extracts from the diversity management handbook, by floyd r. campbell

8/11/2019 Extracts from The Diversity Management Handbook, by Floyd R. Campbell

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T T HHEE DDIIVVEERRSSIIT T Y Y MMAANNAAGGEEMMEENNT T HHAANNDDBBOOOOKK

The Comprehensive Manual of Do's and Don'ts For

Effective Diversity Management

By Floyd R Campbell

© Copyright 2000-2006 Floyd R Campbell

All rights reserved.

Full Title Version 2.0 0 E NOT TO BE COPIED OR TRANSFERED IN ANY PART

WITHOUT LICENCE

Copies available at http://www.campbellconsent.com



E X T R A C T S

Printable “e-book” Version Available, 172 pages.

This document carries extracts from the above title(21 pages of extracts)

© Copyright 2000 –2006 Floyd R Campbell

All rights reserved

[email protected]

mailto:[email protected]




C O N T E N T S

INTRODUCTION.

1) SOME FUNDAMENTALS.

2) ESSENTIALS FOR EFFECTIVE DIVERSITY MANAGEMENT POLICY & PROGRAM

DESIGN, INSTALLATION AND CONTINUED IMPLEMENTATION.... Page 24

i) Employment of personnel.

ii) Suppliers of goods and services and other stakeholder groups,

iii) Product and service delivery.

iv) Diversity management policy.

v) An essential structural requirement for “effective” diversity management.

vi) "Code” for professional practice.

vii) The assigned board member.

viii) The policy will govern.

ix) Not simply be a "paper” policy.

3) THE EMPLOYMENT OF PERSONNEL WITH REFERENCE TO THE DIFFERENT

UNDERREPRESENTED GROUPS. ... Page 28

i) Monitoring.

ii) Monitoring should analyse.

iii) Recruitment Advertising.

iv) Criteria and requirements.

v) Application forms.

vii) Preparing for Selection.



viii) Qualifications, academic or otherwise attained.

ix) The overqualified.

x) The monitoring slip.

xi) Selection tools and test.

xii) Short-listing.

xiii) The Selection interview.

xiv) Interview Panel.

xv) The goal of the selection interview.

xvi) Promotion.

xvii) Training.

xviii) Discipline and grievance.

xix) Terms and conditions of employment.

xx) Redundancy and dismissal.

xxi) Cultural & religious needs.

xxii) Positive action.

4) THE DELIVERY OF PRODUCTS & SERVICES WITH REFERENCE TO THE

DIFFERENT UNDERREPRESENTED GROUPS. ... 6

i) People with disabilities.

ii) Gender or people of different sexes.

iii) People of other nationalities, national origins,

colour and or Race and Ethnic background

with respect to the considered norm.

iv) Other underrepresented groups.

v) Products, services, national and international markets.



5) FOR ORGANISATIONS WISHING TO ENHANCE PRODUCT & SERVICE UPTAKE

BY MEMBERS OF UNDERREPRESENTED GROUPS. ... 2

i) First requirements.

ii) Acquiring appropriate skill-sets.

iii) Contract compliance.

iv) Driving policy implementation.

v) Setting objectives.

vi) Stereotyped assumptions.

vii) Overrepresentation by particular groups.

viii) Evaluations and appraisals of employees.

xi) Effectiveness of policy implementation.

x) Objective setting and review.

xi) Targeting.

6) OTHER STAKEHOLDER GROUPS. ... Page 55

i) Suppliers of goods and services.

ii) Franchisees

iii) Interest groups / Pressure groups.

iv) Other groups not discussed.

7) CROSS CULTURAL COMMUNICATIONS. ... Page 59

i) Cross cultural communication.

ii) Frontline staff.

iii) The language use element.



iv) Accents and other regional variations.

v) Interference can come from.

vi) Additional sources of interference.

vii) Of particular importance to interviewers.

viii) Caution when training in cross-cultural communications.

8) RACE & SEX HARASSMENT. ... 7

i) Proper management of harassment.

ii) Sub policies and codes of practice.

iii) Structural assistance.

iv) Racial harassment is.

v) Sexual harassment is.

vi) Duties and responsibilities of managers and supervisors.

vii) In the event of an informal complaint being made managers should.

viii) Employees feeling that they are being harassed should.

ix) In the event the behaviour does not stop.

x) Informal procedures should enable access to.

xi) With regard to formal action.

xii) With regard to procedures for processing complaints.

xiii) Appointing an investigator.

xiv) With the view to securing justice for the alleged harasser.

xv) The panel constituted for a disciplinary hearing.



