Transcript Document
Stonewall Scotland Workplace Conference 2009
Welcome and Opening Remarks Calum Irving, Director, Stonewall Scotland
Stonewall Scotland Workplace Conference 2009 Ty Jones
Dare to be Different
Competitiveness is all about the recipe
•
Unique
•
Difficult to copy
•
Adds value
What really impacts on Diversity?
Leadership Values Culture Dialogue
Leadership
• • • • Recognising that leadership and people management are more important than ever before Understanding that our most critical resource wears shoes and walks out the door each night Acknowledging that people differ and the only way to find out how much they differ is to listen Motivating and inspiring people only happens when you know what makes them tick
Values
• • • • Recognising that values represent a promise or contract with each and every colleague Exploring what dignity & respect means Ensuring they create unity and a sense of belonging Understanding that values influence our actions
Dialogue
• • • Developing knowledge and understanding of what it means to be lesbian, gay, bisexual or transgender Encouraging colleagues to share their experience Consider the professional issues and challenges when addressing LGBT needs
Culture
• • • Understanding workplace culture can still seem like a luxury to most managers Dealing with the fact that almost a third of line managers feel diversity has nothing to do with them Ensuring leaders and line managers practice what they preach
What difference does it make?
• How much would it matter to your job satisfaction and working relationships?
• How much would it help your organisation to recruit good people?
• How much would it increase your willingness to talk positively about your organisation? • How much would it improve the long-term prospects of your organisation?
Diversity & Inclusion Survey
90 80 78 79 75 72 70 75 73 65 66 65 65 61 60 50 63 53 62 54 53 54 53 56 53 45 40 30
Immediate Managers Org Belonging Fitting In Recruitment Values
G&L 2005 34
Dialogue Promotion
G&L 2007
Bullying Senior Managers Morale Distress
Colleague Perception Gap
90 80 81 78 70 60 50 83 79 77 75 67 65 74 72 69 66 63 61 70 65 69 65 58 56
Benefits of an Inclusive Workplace?
Does Size Matter?
LGBT pop 2% 5% 10% Scotland (5m) 100,000 250,000 500,000 UK (60m) 1,200,000 3,000,000 6,000,000 Your Workplace (?) ?
?
?
Inclusive - Where are you?
Confidence
x
Competence
Changing Attitudes
Transgender People’s Experiences at Work
James Morton
SCOTTISH
TRANSGENDER
ALLIANCE www.scottishtrans.org
What is the Scottish Transgender Alliance?
An alliance formed by various Scottish transgender community support groups, individuals working for transgender equality and wider LGBT and gender equality organisations.
The Scottish Government Equality Unit is funding the full-time Scottish Transgender Alliance Project Coordinator from April 2007 until March 2011.
Based within the Equality Network and equality in Scotland.
– a voluntary sector organisation working to improve LGBT rights
CHANGING FOR THE BETTER
What does the Scottish Transgender Alliance do?
Provides policy development & good practice guidance to public services.
Creates information resources & delivers training.
Facilitates transgender people in Scotland to respond to consultation opportunities. Strategically develops the capacity of transgender groups in Scotland. Advances research into transgender people’s experiences.
CHANGING FOR THE BETTER
What do ‘transgender’ and ‘trans’ mean?
Transgender and trans are ‘umbrella’ terms.
They mean all those whose gender identity or gender expression differ in some way from the gender they were labelled at birth. Gender Identity = an individual’s internal self perception of their own gender.
Gender Expression = an individual’s external gender-related physical appearance and behaviour.
CHANGING FOR THE BETTER
Transgender Umbrella
Transsexual Women (Male-To-Female) Transsexual Men (Female-To-Male) Androgyne People (Non-binary Gender) Intersex People Cross-dressing People (Transvestism & Drag) CHANGING FOR THE BETTER
Legal protection on grounds of Gender Reassignment
Legal protection from discrimination and harassment if a person intends to undergo, is currently undergoing or has previously undergone gender reassignment.
Gender Reassignment
such a process.
is defined as a process which is undertaken under medical supervision for the purpose of reassigning a person's sex by changing physiological or other characteristics of sex, and includes any part of In other words: anyone who goes to their doctor saying they want to change the gender in which they live. It is also called ‘
transitioning
’.
