Professional Documents
Culture Documents
Ian Marcus Lewis Marisa Victor Marsha Victor Donna Farray Donna-Marie Dennis Allison Elcock Lee Andro Sandiford Taren Vialva
Table of Contents
3 9 24 39 55 81
Background / Context Central Issues Satellite Issues Problem Analysis Intervention Solutions
Summary
1998- WCC was established 2000- Race Relations (Amendment) Act was enacted 2001- Census conducted revealed huge disparities in ethnicity,
in particular Wards/districts,
lack of staff diversity awareness to customers needs
3
Summary
COMB implemented a four (4) phase approach to addressing the issue of diversity:
Phase
1:
Capturing
attention-
consisted
of
an
awareness
campaign/data gathering
Phase 2:
3:
Managers
operational
briefings-
outlined
legal
Background / Context
Worcestershire County Council (WCC) was established on April 1st 1998 and is located in the West Midlands of central England WCC has 6 district councils The Local Authority provides some of the following services to locals:
- Social Services for children/elders/needy - Education facilities - Road and building maintenance - Libraries - Strategic Planning for 542,000 residents
5
west Birmingham
It has a population of 542,000 Majority of the population live in small towns
and villages
County is viewed as one of rural tranquility
DESCRIPTION AND DIAGNOSIS
6
WorcestershireDemographics
Key Actors
Management of Worcestershire County
Council
WCC employees Worcestershire residents County Councils Chief Officers Management
Board (COMB)
Economic
Social
Demographic changes
Opportunities
New legislation provides framework for greater racial equality amongst staff Employees can be used for market research activities Improved corporate reputation
Threats
Weaknesses
Introduction of new employment legislation Possible reorganisationof management structure because of inefficiency in delivering services
10
COMB recognized the Council was not serving and meeting the needs of some of the residents of Worcestershire efficiently. This stemmed from a lack of diversity management as a result of insufficient Strategic Human Resource Planning.
Resource Management (SHRM) as: The pattern of planned human resource deployments and activities intended to enable an organization to achieve its goals Stemming from this concept, one can appreciate that an organization must consider its workforce and their respective competencies, demographics, residential locations and other pertinent factors when making strategic decisions.
12
diagram
shows
how
gain
greater
performance, and
employee
satisfaction
enhanced shareholder value because of an identification of possible higher human capital contribution to support corporate goals.
13
Increased Performance
through
Effective management of staffing, retention, and turnover through selection of employees that fit with both strategy and culture Cost-effective utilization of employees through investment in identified human capital with potential for high retention Integrated HR programs and policies that clearly follow from corporate strategy Facilitation of change and adaptation through a flexible, more dynamic organization Tighter focus on customer needs, key and emerging markets, quality
14
HR Planning
HR managers appreciate the impact that this proactive
approach is having on not only their respective units but also the organization, they realize their tactical functions supports all future planning activities of the wider work environment
HR Planning must be supported by thorough workforce
analysis to understand the composition of the current human capital employed by the company, the necessary threshold and differentiating competencies needed to achieve future plans and the possible gap between the two
15
groups
of
customers
and
16
HRM
Low Staff Morale Understaffed Department
Organisational Culture
Perception of Customers Lack of Commitment Laissez Faire
Unclear Roles & Responsibiliti es No Progressive Po o r S tra te g i c TP H ROutdated M Po o r Strategic PM S Focus I a d e q u a te n Leadership Tra i i g n n
La ck o f S PP s Po o r M e tri cs Po o r Q A & Q C
Strategic Focus
Quality Management
17
HRM
Lo w S ta ff M o ra l e U n d e rsta ffe d D e p a rtm e n t
Organisationa l Culture
Pe rce p ti n o f o C u sto m e rs La ck o f C o m m i e n t tm La i z Fa i sse re
Po o r S e rvi ce D e l ve ry i Po o r C o m m u n i ti n ca o
La ck o f S PP s Po o r M e tri cs Po o r Q A & Q C
Strategi c Focus
Quality Management
18
Cause Analysis
CAUSE
CASE EVIDENCE
Ethnic Mismatch
Cause Analysis
CAUSE
CASE EVIDENCE
PERCEPTION OF CUSTOMERS
that Worcestershire was largely white. ...conjuring images of white rural prosperity... (p.2, para 1)
20
Cause Analysis
CAUSE
CASE EVIDENCE
being scanned routinely for changes. If it were, the diversity campaign would have preceded the legislation. (Race Relations (Amendment) Act 2000)
Cause Analysis
CAUSE
CASE EVIDENCE
Diversity Management
Cause Analysis
CAUSE
CASE EVIDENCE
INADEQUATE TRAINING
The I es ssu
EVIDENCE-BASED CAUSES AREAS OF FOCUS Unfamiliar with customer Lack of Strategic HRM Poor Strategic Focus Perception of Customer Lack of Training
Culture
Issues
1.Mismatch between ethnic composition of employees and customers in receipt of services in some districts 2.Absence of diversity employment legislation and race equality management policies and practices at WCC 3.Presence of an organizational culture that did
DESCRIPTION AND DIAGNOSIS
25
Mello asserts: Given the changes that have been taking place in the composition of the workforce and employees values and attitudes, it is not surprising that in recent years, organizations have become much more concerned with managing diversity. He continues, understanding and appreciating diversity is critical for organizations as the increasing proportions of various ethnic and minority groups, in its consumer population, make it imperative for organizations to understand the needs and wants of these groups, if they hope to effectively market goods and services to them.