9) STRUCTURES, SYSTEMS AND PROFESSIONAL PRACTICE GUIDELINES FOR

OPERATING EFFECTIVE DIVERSITY MANAGEMENT RECRUITMENT &

SELECTION PROCESSES. ... 7

i) Sample course programme.

ii) Materials List.

iii) A number of distinct stages.

iv) Before any post is filled or regarded.

v) A clear and precise job description.

vi) Guidelines for producing a job description.

vii) Format for a diversity management job description.

viii) Guidelines for producing a diversity management person specification.

ix) Sample Person Specification.

x) A competent person specification should outline the following.

xi) The person specification should not.

xii) Recruiters need to pay particular attention to.

xiii) Checklist for recruiters.

xiv) Guidelines on potentially discriminatory questions.

xv) Interview questions.

xvi) Guidelines on questioning techniques.

xvii) Guides to help develop questions.

1100)) AAPPEENNDDIICCIIEESS.. ...... PPaaggee 110033

# SAMPLE DIVERSITY MANAGEMENT POLICY STATEMENT.

# SOME DIVERSITY MANAGEMENT TERMS AND DEFINITIONS.



# SOME COMMON "DEVICES" TO PROMOTE DISCRIMINATION AGAINST

UNDERREPRESENTED GROUPS.

# SOME DIFFICULTIES EXPERIENCED BY MEMBERS OF UNDERREPRESENTED

GROUPS.

# SOME INITIATIVES TO ADDRESS "COMMON DIFFICULTIES" EXPERIENCED

BY MEMBERS OF UNDERREPRESENTED GROUPS.

# OBJECTIVE CRITERIA.

# POSITIVE ACTION.

# TRY THIS EXERCISE WITH YOUR DIVERSE OR NOT SO DIVERSE

WORKGROUP.

# AN OVERVIEW OF DIVERSITY MANAGEMENT RELATED LEGISLATIVE

REQUIREMENTS IN ONE JURISDICTION.

# USEFUL POINTS TO KEEP IN MIND WHEN IMPLEMENTING A DIVERSITY

MANAGEMENT POLICY.

# A CASE STUDY.

# SOME POPULAR CONSULTANCY, TRAINING &

RESEARCH TOPICS.

Take a brief step in to the near future where a particular organization has an effective

diversity management program installed.

Selling its products and services to their own local market and all over the world to

people across the widest range of cultural backgrounds, racial profiles and religious

ideologies.

The products and services accurately match the various relevant needs of the different

markets by design.

Goodwill in the market place is at an all time high.



Its workforce and suppliers rally to its mission, they go the extra mile each and every

time. They too come from the widest range of cultural backgrounds, racial profiles and

religious ideologies.

These men and women together understand and respond to the relevant needs of their

various markets, shaping the products and services accurately for each one.

They do not alienate their markets.

They do not alienate their potential markets with irrelevant or offensive corporate

communications designed for a mono-cultural audience.

The organization’s board, with the collusion of national governments does not have to

bribe, corrupt, destabilize, coerce, colonize or employ military force.

They are of their organization’s own markets, they understand these markets intimately,

they look like their markets, their markets look like them too.

Their products and services are relevant to the needs and respect the dignity of the

people they want to sell to.

Their products and services are welcomed with warmth and affection.

All can see the truth about this organization for what it is in the global market place.

Business is booming!

This handbook;

Would like to be viewed as an exceptionally useful tool to diversity management acrossall jurisdictions.

It is a guide to effective diversity management by individuals and organizations.

It is based on the author's fifteen years accumulated experience, enabling effective

diversity management initiatives for private, statutory, public and voluntary sector

organizations and their stakeholders, across a very wide range of vocations and

industries great and small.

It has been written to meet the needs of in-house colleagues in particular, who require

an objective outline of effective diversity management technologies and processes that



are advanced, in tune with modern times and needs, as well as practical and simple to

operate.

Many professional consultants would not appreciate this manual, it is too revealing

of knowledge and techniques they would wish to trade on in their own terms.