CHANGING FOR THE BETTER
Growing numbers of people transitioning
CHANGING FOR THE BETTER
Workplace Experiences
Please welcome two volunteers from the Scottish Transgender Alliance who are going to share some of their personal experiences of transitioning in the workplace.
Prof Jo Clifford Nick Laird CHANGING FOR THE BETTER
Survey Evidence of Workplace Experiences
The Equalities Review UK research survey ‘Engendered Penalties’ of 872 trans people in 2007 found that 42% of respondents who want to transition are prevented from doing so because they fear the workplace reaction they would face.
25% of respondents who had transitioned had been forced to change their jobs due to experiencing anti-trans discrimination and harassment.
CHANGING FOR THE BETTER
Survey Evidence of Workplace Experiences
Surveys have found trans people have above average educational qualifications and are more likely to work in professional and managerial occupations: 33.0% of trans respondents are in professional occupations compared to 10.8% of the UK population. (Engendered Penalties, 2007) 55% of trans respondents have a HND, degree or postgraduate degree qualification. (Transgender Experiences in Scotland, 2008)
CHANGING FOR THE BETTER
Trans staff still working in original gender role:
“What is it like being transgendered but no one at work knows you are? …I’m in knots. Completely. My mind races with fears and worries. I often feel sick… I worry about how I’ll be received… I worry about not knowing who will be nice, who will reject me.. I worry about being laughed at. And I worry this worrying is affecting my work. I want to prove I’m a good worker, a worthy manager, that this part of me won’t change. I want to show I’m still a nice person, someone you can trust. That this part of me won’t change… I just want to be seen as just another person getting on with their life. At the minute people see me as a friendly, sociable, confident, fairly successful man. It’s just the last bit I want to change.”
CHANGING FOR THE BETTER
Staff who are undergoing gender reassignment:
“[My employer] suspended me illegally; they were rude, inconsistent and really nasty.” “Once my employer became aware of my TS status six months ago they have refused to refer to me by my new name or to refer to me in the feminine. Also at various times I have been threatened and subjected to discrimination.” “I had to leave this employment due to employers giving out personal info that only human resources should have known about. I was then subjected to abuse by colleagues.”
CHANGING FOR THE BETTER
Staff who are undergoing gender reassignment:
“When I told my line manager, I was close to tears. I was so nervous I could hardly speak. He was surprised but supportive and understanding, and made it clear this would make no difference to our working relationship. At my request, he advised my senior managers who also expressed their absolute support. It was good to be told by them that I was, and would remain, a valued and respected member of their team. We were able to produce an action plan and schedule for my transition and arranged regular progress meetings along the way. Over a period of a month, I explained myself to some 23 colleagues in my office and was given the time to do so. I provided them with the HR website information which proved invaluable. Every colleague expressed support at the time and since my transition they have given me exactly that. I have had nothing but encouragement – and crucially, respect.”
CHANGING FOR THE BETTER
Staff who have trans backgrounds:
“Lack of data security led to me being ‘outed’ at work as transsexual and it was extremely hard to remain attending work after this happened as it felt like the equivalent of everyone at work seeing me naked – I felt that exposed and vulnerable.” The Gender Recognition Act 2004 makes it a criminal offence with a £5000 fine to reveal gender history without person’s consent. Important exceptions where the information is required: • for prevention or investigation of a crime.
• for medical emergency treatment when person is unable to provide consent.
CHANGING FOR THE BETTER
Staff who have trans backgrounds:
“When I decided to ‘transition’, I steeled myself for the worst. I was prepared to be an outcast and never be with anyone, but I’ve surpassed my wildest dreams. Not only do I have a lovely boyfriend, but I’ve realised my full potential at work, and my business has taken off. I don’t need to tell everyone I meet about my past, and because of how I look, people don’t guess.” “I have now found that I can bring so much more to my workplace and my life in my new gender than I did in my old… My workplace colleagues have also found me more productive, helpful, more approachable and gregarious, and the general comment that I often get is that I am a much better person.”
CHANGING FOR THE BETTER
Good Practice Guidance
Be proactive in demonstrating commitment to transgender workplace equality and inclusion.
Always use a person’s preferred name and pronouns.
Change name and gender on records at first request.
Do not ask unnecessarily intrusive questions or make comments about their physical body or gender history.
Maintain confidentiality about their gender history.
CHANGING FOR THE BETTER
Good Practice Guidance
Always let trans people decide which toilet is the most appropriate for them to use. Legally, they are allowed to.
