Table of Contents

Task One- Slide Deck with Presenter Notes  2

Background. 2

1.1 Value of Diversity and Inclusion in Organisation for Employees, Customers and Wider Stakeholders  3

1.1 Value of Diversity and Inclusion in Organisation for Employees, Customers and Wider Stakeholders  4

Employees. 4

Customers 5

Wider stakeholders. 5

1.2 Diversity and inclusion legislation using key employment case studies 6

1.2 Diversity and inclusion legislation using key employment case studies 7

1.3 Two Barriers To Achieve Diversity And Inclusion In Organisations  8

3.1 Managers and leaders roles in creating an organisation culture which fully embraces diversity and inclusion  9

Task 2- Business Report. 10

2.1 Areas where D&I have an impact on people; area of development and reason   10

2.2 Equality Impact Assessment (EqIA) in chosen area of organisation for ensuring there is no disproportionate impacts on protected individuals/groups. 12

2.3 Approaches to strengthen diversity and inclusion within organisational policies and practices  13

3.2 Approaches for celebrating differences and engendering a culture of D&I among workers and other stakeholders  15

3.3 Approaches to measure and monitor the impact of a diverse and inclusive organisational culture  16

References. 18

Appendices. 23

Appendix 1: Equality Impact Assessment (EqIA) 23

Task One- Slide Deck with Presenter Notes

Notes

Background

Welcome to this presentation

Being the board of the organisation, diversity and inclusion is essential for success in your operations

Diversity and inclusion inform on the people practices adopted and their influence on the organisation success

Notes

1.1 Value of Diversity and Inclusion in Organisation for Employees, Customers and Wider Stakeholders

As evidenced in McKinsey (2020), currently, the business case for diversity, inclusion and equity is strong that any time that existed.

From a general context, the value of diversity and inclusion include;

• Increased revenue growth- To evidence this, Great Place to Work (2020) note that for 100 organisations with enormous gaps between the experience of white employees and minorities is characterised with a low-level revenue growth than 100 organisations with smallest disparity. For Tesco organisation where I am based, by increasing inclusion and diversity, their profits would be 10-15% higher than the current profits. This is with Garnero et al. (2014) noting that organisations with a high diversity and inclusion have a 35% increased possibility of achieving more returns in average.
• Greater readiness to innovation- In Forbes (2021) report which evidence that in organisations with high-level diversity and inclusion, their management are able to embrace innovation as a best practice. For Tesco, as people practice professional, embracing diversity and inclusion means they would resource people of different skills and capability. This positively increases the scope of innovation.
• Increase in capacity for recruiting a diverse talent tool- Through diversity and inclusion, a large talent pool is created which positive impact the organisation success. This is noted in Yarger et al. (2019) as positively impacting reading out candidates from broad range of backgrounds. For Tesco organisation for example, they can gain by getting diverse range of employees from different backgrounds.
• Increased employee retention- By quoting a Deloitte study, Alabama Media Group (2021) observed that organisations with inclusive cultures have an increased employee retention level. For example, in Tesco, by embracing diversity and inclusion, they would not face any resourcing challenge for employees.

Notes

1.1 Value of Diversity and Inclusion in Organisation for Employees, Customers and Wider Stakeholders

Employees

As evidenced in Lightfoote et al. (2014) report, 49% of the employees note that when they operate in an organisation that embrace diversity and inclusion, they leverage from an equal opportunity for customers representation. This is while working as a team with their performance enhanced in their active operations. Also, for PWC (2021) survey, it found out that 55% of working employees note that through diversity and innovation, they are able to promote their organisation brand name to prospective customers.

Customers

As evidenced in Dolan et al. (2020) study, an increased diversity and inclusion has a positive impact in harnessing an increased communication, empathy and understanding of their interests. Also, by being served by one employee as the retention is substantially high. As evidenced in Harver (2021), diversity and inclusivity means that it is possible reaching out to a large group of customers.

Wider stakeholders

The stakeholder who can be considered include the organisation management, suppliers, competitors and government. For instance, in UK government, as part of Equality Act 2010, organisations need to practice diversity and inclusion and should not discriminate anybody due to possession of protected characteristics. Further, Dolan et al. (2020) report note that 80% of suppliers operating in organisations with a high-level diversity and inclusion leverage from 90% increase in services provision. This is with an organisation edging out their competitors due to practicing of diversity and inclusion holistically.

Notes

1.2 Diversity and inclusion legislation using key employment case studies

Predominantly, England and Standard (2015) note that the diversity and inclusion legislation is primarily in the form of the Equality Act 2010. This legislation harness uniformity and consistency to ensure employees and employers are compliance with legislations for creating diverse and inclusion workplace.

Equality Act 2010– As evidenced in NHS (2021), as a best practice in resourcing, an organisation should not discriminate based on race/ethnicity, religion, age, gender, prejudice or disability. It is these identified factors which influence the organisation success in promoting diversity and inclusion holistically. In recruitment and selection, University of Bristol (2021) note that the employees should not be discriminated, victimised, harassed or any other detriment due to possessing of these characteristics.

Human Rights Act 1998– As evidenced in Tomlinson and Sinclair (2020), diversity and inclusion evidence that rights and freedoms entitled to the entire UK employees. This is by incorporating the rights set out in the European Convention on Human Rights (ECHR) integrated in the domestic British law. This is a legislation which has been in existence since the October 2000 in UK. As a best practice in this legislation, DPT (2021) note that they promote this by embracing fairness, respect, equality, dignity and autonomy.

Trade Union Act 2016– As evidenced in Legislation.go.UK (2021), this is an improvement of the Trade Union and Labour Relations (Consolidation) Act 1992 (Hyman, 2018). As evidenced in this legislation, in organisations failing to embrace diversity and inclusion, employees can take part in industrial action. Also, through enrolling in different trade unions, an increased diversity and inclusion is achieved to mutual benefit of all stakeholders.

ACAS Guidelines– This is a UK institution which is provided with a mandate of promoting the organisations improvement of diversity and inclusion. As evidenced in ACAS (2021), for evaluating diversity and inclusion, it is possible to monitor organisations to analyse significant difference amongst the groups informed by protected characteristics. This is with the criteria for investigation if inclusion and diversity is not embraced in an organisation appropriately.

Notes

1.2 Diversity and inclusion legislation using key employment case studies

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