BM305 Equality, Diversity, Inclusion At Work Case Study Sample

1. Introduction Of Equality, Diversity, Inclusion At Work Assignment

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1.1 Equality, diversity, and inclusion (EDI)

EDI are vital needs in today's society that must be actively developed in an organisational setting. Regardless of a person's colour, ethnicity, gender, sexual orientation, age, religion, or any other attribute, EDI policies and practises serve to foster a more welcoming and inclusive atmosphere (Kirton and Greene, 2021). Organisations may boost employee engagement, boost their reputation, and ultimately produce better business results by using EDI.

Equality is the notion that everyone should be treated the same regardless of their characteristics, background, or any other characteristic. It is critical that everyone be given the same opportunities to succeed, and that no one be disadvantaged due to factors beyond their control. Equality means that everyone should have equal access to opportunities, resources, and benefits. It involves treating everyone with dignity and respect, and ensuring that everyone's rights are protected.Diversity is the recognition and appreciation of differences among individuals. Diversity encompasses a wide range of characteristics, including but not limited to ethnicity, race, gender, age, sexual orientation, religion, disability, and socio-economic status (Jones and Dovidio, 2020). It is important to recognise and appreciate diversity because it promotes understanding and tolerance among people with different backgrounds and perspectives. Diversity also allows for a wider range of skills, talents, and experiences, which can contribute to a more effective and successful organisation.

Inclusion is the notion that everyone should be able to fully participate and contribute to an organisation, regardless of their characteristics or background. Inclusion involves creating an environment that is welcoming, respectful, and supportive of all individuals. It means valuing and leveraging diversity, and ensuring that everyone has an equal opportunity to succeed. Inclusive organisations promote diversity and equality by fostering a sense of belonging and engagement among employees, which can lead to improved performance, productivity, and innovation.Overall, EDI policies and practices are critical for creating a more equitable, diverse, and inclusive society. By promoting equality, diversity, and inclusion, organisations can create a more positive work environment that benefits both employees and the organisation as a whole. EDI can improve employee engagement, reduce turnover, enhance creativity and innovation, and ultimately lead to better business outcomes.

1.2 Key Terms

• Treating everyone equally and without discrimination is referred to as equality. Giving everyone a fair chance to succeed entails this.
• Diversity is the broad variety of individual distinctions, including but not limited to those related to background, experience, culture, and identity.
• Creating an atmosphere where everyone feels appreciated, respected, and supported so they may fully participate and contribute to the organization's goals is referred to as inclusion.

2. Manager's Language and Behaviours (Commercial Awareness)

2.1 Unconscious Bias

It is critical for managers to be aware of unconscious bias and how it affects interactions with employees and decision-making. Unconscious bias refers to the implicit beliefs and stereotypes that frequently shape how we perceive other people without us even being aware of it (Thompson, 2020). Unconscious prejudice can result in discrimination, exclusion, and a poisonous work environment.

2.2 Examining any unconscious bias you may have:

Examining one's own unconscious biases is crucial to becoming a more effective manager and creating a more inclusive workplace (Harvard Business Review, 2021). Unconscious bias refers to implicit attitudes and stereotypes that can influence a person's perception of others without their awareness. By reflecting on their own biases and making an effort to recognise and correct them, they can lessen the impact of unconscious bias on their decision-making and interactions with colleagues.

To achieve this goal, one may engage in self-reflection, seek feedback from co-workers, and participate in unconscious bias training to identify and mitigate any biases they may have. This can help them act more impartially and fairly towards everyone, regardless of their visible and non-visible differences. Developing an awareness of one's own biases is necessary to create a more inclusive and welcoming environment for everyone.

2.3 Why is becoming conscious of one's prejudice important in life and at work?

In order to identify and correct our blind spots, we must become aware of our own prejudices in both life and the workplace. Everyone have biases that can affect how we make decisions and interact with others, but by being aware of these biases, we can attempt to make decisions that are fair and unbiased (Schachner,et.al 2016). This is crucial for fostering an inclusive and inviting environment at work where people are recognised for their particular contributions.

2.4 Organisational training on unconscious bias

Organisations can provide their staff training on unconscious prejudice to help foster a more diverse workplace. Employees can discover their own biases and learn mitigation techniques through interactive activities, case studies, and conversations during training. This training should be included into the organization's culture and continuing professional development; it is not a one-time event. The company may build a more inclusive atmosphere that celebrates diversity and encourages fairness and equity by educating employees about their unconscious biases.