Don’t make assumptions about how trans people view gender – listen carefully to what they actually tell you about their gender identity.
Don’t make assumptions about the sexual orientation of a trans person or their partner, they could be gay/lesbian, bisexual or straight.
CHANGING FOR THE BETTER
Ten steps to begin workplace trans inclusion
1.
2.
3.
4.
5.
Include transgender equality as an
equality strand
general equality policies.
in Ensure that
transphobic bullying and harassment
is included in your workplace bullying and harassment policy.
Set up a
staff LGBT support network
and ensure that transgender support info is available to staff.
Create a
name and gender change procedural guidance note
to enable records to be quickly updated upon request.
Ensure your workplace
absence management policy
includes allowing time off for gender reassignment medical assessments and treatments.
CHANGING FOR THE BETTER
Ten steps to begin workplace trans inclusion
6.
Be proactive in supporting the right of trans people to use workplace
toilets
in safety.
7.
8.
Identify a senior member of staff to
champion transgender equality
.
Include transgender issues within your staff
diversity training
programme.
9.
Carry out a
staff attitudes survey
including questions on attitudes towards transgender people.
10. State commitment to transgender equality in
recruitment advertising
and by advertising in LGBT media.
CHANGING FOR THE BETTER
Further assistance:
James Morton
- Project Coordinator SCOTTISH
TRANSGENDER www.scottishtrans.org
ALLIANCE EQUALITY
NETWORK
30 Bernard Street, Edinburgh, EH6 6PR Office: 07020 933 952 Fax: 07020 933 954 Mobile: 07840 570 202
CHANGING FOR THE BETTER
Legal Update: Where Are We Now?
Chris Phillips 11 February 2009
This Session
• Sexual Orientation Cases • Transgender Cases • Legislative Developments • Case Study Workshops
“On Grounds of Sexual Orientation”
• • • • • • E was subjected to sexual innuendo which suggested he was gay E is heterosexual, is married and has 3 children His tormentors knew that Was the treatment “on grounds of sexual orientation”?
ET and EAT said no CoA said yes –
English v Thomas Sanderson Blinds Ltd
Interplay with Religion/Belief Regs
• • • Christian Registrar refused to officiate in CP ceremonies saying inconsistent with her beliefs Disciplinary action taken against her • Direct discrimination - was the reason for detrimental treatment a prohibited ground?
Indirect - did the requirement to make every registrar perform CP duties place people of L’s religion or belief at a particular disadvantage?
• If so, could it be objectively justified?
–
Islington LBC v Ladele & Liberty (Intervener)
Interplay with Religion/Belief Regs
• • • • Magistrate = member of family panel Legislation introduced allowing same sex couples to look after children M asked to be relieved of these duties but was refused Was his objection because of a religious or philosophical belief?
–
McClintock v Department for Constitutional Affairs
Burden of Proof
• • For the claimant to prove facts from which a tribunal could conclude that the employer has treated him/her less favourably on the grounds of sexual orientation Then, burden of proof moves to employer to prove on the balance of probabilities that the treatment is not on the grounds of sexual orientation –
Kauffman v Vescom Ltd
Transgender Discrimination
• • • G was working as an agency driver for Blue Arrow, placed with Exel/DHL Claimed she was removed from her regular run by Exel/DHL because of her transition status Claimed her grievances were not treated correctly by Blue Arrow –
Gaynor v Blue Arrow & Exel/DHL
Transgender Discrimination
• Other
recent
– cases Allegation that a transphobic person had been appointed to an interview panel – unsuccessful claim – Constructive dismissal claim arising from perfunctory investigations into grievances – successful claim - £60,000 plus awarded
Equality Bill
• • • • Gender reassignment definition to be amended Indirect discrimination against transgender people to be outlawed Direct discrimination against transgender people to be extended to cover discrimination by association Discrimination on grounds of CP or marital status to be retained
Equality Bill
• Public Sector Equality Duties – Single public sector equality duty covering all strands – Requirement to have “due regard” to the need to promote equality will be retained – – General and specific duties retained Procurement guidance
Questions
Chris Phillips, Partner : 0131 228 7140 : [email protected]
www.mms.co.uk/epb
Key Note Address:
Chris McCoy Equality and Diversity Manager, Visit Scotland
Scottish Workplace Award 2009
BT Kaleidoscope focus group Stonewall Scotland Making LGBT Networking a success Robert Cole Chair, BT Kaleidoscope 11 February 2009
Grass roots then time • BT Kaleidoscope started in 2000 by Andi Scott, a 21-year-old personal assistant by submitting an idea to have any employee LGB network via the New Ideas team. It was then officially launched 28 th March 2002 and the network has grown every year since then.