-Mello, pp 46 - 47
26
27
the council.
28
Within Worcestershire this pattern differs markedly with 30% of the population in some wards in Redditch being from a Black or BlackBritish ethnic group and up to 10% of the population Worcester in some wards an in Redditch and
being
from
Asian
British
29
background.
DESCRIPTION AND DIAGNOSIS
County
councils
employees
reflect
the
ethnicity as a whole, for some parts of the between ethnicity of employees and that of residents in receipt of services.
1.Recognition of the ethnic climate changes within Worcester 2.Recognition of the ethnic composition of the workforce and the wealth of knowledge they possessed 3.The development of open and free communication channels to exchange ideas in the workplace between themselves and minority workers to assist in the decision making process to ensure greater
DESCRIPTIONefficiency in AND DIAGNOSIS
31
32
The lack of workforce planning was critical to the council as it would have highlighted the shortfall between the demand and supply analyses, thus demanding that greater emphasis be placed to the awareness of the changing demographic , the emergence of the minority groups who presented a change in the cultural dynamic.
Workforce Analysis
Workforce Analysis may be defined as scanning the internal and external environments to identify factors that may impact on the workforce. The aim is to develop a good understanding of the key drivers that may affect the future supply and demand for labourfor the organization.
Supply analysis: this requires an in-depth review of the data which currently exist in the workforce. This data can be extracted from the companys HRIS and be made available for this purpose.
Gender: males 18.6% and females 81.4%. Ethnicity : White 97.5% and Minority 2.5%
DESCRIPTION AND DIAGNOSIS
35
The Act gives public authorities a statutory general duty to promote race equality. The general duty states that the authorities must have 'due regard' to the need to eliminate unlawful racial discrimination and promote equality of opportunity and good relations between people of different racial groups. The Council noted they were keen to be seen as not just ticking boxes to meet legislative requirements, such as those prescribed by the Race Relations Amendment Act 2000
37
Differentiating competencies are those characteristics that superior performers have but are not present in average performance. These are displayed by attitudes and behaviours.
The Council aimed to produce observable changes in the behaviour and impacts upon underpinning beliefs and values
decision making.
39
demand analyses at the WCC was the belief that diversity was not an issue.
The case study states it might be argued that within Worchestershire diversity is not an issue and is not something the County Council need to bother about.
40
rules and procedures, sanctioned by law, also contributed to the Countys inability to meet their consumers needs.
The traditional framework for Diversity
41
into
being
in
April
2001
and
Government
expected public organizations to pursue race equality in outcome and process. The Act places public and voluntary sector organizations under the legal obligation not to discriminate on the grounds of race in functions such as service delivery, employment and policies.
Further to meeting this legislative requirement, the council wanted to implement the necessary changes and amend their image and brand themselves as making a difference to their employees and to the residents whom they serve. They needed to produce observable changes in the behavior and impacts upon underpinning beliefs and values,
Managing Diversity
Voluntary, internal Understanding
All elements of diversity Creating a culture that is fluid, adaptive Equality Continuous and ongoing
Company Culture Fitting employees into existing culture Outcomes Timeframe Scope Preferences, quotas Short-term, one-shot
Independent of other HR activities and company Fully integrated with other HR activities and strategy company strategy
INTERVENTION
Diversity Management
Diversity Management may be defined as the process of creating
an environment that allows all employees to contribute to organizational goals and experience personal growth.
- Raymond Noe et al
productivity and morale, lower employee turnover and other HR related costs. It is a critical aspect of HR today as many minority groups have a louder voice in the corporate sector.