Inside this Handbook;

YOU WILL FIND MATERIALS, TOOLS, TECHNIQUES, EXAMPLES DESIGNED TO

ENABLE YOUR ORGANISATION TO INSTALL THE NECESSARY INSTITUTIONAL

STRUCTURES, SYSTEMS AND PROFESSIONAL PRACTICES THAT ENABLE

EFFECTIVE DIVERSITY MANAGEMENT.

Following are some extracts from the manual.

THE DIVERSITY MANAGEMENT HANDBOOK. The Comprehensive Manual of Do's and Don'ts For

Effective Diversity Management.

© Copyright 2000 Floyd R Campbell All rights reserved.

Not to be copied or reproduced or distributed in any form without permission from the copyright holder.

For more information contact Floyd Campbell.

[email protected]

3) THE EMPLOYMENT OF PERSONNEL WITH REFERENCE TO THE DIFFERENT

UNDERREPRESENTED GROUPS.

Extract #1 Monitoring

The effectiveness of the diversity management policy must be measured and this is

done via monitoring across various criteria regularly and adjusting for any shortfall in

pre-set targets across the different stakeholder groups.

It's of course necessary to do initial sampling to get a focus on where the organization

is starting its diversity management program, in some organizations a simple head countallied with self classification will suffice.





The goal of monitoring, is to compile useful statistical data that will enable analysis for

evidence of over or under-representation, of people matching particular profiles across

gender, race and disabilities with respect to job function, job grade, sections, shifts,

promotion, training, redundancy, job applicants and of course recruitment.

Similar statistics also need to relate to>>>>>>>>>>>>>>

Extract #2 Monitoring should analyze

The composition of each underrepresented group annually as regards job grade and

function and the analysis should highlight any evidence that members of any particular

group;

1) Do not apply for employment or promotion etc. (Or that fewer apply than might be

expected.)

2) Are not recruited or promoted etc. (At all, or are appointed in a significantly lower

proportion than their rate of application.)

3) Are underrepresented in>>>>>>>>>>>>>>

Extract #3 Recruitment

In order to recruit the best people for a particular post it's necessary to advertise thepost as widely as possible geographically and by professional vehicles, in order to reach

beyond the "normal fishing grounds" as it were, attracting more diverse talent, skills and

abilities.

Sole use of word of mouth advertising is detrimental to effective diversity management,

it simply reproduces the same kinds of people who are already incumbent, since by

nature word of mouth advertising will be among people who know each other because

they are socially similar.

Similarly, internal and or trade union referrals can involve troublesome personal biases

and must be avoided as should the biases of some employment recruitment and selectionconsultants and agencies.

Advertising should be "targeted" to reach>>>>>>>>>>>>>>

Extract #4 Application forms

Sent out to potential applicants need to be designed so that candidates have an equal

opportunity to demonstrate their suitability for the post in question in terms of their

skills, relevant academic qualifications where necessary and experience.



They should be standard for each grade and job function.

Application forms provide the basis for short listing applicants for further examination

and possible selection, they must not be the selection process itself and must be viewed

as an initial stage of an overall process where other relevant elements are each given its

opportunity to contribute to final decision making.

Application forms must exclude questions on nationality, number of children or

dependants, they must ask for forenames or first names as opposed to Christian names

etc, health requirements must be strictly relevant to the post and measurable.

They must include a detachable slip or page for collecting monitoring information and

this slip and the information it contains will be>>>>>>>>>>>>>>

Extract #5 Preparing for Selection

All personnel with responsibilities for short-listing candidates, interviewing them

formally and selecting them, should be clearly informed of the objective selection

criteria that need to be consistently applied.

Initial short-listing must only be based on the information contained in the application

form and from any references using the criteria identified from the person

specification relating to the post, short-listing criteria should be objective and not

involve the applicant's name or gender or other irrelevant characteristics.

Applicants must be judged "only" against the person specification, new standards,

qualifications or experience etc, must not be introduced.

A reference required of one candidate should be required of all the others and

references should be taken purely in written form asking only questions strictly relevant

to the candidates skills and abilities to do the job and not seeking personal anecdotes or

gossip about the candidate, required referees must be clearly>>>>>>>>>>>>>>

Extract #6 Qualifications, academic or otherwise attained

Is not, (this point cannot be overstressed) an indicator of "ability" to do the job.

More useful indicators are based on demonstration of ability and history of

demonstrating ability and evidence of ability.

Further, the school or types of school, college etc. One went to, is not an indicator of

ability to do the job; this is of course a rather troublesome issue as "The old school tie"

is a major inhibitor of equal opportunities.