• We currently have over 700 members registered on our site.
• In the UK, BT Kaleidoscope came 4th in Stonewall’s Workplace Equality Index for Employee Network of the year 2009 and BT came joint 25 th in top 100 index of gay-friendly employers.
© British Telecommunications plc
Not just LGBT - Effortless Inclusion • Attracting and retaining talent • Developing our people • Flexible Working • Career/life planning • Lifestyle-friendly • Well-being • Across the strands © British Telecommunications plc
Business case needs to be made •
Customers, suppliers and strategic partners are increasingly global and multi-cultural
– We must position ourselves to communicate with and market to a diverse population •
Customers have diverse needs
– We must reflect our clients diverse population to be responsive to their needs and expectations •
Competition to attract and retain top talent is increasing
– We must be employer of choice to attract develop and retain key skills (inclusive culture, supporting talent development, flexible working practices) •
Competitive advantage is through being a leader in innovation
– BT needs diverse perspectives and talents to enhance creativity and innovation © British Telecommunications plc
The importance of leadership A dedicated centre of expertise BT people networks Director, People & Policy CAROLINE WATERS Personal Assistant BELLA MORTON Head of People Practices DENNIS GISSING Head of People Consulting CHRISTINE MOORE Head of People Portfolio DAVE WILSON People & Policy Manager BT Global Services PAM FARMER People & Policy Manager Gender, Orientation & Families MARY JO KIRSTEN People & Policy Manager BT Design / BT Operate RUTH CANN People & Policy Manager Disability & Carers HELEN CHIPCHASE People & Policy Manager Race, 2012 Olympics & Paralympics BECKY MASON People & Policy Manager Working Patterns & Attendance NAOMI FITTON People Networks Manager ANDREA ROCK People & Policy Manager BT Retail / BT Wholesale GILL THOMAS People & Policy Manager BT Group / Openreach MICK WILKINSON People & Policy Manager Events, Bullying & Harassment SALLY WARD Key players in the lines of business
Line of business Diversity Champion Diversity strand Global Equality & Diversity Forum Diversity Steering Group Diversity Ambassador
© British Telecommunications plc
Clarity of objectives • To increase the understanding of Kaleidoscope and lesbian, gay, bisexual and transgender people within BT • To demonstrate what BT is doing to support LGBT people inside and outside of BT • To showcase some of the great things LGBT people are doing in the company • Because people are happier when they can be themselves © British Telecommunications plc
Offer Personal Development • Being out in the workplace • Education • Visibility • Role Models • Network roles • Training programmes • Mentoring © British Telecommunications plc
Organisational support for LGBT © British Telecommunications plc • Board level • Champion-People & Policy – Network • Equal treatment, benefits and opportunities • Pastoral Care & counselling • Transgender • International
Networking © British Telecommunications plc • Virtual and physical • Website and forum site • Website btkaleidoscope.co.uk
• UK satellites • Global plans • Other BT networks • Inter-organisation networking
Creativity © British Telecommunications plc
Join Forces • BT and Stonewall and other organisations • Inter-organisation LGBT networking • Scotland Programme launched Autumn 2008 • Promote in your organisation © British Telecommunications plc
• Grass roots – then time • Not just LGBT • Business Case • Leadership • Clarity of objectives • Personal support • Organisational support for LGBT • Networking • Creativity © British Telecommunications plc
© British Telecommunications plc www.bt.com
www.bt.kaleidoscope.co.uk
Positive Action – LGBT Mentoring
Mary Evans & Jo Barringer Brighton and Hove City Council.
Background - why
• Organisational Fora • Diversity Mentoring • Development Days • Commitment to Equalities & Diversity • LGBT Buddying • History Month & Social Events
Objectives
• Increase commitment and retention • Address isolation • Encourage networking and cross organisational support • Enabling career development • Develop new competence and understanding
Development & Putting it all in to Practice
• Feedback from LGBT Staff • Tailored to LGBT needs • Partnership working • Information sessions • Training • Mangers info sessions • Matching • Supervision
Benefits & Outcomes
• 50% achieved all goals set out within the relationship • 1 mentee achieved a promotion within 3 months of the commencement of the relationship.