INTERVENTION
47
Diversity Management
Regardless to jobs of and racial, ethnic in or the religious workplace. changing employees backgrounds, employees must have fair access treatment may to Managing company diversity culture require ensure
understand the issues at hand and support the thrust for equality.
INTERVENTION
48
Diversity Management
1.Eliminate values, stereotypes and managerial practices that inhibit employees personal development 2.Allow employees to contribute to organizational goals regardless of their race, sexual orientation, gender family status, religious orientation or cultural background
INTERVENTION Raymond
Diversity Management
Characteristics Associated with Diversity Programs Long Term Top management provides resources, personally intervenes, and publicly advocates diversity Success
The program is structured Capitalizing on a diverse workforce is defined as a business objective Capitalizing on a diverse workforce is seen as necessary to generate revenue and profits The program is evaluated Manager involvement is mandatory The program is seen as culture change, not a one-shot program Managers and demographic groups are not blamed for problems Behaviours and skills needed to successfully interact with others are taught Managers are rewarded on progress toward meeting diversity goals
- S . Rynes and B . Rosen What Makes Diversity 50 Pro g ra m s W o rk? Pa g e s 6 7 - 7 3
INTERVENTION
Culture
are
the
assumptions,
beliefs,
organizational members. It is the glue which holds together contemporary HR management practice and therefore needs to be actively managed employee
DESCRIPTION AND DIAGNOSIS
to
secure
the with
identification those of
of the
51
interest
organization.
52
The culture at WCC was one in which management and the majority of employees believed that diversity was not an issue and not something the County Council needed to address. Most assumed that Worcestershire was one of white rural prosperity.
53
As a result of these assumptions and beliefs: workers. COMB felt that an approach was needed that forced employees to recognize that diversity issues were important, needed to be addressed and as part of this, challenged widely held perceptions.- Case Study, Paragraph 4, lines 15-19
2. Possible negative stereotypes held of certain ethnic groups, and subsequent treatment. To produce observable changes in the behaviour and impacts upon underpinning beliefs and values within the County Council. Case Study, Page 494, paragraph 2 line 22
DESCRIPTION AND DIAGNOSIS
54
One of the biggest challenges organizations face in managing diversity is overcoming some of the deep set stereotypes individual employees hold about certain groups in society. These stereotypes are often ingrained into individuals at a very young age and reinforced by family members, religious and educational institutions and the local society in general.
-Mello, Jeffrey Chpt 3 Page40 line 1-3. Strategic Human Resource Management
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56
WCCs
proposed
approach
included
four
interrelated and overlapping phases embracing all diversity issues: 1.Phase 1- Capturing attention (awareness campaign) 2.Phase 2- Addressing the issues (training) 3.Phase 3- Operational Briefings for managers 4.Phase 4- Embedding the learning
INTERVENTION
57
58
Phase 1- Evaluation
This was a good start to Making Diversity an Issue The thought-provoking information would have peaked interest and started the shift in mindsets that the community was not as it was generally perceived- leafy Elgarshire. White rural prosperity Became a good platform upon which Phase 2 could be developed
INTERVENTION
59
WCCs Approach:
Phase 2- Addressing the Issues (Training)
In this phase Diversity Management Training was introduced- Worcestershire. We all make it unique These training sessions were built on findings from mystery customer surveys undertaken across all County Councils to provide a clearer understanding of customers experiences
INTERVENTION
60
WCCs Approach:
Phase 2- Addressing the Issues (Training)
INTERVENTION
61
INTERVENTION
WCCs Approach:
Phase 2- Addressing the Issues (Training)
An ongoing poster campaign was also introduced to raise the awareness of the importance of diversity WCC used along with The Commission for Racial Equalitys collateral, specially developed material using employees Racism. Lets make it an issue Engaged employees to think of their personal stance encouraging them to communicate rather than simply being the receiving end of what the company wants to mould them to know and do
62
Phase 2- Evaluation
Training plan was founded on facts from actual customer feedback. Thus substantiating the premise demographics in Worcestershire were changing and hence the need for the Council to adapt Training session was structured, addressing in a systematic manner the relevant issues and slowly breaking down any barriers/stereotypes/perceptions and ensuring the employees could ultimately appreciate the new drive of the Council Training clearly outlined possible terms and languages which may be offended to certain groups Management presented the next step activities in training session critical at this stage to buy-in and support from employees
INTERVENTION
63
Phase 2- Evaluation