As is the tendency of individual selectors to be impressed by an applicant having worked

for a given "Name brand"



The country from which academic qualifications and indeed skills>>>>>>>>>>>>>>




[email protected]

7) CROSS CULTURAL COMMUNICATIONS.

Extract #1 Cross Cultural Communications

Is interested in the dynamics of how an individual or group of a given culture interacts

with others.

¤ How personal or impersonal they are with each other in attitude or physical space.

¤ What they stress and what they play down.

¤ How directly they talk about themselves or others.

¤ The sequence of their responses and where and when they place the punch line.

¤ How much facts to give out when and how>>>>>>>>>>>>>>

Extract #2 Front-line staff

That front-line staff, associated with direct face to face product and service delivery,

sales, advertising and promotions and other front line corporate communicators,

personnel who have gate-keeping roles, like recruiters etc. are equipped through

adequate training, with an understanding of how differing cultural experience, beliefs,

practices and non-verbal>>>>>>>>>>>>>>





Extract #3 The language use element

Of cross cultural communication is an interesting starting point, it is directly relevant to

people of different race and ethnicity as underrepresented groups.

When communicating in a situation where it is likely that cross cultural communicationdifficulties can arise, be aware of the following points:

¤ Language is an extremely complex, sophisticated channel for communication and

people are good or bad communicators depending on how well they use it.

¤ People speaking their own mother tongue use skills that pass unnoticed, unless they

want to get across complex ideas with which they have little or no practice.

To use any language effectively you need;

A rather large>>>>>>>>>>>>>>

Extract #4 Accents and other regional variations

Will be important as well as the choice of words used, slang and technical jargon will

ease communication depending on the listener.

Second language speakers will have to command the above in order to use a given

language effectively and even though they may have the structure right they>>>>>>>>>>>>>>

Extract #5 Interference can come from

¤ The equality between different roles and status of the speaker and the listener -e.g.

between a policeman and a young boy in the wrong place at the right time.

¤ Language of defence and deceit -e.g. the style used by politicians the world over.

¤ Language for circumlocution and avoidance -e.g. different ways to get over theconcept of death or poverty.

¤ Language to create status -e.g. to make jobs more wow!

¤ Language to avoid directness -e.g. commands packaged as request or the disguised

insult.

¤ Language to convey>>>>>>>>>>>>>>



Extract #6 Caution associated with training in cross cultural communications

It's already been indicated that cross-cultural communications is an important issue for

all communicators and recruiters within an organization, along with an obvious and crucial

training need.

However that training need is addressed, it’s important to keep the following points in

mind.

¤ Unlike training in marketing or sales techniques for example, participants may not

know in advance what the subject is about, what it's benefits may be, they may not feel

good about doing the training for their own personal reasons, and handy tips aren't so

relevant, or stereotypes so workable.

¤ Failure to communicate effectively across culture may not be so immediately

recognizable to most people, some participants may feel that there is no training need

and may even be defensive and feel threatened.

¤ Cross-cultural communications training can be counter productive if it is>>>>>>>>>>>>>>




[email protected]

8) RACE & SEX HARASSMENT.

Extract #1 Proper management of harassment

The proper management of harassment on grounds of race and sex is a fundamental

subtext of any effective diversity management programme.

It is important that there are specific sub policies and codes of practices to address

each of these particular issues.

Its important also that all stakeholders are>>>>>>>>>>>>>>





Extract #2 Duties and responsibilities of managers

Should include those incumbent upon all employees to conduct their duties in line with

the goals of the organization’s diversity management policies. Managers however have a

special responsibility for ensuring that the environment exists where harassment is not

tolerated.

When managers become aware of any incident of harassment they need to>>>>>>>>>>>>>>

Extract #3 In the event of an informal complaint being made managers should

¤ Conduct investigations promptly, to confirm if any harassment “possibly” occurred.

¤ Take action to>>>>>>>>>>>>>>

Extract #4 In the event that the behavior does not stop

¤ The matter should be discussed informally with the alleged harasser's line manager or

other official employee representative.

¤ Where the complaint is against the complainant’s manager or other senior employee

the>>>>>>>>>>>>>>

Extract #5 With regard to formal action

Where the informal process has failed to stop the behaviour concerned the complainant

should make a formal complaint in writing. Facilities and support should be made available

to assist with the drafting of such a document.