• 1 mentee has since become a mentor • Insight gained into the experiences of LGBT staff which has informed the work of the HR equalities group, the Equalities and Inclusion Team and work of the LGBT Forum.
• Outcomes suggest that where mentoring relationships are not ended due to external factors, they support the development of LGBT workers. • Addresses Isolation
Michelle Fullerton, Manager Workplace Programmes
WORKPLACE EQUALITY INDEX 2009
PARTICIPATION
317
organisations entered this year up from
241
entries in 2008
23
different sectors in the entries
6,500
responses to staff survey returned from
244
organisations
WORKPLACE EQUALITY INDEX 2009
SECTORS REPRESENTED IN TOP 100
Law Others Police Local authorit y Investment Banks Financial retail Governm ent Fire & Professional services Third Sector
WORKPLACE EQUALITY INDEX 2009
HIGHEST PERFORMING SECTORS
Profession al Services Police Investment banking Financial retail Governme nt 0 10 20 30 40 50 Average sector score 60 70 80
WORKPLACE EQUALITY INDEX 2009 KEY FEATURES OF THE TOP 100
POLICY AND PRACTICE
93%
have a strategy linking LGB equality to wider organisational aims
86%
have a senior Champion at Board level
33%
of Board Champions are very active advocates
WORKPLACE EQUALITY INDEX 2009 KEY FEATURES OF THE TOP 100
NETWORK GROUPS
93%
work with Human Resources on policy and practices
74%
advise on service delivery and business development issues
WORKPLACE EQUALITY INDEX 2009 KEY FEATURES OF THE TOP 100
TRAINING AND DEVELOPMENT
100%
issues offer diversity training inclusive of LGB
48%
have put all their staff through diversity training
69%
offer LGB specific or targeted leadership development
WORKPLACE EQUALITY INDEX 2009 KEY FEATURES OF THE TOP 100
MONITORING
98%
monitor sexual orientation at the job application stage, in staff attitude surveys or both
34%
monitor at every stage of the employment cycle
50%
monitor sexual orientation representation across the workforce
WORKPLACE EQUALITY INDEX 2009
DECLARATION OF SEXUAL ORIENTATION
% of organisations with 90% or more staff declaring their sexual orientation Top 25 26 - 50 51 - 100 Out of top 100 0 10 20 30 40 50
WORKPLACE EQUALITY INDEX 2009 KEY FEATURES OF THE TOP 100
SUPPLIER DIVERSITY
74%
ensure that their suppliers have policies inclusive of sexual orientation
3 employers
received full marks in this area
WORKPLACE EQUALITY INDEX 2009 KEY FEATURES OF THE TOP 100
COMMUNITY INVOLVEMENT
100%
are supporting the gay and lesbian community in some way
93%
support staff participation in community events
78%
of the top 100 advertise in LGB media
52%
promote LGB equality in the non-LGB media
WORKPLACE EQUALITY INDEX 2009 KEY FEATURES OF THE TOP 100
PINK PLATEAU
95%
have an out senior person in at least one of the top 3 tiers This figure drops to
50%
for the top tier
WORKPLACE EQUALITY INDEX 2009
STAFF SURVEY RESULTS
% positive responses Commitment to equality Recommend employer to other LGB people Confident reporting anti gay bullying LGB-friendly workplace culture Supportive line managers Easy being out at work Supportive senior management Straight colleagues well informed
0% 20% 40% 60%
% negative responses
80% 100%
WORKPLACE EQUALITY INDEX 2009
EASY TO BE OUT?