3. Cultural, social, and global awareness

3.1 Differences That Are Visible and Invisible and Reasonable Modifications

An inclusive workplace that values diversity must be built on a foundation of social, cultural, and global knowledge. Visible distinctions like colour, gender, and age are frequently more obvious and can lead to prejudice and discrimination. Non-visible distinctions, such as those related to religion, sexual orientation, and culture, are less obvious and easier to ignore. To ensure that every employee has an equal chance to participate and contribute to the success of the company, it is crucial to recognise and respect these differences and to make acceptable changes (Shore et.al 2018).

Accommodations like flexible work schedules, modifications to physical workspaces, and support for those with disabilities or mental health issues are all examples of reasonable adaptations. These accommodations can contribute to the development of a friendly, diverse, and inclusive atmosphere that supports equality.

3.2 Constructive critical discussion

Constructive critical discussion to foster personal insight and critically examine one's own commitment to valuing individuals Despite the Differences and Similarities between Them

People can gain insight into their prejudices and viewpoints, challenge their presumptions, and gain a deeper awareness of the significance of appreciating people regardless of their similarities and differences by participating in constructive critical discourse. Open dialogue, attentive listening, and a desire to comprehend all viewpoints can all foster critical debate.

By asking themselves questions like "Do I actively seek to understand the perspectives of others?" "Am I open to learning from individuals who have different experiences and backgrounds than me?" and "Do I challenge my own biases and assumptions regularly?" people can also critically reflect on their own commitment to valuing people regardless of their similarities and differences. Critical reflection enables people to pinpoint their areas of weakness and gain a deeper appreciation for the value of diversity in the workplace.

4. Legislative Requirements

The principles of equality, diversity, and inclusion (EDI) are crucial for developing a supportive working environment that values all people and encourages equitable chances. Organisations are required to create EDI-promoting policies and procedures, which are frequently impacted by legal and regulatory frameworks (Ainscow,2020). Legislative regulations are required to guarantee that organisations offer equal opportunity to all people, regardless of their identity or origin. We will examine how legal and regulatory frameworks affect EDI policies and practises in this part.

4.1 Regulatory and Legal Frameworks

The foundation for EDI policies and practises in organisations is provided by legal and regulatory frameworks. Legislation like the Human Rights Act of 1998 and the Equality Act of 2010 are included in these frameworks. Age, gender, ethnicity, religion, and sexual orientation are just a few of the nine protected characteristics listed in the Equality Act of 2010, which outlines the legal responsibility of organisations to promote equality in the workplace and prevent discrimination based on these factors (Kosseket.al 2017). Human rights, such as the freedom from discrimination and the right to respect for one's private and family life, are safeguarded under the Human Rights Act of 1998.

These legal frameworks must be followed by organisations in order to avoid legal repercussions, such as fines and reputational harm. Additionally, organisations who breach these frameworks run the danger of losing the capacity to recruit and keep top personnel in addition to their reputation. Non-compliance can result in a lack of inclusivity and diversity in the workplace, which ultimately has an impact on the organization's success as a whole.

4.2 Case Studies to Demonstrate Best Practise and the Repercussions of Non-Compliance

Case studies can be used to highlight the effects of non-compliance and to show exemplary practise in organisations that have adopted EDI (Museuset.al 2015). Organisations can find best practises and gain knowledge from the mistakes made by other organisations by studying case studies. Case studies can help organisations comprehend the repercussions of non-compliance, which may include legal action, reputational harm, and trouble luring and keeping top personnel.

For instance, in 2019 discrimination against African American job candidates resulted in a $4.2 million fine for Bank of America. It was discovered that the bank had employed biassedhiring procedures that favoured non-African American candidates. This case study illustrates how crucial it is to uphold regulatory requirements and create inclusive hiring practises.

One example of an organisation that has demonstrated best practice in EDI is Microsoft. In recent years, Microsoft has made a concerted effort to promote diversity and inclusion within its workplace. They have implemented a range of initiatives to foster an inclusive culture, such as offering unconscious bias training to all employees, establishing employee resource groups for underrepresented groups, and setting diversity and inclusion targets for recruitment and retention.

One of Microsoft's most notable initiatives is their Autism Hiring Programme, which aims to provide employment opportunities for individuals on the autism spectrum. This programme not only provides meaningful employment for individuals who may have previously faced barriers to employment, but it also brings valuable skills and perspectives to Microsoft's workforce.

Microsoft's commitment to EDI has not only helped to create a more inclusive workplace, but it has also positively impacted the company's bottom line. In 2020, Microsoft was named as one of the top companies for diversity and inclusion by DiversityInc, and research has shown that diverse and inclusive workplaces can lead to improved innovation and business performance. By prioritising EDI, Microsoft has set an example for other organisations to follow, demonstrating that fostering diversity and inclusion can benefit both employees and the organisation as a whole.

