVITE DES ENTREPRISES ET
FIDELISATION DES SALARIES EN PAYS
DE LA LOIRE,
France
Antoine Masson
Laurent Saussaye
Action régionale pour l'amélioration des conditions de travail
(ARACT)
Antoine Masson
10 rue de la Treillerie BP
80023
49071 BEAUCOUZE CEDEX
Tel.: +33241730022
[email protected]
www.aract-paysdelaloire.org
KiLIM - Kompetenztransfer interkulturelles Lernen & Integration von
MigrantInnen,
Germany
Marie-Luise Gries
Karin Meißner
Tanja Denig
Caterina Diliberto
Berufsfortbildungswerk des
DGB,
Marie-Luise Gries
Abt. EU und Entwicklung
Untertürkheimer Str. 27
D 66117 Saarbrücken
Tel.: +49 (0) 681 / 5 84 57 28
[email protected]
Internet: www.equal-kilim.de
Equalbur,
Spain
Javier Gómez
Julia de Miguel
Chus Klett
Conchita Gárate
José Dixneuf
Hugo Calvo
Raquel Sáez
Marisol Illana
Pilar Puente
Mª Paz García
Asociacion Equalbur
Javier Gómez
C/ Fundación Sonsoles Ballve
4, bajo
09007 Burgos (Spain)
Tel: +34 947047148
[email protected]
www.equalbur.org
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