Training did not incorporate measurement standards to determine the effectiveness of diversity management to delivery of services. Thus this can make it difficult to assess success The poster campaign used alongside training sessions acted as a form of reinforcement of the messages exchanged in the training. It also acted as a reminder that Diversity Management was now a part of everyday activities, reminding employees from minority groups and other groups By incorporating employees in the campaign awareness program it heightens staff interest, ownership and creates an integrated approach to addressing the issue
INTERVENTION
64
WCCs Approach:
Managers
concluding with action plans for each manager area linked to practical team objectives and legislative targets
INTERVENTION
65
WCCs Approach:
Phase 3- Operational Briefings for Managers
In 2004, following a need recognized by the County Council, a half-day conference was conducted for senior management to:
1. Re-energize team 2. Re-clarify issues and challenges facing the WCC 3. Re-clarify management expectations 4. Provide clear focus on action
INTERVENTION
66
WCCs Approach:
Phase 3- Operational Briefings
In 2005, senior managers held a one day training session with some 700 employees focusing on:
1. Exploring personal perceptions 2. Providing factual background on diversity issues 3. Reinforcing WCCs commitment to equality and dignity
INTERVENTION
67
Phase 3- Evaluation
Top management provides resources, personally intervenes, and publicly advocates diversity The program is seen as culture change, not a one-shot program It considers legislation policies Clearly shows management buy-in and support Upper management developed action plans and defined targets Aligning targets to teams business objectives
INTERVENTION
INTERVENTION
69
Phase 4- Evaluation
The inclusion of employee feedback ensured future training sessions took into account issues that were not addressed Phase four(4) might be hindered as may not be responding as quickly as needed to adapt to the first two (2) phases to market demands making the rate of change larger than the rate of learning for the organization
INTERVENTION
70
Other initiatives
A Diversity Officer was employed with the responsibility of focusing on and managing diversity and all relevant issues This is a good initiative as one person is now charged with the responsibility and can manage the enforcement of new policies. Also this person should have the right set of competencies to ensure diversity management is being addressed correctly and advise upper management and HR on ways to improve co-operation and performance of staff
INTERVENTION
71
Intervention- Evaluation
Characteristics Associated with Diversity Programs Long Term Top management provides resources, personally intervenes, and publicly advocates diversity Success
The program is structured Capitalizing on a diverse workforce is defined as a business objective Capitalizing on a diverse workforce is seen as necessary to generate revenue and profits The program is evaluated Manager involvement is mandatory The program is seen as culture change, not a one-shot program Managers and demographic groups are not blamed for problems Behaviours and skills needed to successfully interact with others are taught Managers are rewarded on progress toward meeting diversity goals
INTERVENTION
72
Alternatives
1.Integrated Systematic Approach
A holistic methodological approach to create a scheme
of diversity
INTERVENTION
73
1.Geographical Areas 2.Specific groups of customers 3.Specific County Council Departments 4.Specific County Council Services 5.Specific days, times or seasons
INTERVENTION
74
THE APPROACH
3.
4. Determine intervention schemes based on unifying themes
e.g. People in rural areas may be affected by poor public transportation services. Intervention Sustainable Transport Strategy
2.
3. Perform Gap Analysis to determine details for intervention scheme INTERVENTION
75
THE APPROACH
5. Design Interventions 6. 7. Prioritise Interventions 8. 9. Develop Action Plans and Implement 10. 11.Monitor routinely and make adjustments
INTERVENTION
76
PROS
CONS
factors that contribute to low service levels e.g. Resources, Employee Competency, Finance Identification and prioritisation of specific areas requiring focus e.g. Transport Service, Redditch, Diversity Management, INTERVENTION Marketing
Identification of all
There was already evidence that there was an existing factor noticeably affecting customer service i.e. diversity To ignore this factor and engage in a entire review of all the possible causes of low los would delay a much needed intervention This approach would be better if there were no clear/apparent factors influencing the low los
Expensive
Undertaking a venture to
INTERVENTION
78
PROS
served by a familiar face
CONS
segregation
Customers would be
Promotes racial
No enhancement of
Removal of ethnic
mismatch
Improves all-inclusive
corporate image
INTERVENTION
staffs differential competencies to deal with a variety of customers Superficial improvement. Diversity should be embraced throughout the Council and 79
2.
3. Articulate how diversity relates to the mission and strategic objectives of the organisation
4.
5. Define diversity and determine how inclusive its efforts will be
6.
7. Make a decision as to whether special efforts should be extended to attract a diverse workforce
8.
9. Assess how existing employees, customers, and other constituencies feel about diversity
INTERVENTION
10.
