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DBA POLICY ON EQUALITY AND DIVERSITY

DBA has for many years, in fact long before formal or legislative requirements were in place, been totally committed to complete equality of opportunity for all people and to the value, both to individuals and to organizations, of understanding and capitalizing on the different contributions possible from different people and of valuing diversity. All our policies, activities and work have firm commitment to making this belief live.

 

Equality of Opportunity


We make every possible attempt to ensure that no unintentional discrimination takes place on any unjustifiable grounds. In providing training services we ensure that all courses, programmes and materials are free from direct or indirect discrimination. Training solutions designed and developed or delivered by DBA are free of racist, sexist or other bias and take into consideration the general and individual needs of individuals and groups. In addition, we take all opportunities to promote the value of Diversity and on occasions create such opportunities.

In providing learning and training and development services we ensure:

  • that all material developed or used by DBA is free of stereotyping and inaccurate generalized assumptions about women, black men and women, the elderly, other ethnic or religious groups and disabled people
  • illustrations, language and roles portrayed are free of bias and, as appropriate, representative of a full range of people
  • language and examples used during training sessions and in training materials are anti-sexist and anti-racist and do not reinforce stereotypes or prejudices
  • all DBA Tutors remain aware of the possible isolation of women, people from ethnic minorities, the elderly or those with disabilities while working in groups. Tutors are both willing and able to provide appropriate and non-patronizing support. Appropriate methods are used to encourage involvement by every participant.
  • DBA tutors always assertively challenge racist, sexist or other discriminatory comments or behaviour from course participants, other tutors, or from project team members and other partners/providers
  • sexual, racial or other offensive innuendo and intimidation is never tolerated
  • the composition of DBA training teams is given careful consideration and all DBA trainers are expected to be positive role models for those with whom they work.

Diversity


We have worked on some specific Diversity programmes. Additionally, our work presents many opportunities for us to discuss, consider, encourage and on occasion, offer specific advice on issues relating to Diversity or more general work. At all times we endeavour to help managers and staff to create positive environments which support all people, which value their differences and their varied contributions and which enable individuals to develop their full potential.

Where possible we encourage organizations to put in place tactics to raise awareness of the legal, ethical, strategic and business reasons for promoting and supporting workplace Diversity. At all opportunities we work to encourage individuals, both managers and staff, to value Diversity. We try, when opportunity presents itself, to talk to senior managers about the need for their commitment and support for flexible practices and approaches to working which, while meeting organizational needs also respond to the various needs of different individuals.

In delivering training and development programmes we have, when necessary, worked night shifts and other 'unsocial' hours in order to take events and materials to people working outside the normal 9am - 5pm hours. In designing learning programmes we always discuss issues relating to groups who work outside the 'normal' 9am - 5pm patterns as well as other specific needs of groups and individuals.

Practical Involvement/Encouragement of Diversity


The structured approach we recommend and explore with clients includes a range of components:

  • an internal publicity campaign, led by top management and supported by awareness training for all staff
  • a review of management policy, procedures and practices, in particular those relating to recruitment, promotion, development and training and performance management
  • publication of staff guidelines for workplace best practice, and training for managers in how to implement and monitor these
  • training for managers in how to choose from and use a range of different management and leadership styles
  • training for managers also in how to identify and use different people's talents and working styles to the best possible effect.

We ask the following questions:

Recruitment Systems and Practices

Are these designed to:

  • encourage applicants from all social groupings?
  • minimise the risk of bias in the selection process?
  • obviate age or other prejudice?



Performance Management Systems

Are these flexible enough to:

  • take account of different working patterns?
  • allow individuals to use their unique talents to full effect?
  • reward good performance in ways which are meaningful to each individual?
  • enable good personal development plans?

 

Training Plans and Methods

Are opportunities for development and training made widely accessible and available to all, through using a mix of training methods, media, timings and approaches?


Training Delivery

  • Are all trainers informed of the necessary standards, and required to provide positive role modelling?
  • Do trainers encourage consideration of the value of Diversity at all opportunities?
  • Is training delivery arranged so that Part-timers, shift workers etc can receive what is necessary at their convenient times?
  • Are alternative versions of material provided e.g. braille, audio, large print etc?
  • Do trainers actively challenge inappropriate behaviour?

Employment Practices

Do these include job sharing, part-time working, flexitime and other flexible practices, so individuals can manage their family and other commitments alongside their work responsibilities?

 

At all times and with all clients we position Diversity as a valuable organizational asset. Our practical approach involves encouraging individuals to test the validity of this position by comparing and discussing:

  • identifying and specifying what each individual can contribute
  • the experience, skills, knowledge and approaches which they themselves bring to bear in their work with colleagues
  • the contribution which their colleagues make to their work, in introducing different perspectives and ideas
  • ways in which their own personal attributes, and those of their colleagues, complement one another and work together in delivering the results required
  • their responsibility for challenging assumptions and stereotypes and for balancing the needs of family and domestic commitments with their contribution to the organization

In management events the key concepts relevant to Diversity which we try to address include:

  • identifying and specifying what each individual can contribute
  • identifying and specifying what each individual needs from their manager
  • reviewing personal management styles and the messages which these might send out about management attitudes to Diversity
  • identifying specific actions which may need to be taken, to reinforce management's visible commitment to encouraging diversity in the workplace
  • identifying plans and actions to help all their staff reach their full potential
  • organizational and personal benefits of managing diversity proactively.

These concepts formed part of our contribution to the DWP's major programme Leadership for Change and to the Management Development programmes we designed and implemented for the Government Actuary's Department and other Public Sector organizations.

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