While Microsoft has taken significant steps to promote EDI, there have been criticisms of the company's practices in the past. For example, in 2019, a group of women filed a gender discrimination lawsuit against Microsoft, alleging that the company's performance evaluation and promotion processes were biased against women. Microsoft has also faced criticism for its contracts with US Immigration and Customs Enforcement (ICE) and the company's involvement in providing technology to US military agencies.

Additionally, while the Autism Hiring Programme has been praised for its inclusivity, some have argued that it could reinforce stereotypes about people on the autism spectrum, perpetuating the idea that they are only suited for specific roles or industries. There have also been concerns about whether the programme provides enough support and accommodations for employees on the spectrum, as well as whether it adequately addresses the root causes of employment barriers for this group.

It is important to recognize that even companies with strong EDI policies and programmes can still have areas for improvement and face criticism. It's essential to continue to hold companies accountable and work towards creating truly equitable and inclusive workplaces.

4.3 The Diversity Case for Social Justice

A social justice argument for diversity is founded on the idea that everyone, regardless of background or identity, should have an equal chance to achieve. Organisations can advance social justice and contribute to the development of a more just and equitable society by embracing diversity (Randelet.al 2018). Organisations that support social justice benefit both their employees and the larger community.

Organisations can gain from a wider variety of viewpoints, experiences, and ideas by embracing diversity. This may result in more original and imaginative responses to problems facing businesses. A more varied workforce can also aid businesses in understanding and connecting with a wider range of clientele, which is crucial for long-term success.

4.4 Diversity's Business Case

According to a business case for diversity, organisations that value diversity are more likely to be able to draw in and keep top people, foster creativity, and boost financial performance. Employee engagement and motivation can be increased in a diverse and inclusive workplace, which will increase productivity and produce better business results. Organisations may attract a larger pool of job applicants by embracing diversity, which can help close skills gaps and spur innovation.

Additionally, studies have indicated that businesses with more diverse leadership teams are more successful than those without (Gotsis and Grimani, 2016). A McKinsey & Company study found that organisations with leadership teams that are ethnically and culturally diverse are 36% more likely to generate above-average profitability than organisations in the lowest quartile.

Conclusion

In order to pinpoint areas for development, it is vital to assess an organization's equality, diversity, and inclusion policies and practises. Offering more thorough training on unconscious bias, making appropriate accommodations to accommodate staff members with non-visible differences, and fostering an inclusive culture where everyone feels valued and supported are a few recommendations that might be made.

A policy and practise study can reveal possible EDI support enhancements within an organisation. The staff could be made more diverse, more thorough EDI policies and practises could be developed, and a culture of inclusion that values everyone's uniqueness could be established. To discover best practises and potential areas for improvement, it may be helpful to compare the policies of two different sizes of organisations. Smaller organisations can improve their EDI practises by aligning recommendations with EDI theory and larger organisations with more developed policies.

References

• Ainscow, M., 2020.Promoting inclusion and equity in education: lessons from international experiences.Nordic Journal of Studies in Educational Policy,6(1), pp.7-16.
• Gotsis, G. and Grimani, K., 2016. The role of servant leadership in fostering inclusive organizations.Journal of Management Development,35(8), pp.985-1010.
• Harvard Business Review. (2021). How to Become More Self-Aware.https://hbr.org/2021/05/how-to-become-more-self-aware accessed on 26.04.2023.
• Jones, J. M., &Dovidio, J. F. (2020). The psychology of diversity: Beyond prejudice and racism. Wiley-Blackwell.
• Kirton, G. and Greene, A.M., 2021.The dynamics of managing diversity and inclusion: A critical approach. Routledge.
• Kossek, E.E., Su, R. and Wu, L., 2017. “Opting out” or “pushed out”? Integrating perspectives on women’s career equality for gender inclusion and interventions.Journal of Management,43(1), pp.228-254.
• Museus, S.D., Ledesma, M.C. and Parker, T.L., 2015.Racism and racial equity in higher education: AEHE Volume 42, Number 1. John Wiley & Sons.
• Randel, A.E., Galvin, B.M., Shore, L.M., Ehrhart, K.H., Chung, B.G., Dean, M.A. and Kedharnath, U., 2018. Inclusive leadership: Realizing positive outcomes through belongingness and being valued for uniqueness.Human Resource Management Review,28(2), pp.190-203.
• Schachner, M.K., Noack, P., Van de Vijver, F.J. and Eckstein, K., 2016. Cultural diversity climate and psychological adjustment at school—Equality and inclusion versus cultural pluralism.Child development,87(4), pp.1175-1191.
• Shore, L.M., Cleveland, J.N. and Sanchez, D., 2018. Inclusive workplaces: A review and model.Human Resource Management Review,28(2), pp.176-189.
• Thompson, N., 2020.Anti-discriminatory practice: Equality, diversity and social justice. Bloomsbury Publishing.