CMI Unit 715 D/617/6874 Strategic Approaches to Equality, Diversity & Inclusion Level 7 Assignment Example

1.1 Structural inequality:

Systemic, institutional barriers (e.g. policies, procedures, operations and culture) (Macpherson report 1999). Criteria, practices and processes. Methods of entry to organizations. Opportunities for progression (e.g. Glass ceiling). Attitudes, beliefs, perceptions and unconscious bias.

Impact of disadvantage across two or more protected characteristics (intersectional discrimination) (e.g. BAME women. LGBT+, disabled people). Over/under-representation in workforce and service user profile. Disproportionate outcomes for staff or service users. Profile of senior-level staff.

Organizational context:

Purpose, governance (e.g. public, private, third sector). Legal status of the organization. Organizational structure. Organizational culture. Type (operational, local, international, global, project/programme based, departmental and strategic business unit).

Societal context:

Local, regional, national. Patterns and trends in inequality (e.g. employment, housing, criminal justice, health, housing, educational attainment, hate crime, migration). Sector-specific issues.

Criminal Justice (e.g. Lammy Report, 2017). Changing attitudes and trends, positive and negative i.e. recognition of wider gender identities vs increases in hate crime.

1.2 Approaches:

Policy development and implementation. Equality analysis (impact assessment). Consistent involvement and engagement of ‘experts by experience’. Data and information management (gathering, monitoring, recording). Reporting requirements (i.e. gender pay gap, race disparity audits). Disseminating, publishing outcomes (GDPR, 2018). Benchmarking (comparison against national statistics, past performance, sector, competitor performance). Embedding equality, diversity and inclusion into operational practice. Development of strategic priorities and equality objectives. Learning and development programmes which embed equality, diversity and inclusion. Commissioning and procurement of services (e.g. Public sector duty).

Legal and regulatory requirements:

Legislative framework (Equality Act, 2010). Protected characteristics. Types of discrimination. Prohibited conduct. Rights and responsibilities of employers and employees. Interrelationship with other legal and regulatory frameworks. Human Rights Act (1998). Gender Recognition Act 2007. Prevent Strategy (2011). Modern Slavery Act (2015). Domestic Abuse Violence Bill (consultation in draft, 2018). Equal Pay Act (1970). The Equality Act 2010 (Gender Pay Gap Information). Regulations 2017. General Data Protection Regulation (GDPR) (2018). Acts relating to languages and national identity in the UK such as: Welsh Language Act (2011). Welsh Language Measure (2011). Gaelic Language (Scotland Act, 2005).

Organizational context:

Public sector (public sector equality duties). Private sector. Voluntary sector.

1.3 Influence of equality, diversity and inclusion:

Involvement, co-production and engagement with experts by experience. Legal and regulatory requirements. Assessment and mitigation of risks and benefits. Specific equality objectives and targets. Development of good practice. Identification of opportunities. Support and development for self-organised/representative groups (i.e. staff networks).

Strategic objectives:

Embedding equality, diversity and inclusion into overarching aims and objectives of an organization (e.g. Closure or relocation of a business. Development of a new product/service. Acquisition of a new I.T. system. Development of a new operating model). Development of specific equality, diversity and inclusion objectives (e.g. recruitment, retention, career development).

1.4 Present business case:

Moral business case: Duty of care (staff, customers, community). Valuing individuals and collective contributions. Social corporate responsibility as part of community to reduce discrimination and offer opportunities to all. Impact on organizational culture. Impact on mental health and well-being. The Case for Equality, Diversity and Inclusion (Kirton et al. 2017). Valuing Diversity (Griggs, 1995). Super-diversity (Vertovec, 2007).

Financial business case: Reduced risk of employment tribunal costs. Reduced sickness absence. Increased productivity. Increased revenue (increased service take-up or market share (e.g. Pink/Grey pound). Reputational impact. (Diversity Matters, McKinsey, 2018). Link between accreditation and new markets/opportunities (e.g. Stonewall top100s, Equality Mark. Investors in Diversity Award). Reduced recruitment costs through retention of talent. Turning adversity into competitive advantage (Sutanto, 2000).

Legal business case: Avoid breaches of law. Meet requirements for reporting/publishing. Avoid ECHR enforcement action. Minimisation of reputational/financial damage.

2.1 Data and information (Qualitative and quantitative):

Staff/service user satisfaction surveys. Consultation data (e.g. focus groups, exit surveys). Customer/service user profile (e.g. overall representation, contact/take up, complaints, outcomes). Workforce data by protected characteristic (e.g. overall representation, grade, grievance/disciplinary, recruitment and retention). Intersectional analysis (i.e. experiences of black women).

External data and information: National reports (e.g. Stonewall reports into LGBT+ experiences). Equality Commission reports. Published statistical data (e.g. ONS data on local/regional profile, employment, housing, hate crime).

2.2 Development of strategic priorities:

Critical assessment of evidence base: research; involvement and consultation; data. Identify organizational gaps and opportunities. Risks and benefits of proposed activity. Development of specific equality objectives and targets to address gaps (e.g. empirical targets such as percentage improvements to increase involvement, employment, participation. Research in specific issues allied to equality, diversity, inclusion). Inclusion of meaningful user involvement/co-design and delivery (e.g. experts by experience, individuals/groups directly affected by issue).

Development of a framework to monitor and review equality objectives and targets (e.g. milestones, deliverables, responsibilities).

Equality analysis (equality impact assessment) embed into organizational practice. Review of policies or approaches. Collaborative approach to analysis.

2.3 Strategy to embed strategic priorities for equality, diversity and inclusion:

Operational planning. Development of individual/team objectives. Identify roles, responsibilities and accountabilities. Leadership approaches. Role modelling. Learning and development. Monitoring activities at strategic and operational levels (e.g. involvement of people by protected characteristic). Visibly championing and celebrating equality diversity and inclusion (e.g. sharing stories as a senior BAME/LGBT+/faith leader). Promoting events to mark key diversity dates (e.g. Time to Talk, International Women’s Day, Black History Month). Seek accreditation to appropriate standard frameworks (e.g. Stonewall top100s, Equality Mark. Investors in Diversity Award).