80 70 69% 65% 65% 68%
% agree % strongly agree
66% 61% 60 50% 50 40 30
WORKPLACE EQUALITY INDEX 2009
STAFF SURVEY RESULTS BY RANK
% satisfaction level
80 76% 75% 70% 70 67% 65% 60 50
Top 25 26-50 51 100 101 150 151+
WORKPLACE EQUALITY INDEX 2009
Top Scottish
Employer
Top Welsh
Wales Employer
Overall
Winner
Most
Improved
Network
of the Year - Scottish Government - Environment Agency - Lloyds TSB - Simmons & Simmons - Home Office
WORKPLACE EQUALITY INDEX 2009
AROUND THE NATIONS
28
Scottish organisations entered
2
made it into the
Top 100
11
Welsh organisations entered
5
Welsh employers made it into the
Top 100
WORKPLACE EQUALITY INDEX 2009
AROUND THE NATIONS - SCORES
The average Scottish organisation scored
39%
The average Welsh organisation scored
43%
The average English organisation scored
49%
WORKPLACE EQUALITY INDEX 2009
SCOTTISH ORGANISATIONS
• Are
likely
to have a senior champions but that champion isn't very active • Workplace Policies
are inclusive
but not promoted as such • Anti Bullying Policies
cover Sexual Orientation
but do not give examples of anti gay bullying • • Scottish organisations are
unlikely
to have an LGB Employee Network Group • Are
very unlikely
to communicate to all staff on issues concerning sexual orientation
Likely
to offer Diversity Training including sexual orientation to staff
WORKPLACE EQUALITY INDEX 2009
SCOTTISH ORGANISATIONS
•
Very unlikely
diverse teams to ensure line managers are equipped to manage •
Very unlikely
to offer any specific or targeted career development and support to LGB employees •
Likely
to
monitor sexual orientation
employment at one or more stages of •
Not Likely
to communicate their commitment to the wider LGB community •Not Likely to
ensure suppliers protect their LGB staff
•
Very Unlikely
to have out gay role models
STAFF FEEDBACK QUESTIONAIRE SCOTLAND
145
responses from LGB people in Scotland
62
Gay Men
66
Gay Women/Lesbian
14
Bisexual
3
didn’t declare
STAFF FEEDBACK QUESTIONAIRE
Q1 LGB-friendly workplace culture Q2 Commitment to equality Q3 Easy to be out at work Q4 Confident reporting anti-gay bullying Q5 Straight colleagues well informed Q6 Recommend employer to other LGB people Q7 Supportive line managers Q7 Supportive Senior Management
Scottish Orgs WEI average
61% 75% 74% 53% 68% 29% 74% 69% 56% 80% 65% 75% 33% 76% 69% 64%
Difference
-14 -6 -12 -7 -4 -2 0 -8
STAFF FEEDBACK QUESTIONAIRE – SCOTLAND HOMOPHOBIA IN OUR WORKPLACES?
“Just this morning in my office, I had to listen to two colleagues chatting about someone else being 'so gay'. When I asked what they meant by that, the response was laughter and, 'Oh, you know, that just means he's really stupid.' Such an enlightened place...” “As long as you are not to obvious you might survive!” “I think it is easy within my organisation to be 'out' as a gay female, however I feel that for a gay male it would be very difficult.”
STAFF FEEDBACK QUESTIONAIRE – BEYOND THE POLICY?
SCOTLAND “I have pondered the significance of the fact that my civil partnership was marked by a signed card from colleagues whereas marriages, even second ones, routinely get a signed card *and* collection.” “Lots of token statements, but not reflected in practice example, last year staff asked to verify personal data held, but under marital status no option given for civil partners.” The organisation has various policies in support of LGB staff but just because they say they are LGB friendly,
STAFF FEEDBACK QUESTIONAIRE – SCOTLAND EMPLOYERS GETTING IT RIGHT “I arrived from another country to work here and I've been made to feel very welcome, and interest has been taken in how my partner is doing in her search for work.” “I have found 100% support from senior officers and my colleagues over my sexuality and recent 'coming out'. I am comforted by this and the real change should be applauded.”
DIVERSITY CHAMPIONS SCOTLAND
People perform better when they can be themselves
www.stonewallscotland.org.uk/workplace [email protected]
0131 557 3679
Stonewall Scotland Workplace Conference
Panel Discussion
Slides from Tackling Bullying and Harassment workshop
Kim Hunter, The Scottish Government
KIM HUNTER DIVERSITY ADVISER
DIGNITY AT WORK MAKING A DIFFERENCE
WHY ARE WE DOING IT?
• CONTINOUS IMPROVEMENT • CORPORATE CHANGES • UNION AND MANAGEMENT FEEDBACK • HAVE EXEMPLAR POLICIES
HOW DID WE DO IT?
• PROJECT TEAM • STAKEHOLDERS • UNIONS • EVIDENCE • RESEARCH • IMPLEMENTATION
STAFF INVOLVEMENT AND EVIDENCE
• IMPACT ASSESSMENT • WHO TO INVOLVE?