80
PROS
CONS
Follows Best Practices. (Mello, 2nd Ed., p.64, para 3) Multi-faceted approach that look at all strands of diversity to determine suitable approach Improves corporate image. Management would be seen to be taking actions that actually [make] a difference to those living in the county INTERVENTION and working for the
Time- consuming
Will
not address all factors related to low levels of service continuous support from executive management for implementation and enforcement
81
Requires
PROS
CONS
Fulfills Legislation Requirements (development and training activities required in response to Race Relations (Amendment) Act 2000 (p.2, para 2))
Improves Org. Culture (produce observable changes in the behaviour and impacts INTERVENTION upon underpinning
82
Case Solution
Based on the case facts, it is clear that diversity is an issue. solution must utilise managing diversity Therefore, the best best practices for
83
84
Corporate Strategy
HR Strategy HR planning Design of jobs and work systems What workers do What workers need How jobs interface with others
Training
Performance Management
HR Information Systems
85
Case Solution
The Strategic Management of Diversity
Phase 1- Determine why diversity is important for the organisation Phase 2- Articulate how diversity relates to the mission and strategic objectives of the organisation Phase 3- Define diversity and determine how inclusive its efforts will be Phase 4- Make a decision as to whether special efforts should be extended to attract a diverse workforce Phase 5- Assess how existing employees, customers, and other constituencies feel about diversity
SOLUTION Phase
86 6- Determine specific types of diversity initiatives that
W C C s S tra te g i D i rsi M a n a g e m e n t c ve ty S o l ti n u o
External Environment Demographic Survey (Phase 1) Assess employees, customers and constituencies feelings about diversity (Phase 5) Employee Separation Laws Regulating Employment Staffing (Phase 6) Training (Phase 6)
Internal Environment Compare outcomes of Diversity intervention development strategies to identify gaps (Phase 4)
HR Strategy Analyze survey data to rank diversity dimensions (Phase 3) Compare outcomes of Diversity intervention development strategies to identify gaps (Phase 4)
Performance Management HR Information Systems Assess employees, customers and constituencies feelings about diversity (Phase 5)
87 87
SOLUTION
88
SOLUTION
89
SOLUTION
90
SOLUTION
91
SOLUTION
C a se S o l ti n u o O rg . Po l cy o n D i rsi i ve ty
PHASE 5 Assess how existing employees, customers, and other constituencies feel about diversity and assessment ACTION Data gathering drive PURPOSE To promote evidenced-based decision-making TIMEFRAME regarding months (ongoing for employees, quarterly Three (3) diversity intervention RESOURCES for customers) Champion Chief Officer, Team Leader Head of Policy Employee Relations, Team Members TOOLS/ Anonymous Customer Surveys; Customer TECHNIQUE Departmental Heads CHALLENGEFeedback (Calls, Suggestion Box); Employee Needs continuous support from COMB; team S members RESPONSIB Feedback may have other priorities Internal data Head of Policy Employee Relations Metrics data Head of Marketing Department LE External
92
SOLUTION
93
94
Phase 6- Staffing
Review and revise recruitment policy to include equal opportunity clause ACTION To mitigate against discrimination in keepingwith Chandlers maxim PURPOSE structure follow strategy TIMEFRAME 2 - 3 months RESOURCES Head of Legal Services, Head of HR/Recruitment, Board of Directors, Existing Policy, Current Legislation, Market Data , Negotiation, Analysis, TOOLS/ Synthesis TECHNIQUE Time Consuming CHALLENGE S RESPONSIB Head of HR LE
95
Phase 6- Training
Todevelop and implement diversity awareness programmes ACTION Tocultivate an environment where cultural awareness, sensitivity, fairness and PURPOSE integrity prosper Neal E Reichenberg Best Practices in Diversity Management TIMEFRAME 2-3 months (Development of the programme) Implementation Ongoing RESOURCES ExternalResources in the area of diversity, Board & Managers, Employees Power Point, Videos, Workshops, Focus Groups ( Internal) TOOLS/ TECHNIQUE Trainer Fees , Loss of productivity , Rental of Conference Facilities and CHALLENGEEquipment, Employee Resistance S RESPONSIB Headof HR Training and Development, Managers LE
96
97
98
99
SOLUTION
100
SOLUTION
BUDGET
Training expenses: 25,000 Data gathering: 5 per household, quarterly OTHER: Posters, magazine, vehicles, IT Systems: 20,000 (24 months x 17,000) + (542,000/4 x 5 per h/hld) + 25,000 + 20,000 = 1,092,500
101
Thank You
102
Recruitment Strategies
Worcestershires response to the challenge of
a changing workforce:
Locate Minority Support groups
103