Complaints including the following information will be most useful;

¤ Allegations that are clear and against a named person or persons.

¤ Names of any known>>>>>>>>>>>>>>

Extract #6 In appointing an investigator

Of any complaint the following issues need to be addressed;

¤ Who available can complete the task in a timely, sensitive and efficient manner?



¤ Who has minimum connection with the circumstances of the complaint and is impartial?

¤ Who has the competence to>>>>>>>>>>>>>>




[email protected]

9) STRUCTURES, SYSTEMS AND PROFESSIONAL PRACTICE GUIDELINES, FOR

OPERATING EFFECTIVE DIVERSITY MANAGEMENT RECRUITMENT &

SELECTION PROCESSES.

Extract #1 Guidelines for producing a job description

1) A job description should be written in a clear and precise style and describe fully the

duties and responsibilities of the post.

2) The language used should be devoid of unjustifiable discriminatory content and not

imply that the post holder is expected to be of a particular gender or race or to possess

unjustifiable physical or non-physical or social attributes.

3) All criteria written into the job description should be objective and strictly relevantto the needs of the post.

4) Care should be taken to avoid any criteria being>>>>>>>>>>>>>>

Extract #2 Recruiters need to pay particular attention to

The following "entries: in the person specification"

1) " Academic or other qualifications," be very clear that what is asked for are

"Essential" for the performance of the requirements of the post. This will almost

invariably be so because of legislation.

They must not be "unnecessarily inflated” or “arbitrary" or simply “desirable.”

They must be “measurable” and “justifiable.”

If in doubt about overseas qualifications seek the assistance of recognized, competent,

impartial authorities.

2) "Experience," be very clear that what is asked for is "Essential" for>>>>>>>>>>>>>>





Extract #3 Checklist for recruiters

Before advertising a post be sure that:

1) A job description has been generated.

2) A person specification has been generated from the job description.

3) Any recruitment advertising is designed to be devoid of elements likely to

discriminate against any underrepresented group.

4) The advertisement is placed in such a manner so as to>>>>>>>>>>>>>>

Extract #4 Guidelines on potentially discriminatory questions

Precision about exactly what questions are discriminatory can be notoriously elusive,

however there are a number of areas that can prove to be troublesome and are best

avoided.

In general if you:

1) Would not ask a member of "the over-represented “group" the question you are

considering, its best to avoid it.

2) If you cannot reasonably justify or show that the information>>>>>>>>>>>>>>

Extract #5 Interview questions

The goal of the selection interview is to objectively assess the applicant's ability to

carry out the functions of a specific post, by the applicant providing additional

information, to supplement or clarify information submitted in the application form and

by any references, so as to allow an objective appointment to be made.

The goal of the selection interview is also to enable an opportunity for the applicant togather further information concerning the nature and conditions of employment, in

order to make decisions to accept or reject the job if it is offered.

The effectiveness of the interview as regards the above will largely be based on the

form, structure and techniques used to pose any questions.

The following guidelines on questioning techniques are>>>>>>>>>>>>>>



Extract #6 These examples are guides to help develop questions

Focusing on a specific post's skill requirements;

1) Describe a time in any job you've held when you were faced with problems or

pressures that tested your ability to cope. What did you do?

2) Give an example of a time when you had to refrain from speaking or you were unable

to finish a task because you did not have enough information to go on. Be specific.

3) Give an example of a time when you had to be relatively quick in coming to a decision.

4) Tell me about a time when you had to use your>>>>>>>>>>>>>>




[email protected]

You may download copies of these extracts from

http://www.campbellconsent.com/extracts.htm

THE DIVERSITY MANAGEMENT HANDBOOK is available

at http://www.campbellconsent.com

(PRINTABLE E-BOOK VERSION, 172 pages )





CAMPBELLCONSENT DIVERSITY we specialise in

"MEMEBASED DIVERSITY MANAGEMENT"

Detailed information on our Diversity ManagementConsulting, Training, Research & Marketing services are

available from

http://www.campbellconsent.com

[email protected]

PLEASE PASS A COPY OF THESE EXTRACTS TO ANYONE YOU

THINK MAY BE INTERESTED IN USING DIVERSITY

MANAGEMENT TECHNOLOGIES FOR THE BENEFIT OF THEIR

ORGANISATION'S STAKEHOLDERS

extracts from the diversity management handbook, by floyd r. campbell

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