This task is designed to address issues of multiculturalism, diversity, and inclusion within HRM.
You are a member of the HRM department in a large organisation with 3,000 employees, based in the United Kingdom. In the last 18 months, the organisation has noted the wide public debates around equality and diversity issues, such as the Black Lives Matter protests of summer 2020, the #MeToo movement of 2018 onwards, and the continuing debate about gender equality at senior levels in organisations.
The Managing Director and the Board are keen to ensure your organisation maintains a reputation as a fair and equitable employer by complying with all legal requirements and prevailing social expectation, although they are aware that many of the issues at stake are contentious, and that often the voices heard in the mainstream media are those with more extreme opinions.
Your Head of HR (Played by your lecturer) has asked you to research how all of the above issues may impact the organisation’s Equality, Diversity, and Inclusion Strategy in the future and present information on the specific aspects listed below to the management board. You should now research the topics below and be prepared to brief the board meeting on any of them as requested, and also be prepared to respond to questions from the Chairperson (Your core text book, Hook and Jenkins, 2019, Ch.4, is your initial point of reference):
The moral and legal case for diversity and inclusion in the workplace.
The business case for diversity and inclusion in the workplace.
The key legislation that underpins equality and diversity in the UK, especially in regard to the ‘protected characteristics’ of certain demographic groups.
What impact equality and diversity legislation might have on recruiting and selection activities.
What is meant by the ‘glass ceiling’, and what sensible steps can be taken to address this particular issue.
The difference between direct and indirect discrimination, including examples of each.
The clause of ‘exceptional circumstances’ where an organisation may claim an exemption from UK legislation due to ‘occupational requirement’.
The meaning of ‘positive action’ and the legal position of this approach in the UK, and any ambiguous aspects of this approach that may cause confusion or difficulty in practice.
The basic provisions of the Rehabilitation of Offenders Act 1974, along with examples of any UK organisations that go well beyond the legal requirements in order to give those with previous convictions a fresh start in the world of work.
Examples of practical policies that the organisation can adopt within its Equality, Diversity, and Inclusion Strategy.
