CD13114 pr(s).qxp - Chartered Institute of Personnel and ...

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The basic concept of managing diversity accepts that the workforce consists of a diverse population of people. The diversity consists of visible and non-visible differences which will include such factors as sex, age, background, race, disability, personality and workstyle. It is founded on the premise that harnessing these differences will create a productive environment in which everybody feels valued, where their talents are being fully utilised and in which organisational goals are met. (Kandola and Fullerton, 1998) 5 A free sample chapter from Managing Diversity by Pearn Kandola. Published by the CIPD. Copyright © Pearn Kandola 1998, 2006 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www.cipd.co.uk/bookstore. TOOL 1 1
The MOSAIC vision: how do you rate your organisation? User’s guide Aim To provide a vision of the diversity-orientated organisation that can guide both initial organisational analysis and strategy development. Rationale The MOSAIC model provides a vision of the diversity-orientated organisation, an organisation in which the management of diversity is a reality, not just an aspiration. This tool enables you to map your own organisation against this vision and to identify priority areas for your diversity strategy. Procedure • The tool consists of background notes on the MOSAIC vision and a diagnostic exercise to establish where you currently are in relation to the vision. • The tool can be used by management and employees for analysis and education, eg: • conducting an initial analysis of the organisation • raising awareness via diversity training sessions. • Having evaluated the organisation, the next step would be to integrate the findings into the development of a strategy and 7 A free sample chapter from Managing Diversity by Pearn Kandola. Published by the CIPD. Copyright © Pearn Kandola 1998, 2006 All rights reserved; no part of this excerpt may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise without the prior written permission of the Publishers or a licence permitting restricted copying in the United Kingdom issued by the Copyright Licensing Agency. If you would like to purchase this book please visit www.cipd.co.uk/bookstore. TOOL 2 2
Page 1 and 2: Contents Foreword ix Introduction x
Page 3 and 4: Foreword By 2011 only 20 per cent o
Page 5 and 6: INTRODUCTION There are a number of
Page 7 and 8: INTRODUCTION Section 1 Section 1 in
Page 9 and 10: SECTION ONE Defining diversity for
Page 11: DEFINING DIVERSITY 1 • Will they
Page 15 and 16: The MOSAIC vision: the characterist
Page 17 and 18: Aware and fair Everyone in the orga
Page 19 and 20: discriminate against any specific g
Page 21 and 22: 1 Where are we in relation to MOSAI
Page 23 and 24: 3 Skilled Workforce: aware and fair
Page 25 and 26: 5 Inclusive Diagnostic questions i
Page 27: Where are we in relation to MOSAIC?

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