• HOW DO WE INVOLVE?
• WHAT OTHER EVIDENCE DO WE CURRENTLY HAVE?
• WHAT OTHER EVIDENCE DO WE NEED?
WHAT’S CHANGED?
• INVESTIGATING/DECIDING ROLES • MEDIATION • IMPACT V INTENTION • LGBT BULLYING • NAME CHANGE • INCLUSIVE OF ALL POLICIES
Slides from Making Your Equality Scheme Work for Your LGBT Staff workshop
Wlad Mejka, NHS 24 and Gillian Miller, Stonewall Scotland
Making your equality scheme work for your LGBT staff
Wlad Mejka Gillian Miller NHS 24 Stonewall Scotland
Making your equality scheme work for your LGBT staff
• Introduction to topic – Scene setting – About NHS 24 Sexual Orientation Scheme • How to achieve the goal – Ongoing Process – Cycle (EQIA Good Practice) – Voice – Reporting
Introduction to topic
Scene Setting • Ultimate goal • How do we wrap it up • What is stopping us?
• When it goes right and wrong
Introduction to topic
What is stopping us?
• Is it even a good idea?
• Too much to do • Don’t know how to structure it • Don’t have enough knowledge • Don’t know whose responsibility it is • Don’t have any gay people to ask • How do I gather data and monitor it?
Introduction to topic
Scene Setting • When it goes right: “It would be difficult for somebody to actively discriminate against me and get away with it. I feel safer here than I have in many organisations” Robert, Voluntary Sector
Introduction to topic
Scene Setting • When it goes wrong: “It’s a really bad analogy, but it’s like they’ve got the icing on the cake. They’ve forgotten all the eggs and the flour in the cake itself. It’s more about image, rather than because they see the benefit” Justine, Private Sector
Introduction to topic
About NHS 24 Sexual Orientation Scheme
How to achieve the goal
Ongoing Process
AWARENE SS Complaints Changing social context Increased visibility PR/news Leadership DELIVE RY Practices
•
Mainstreaming
•
Processes
•
Communication Systems
•
Performance management MEASUREM ENT Rates of change Inhibitors and accelerators Audit /survey improvements KNOWLED GE Case studies Staff journey Staff engagement COMMUNICATI ON Values Benefits
•
Individual
•
Group
•
Social Expectations
•
Recruitment and retention
How to achieve the goal
Ongoing Process • Not a once a year event • Continual process • Everyday cake – Easier to make – Easier to manage – More than one flavour – Achieves end purpose – Enjoyable experience
How to achieve the goal
The Cycle
How to achieve the goal
The Cycle • What is the need we are trying to address? • What specifically needs to change? • How will we know if change has taken place? • What will we actually do? • How will we make sure we're doing it as planned? • How successful have we been and what have we learned? • What now needs to change?
How to achieve the goal
The cycle Equality Impact Assessment (EQIA) • The purpose of the EQIA • Potential difficulties • Third party reporting example
How to achieve the goal
The cycle – EQIA Good Practice Step 1 – Define the aims of your policy Step 2 – What do you already know about the diverse needs of your target audience?
Step 3 – What else do you need to know?
Step 4 – What does the information tell you about positive or negative impact on groups within target audience?
Step 5 – Will you be making any changes to your policy?
How to achieve the goal
The cycle – EQIA Good Practice Step 6 - Does your policy provide the opportunity to promote equality of opportunity or good relations?
Step 7 – Rate the relevance of the policy for each equality strand – HIGH, MEDIUM or LOW Step 8 – Do you need to carry out a further impact assessment?
Step 9 – How will you monitor and evaluate progress?
Step 10 – Sign off and publish impact assessment
How to achieve the goal
Voice How did NHS 24 consult and involve?
How to achieve the goal
Reporting How do we know we made a difference?
Making your equality scheme work for your LGBT staff
• Questions
Making your equality scheme work for your LGBT staff
Contacts:
Wladyslaw Mejka
Equality & Diversity Manager NHS24 Caledonia House Cardonald Park Glasgow G51 4ED Tel : 0141 337 4545 e-mail: [email protected]
Gillian Miller
Policy Manager Stonewall Scotland 9 Howe Street Edinburgh EH3 6TE Tel: 0131 557 8188 e-mail: Gillian.miller@stonewallscotland .org.uk