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

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THE MOSAIC VISION HANDOUT 2 2 Background notes on the MOSAIC vision Mission and values The diversity-orientated organisation will have a strong, positive mission and core values which make managing diversity a necessary long-term business objective for the organisation and a responsibility for all employees. The diversity policy and strategy will be clearly outlined to all employees. The values must reflect the personal and work needs of all employees. Information on what the values means in practice, ie on a day-to-day basis for an employee, is communicated to everyone, and everyone is held accountable for adherence to the values. Objective and fair processes All the processes and systems – for example, recruitment, selection, induction, performance appraisals, etc – will have been audited and are continually re-audited to ensure that no particular age group, sex, ethnicity or type predominates at any one level. Hindrances to diversity have been removed and the tools and techniques for assessment are regularly examined to ensure that no other techniques are available that are more objective or fair. Skilled workforce: aware and fair There are two elements to this characteristic. Firstly, it involves having a workforce who are aware of, and are guided by, the principles of managing diversity. Secondly, it requires having managers who manage. This document can be downloaded as a Word document from www.cipd.co.uk/tsm Copyright © Pearn Kandola. Originated by the Chartered Institute of Personnel and Development. Copyright waived. 10 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.
Aware and fair Everyone in the organisation understands what it means to manage diversity and everyone is aware of its importance to the business. All employees have been trained to recognise how their biases and prejudices can influence their decisions and actions, and are knowledgeable about the ways to prevent this happening. Managers who manage In the diversity-orientated organisation the emphasis should be on the managing as well as the diversity. Managers will actively develop both themselves and their employees. All managers will ensure that they are constantly developing and acquiring new skills where appropriate. They will keep up to date with developments in the field and communicate this information to all employees. Managers will solicit feedback on their performance and will act upon it. Managers who are skilled at making people feel valued will know how to harness potential, whether they are dealing with a team of white males or one which is more mixed in terms of gender, ethnicity, etc. They understand individual motivation and appraise employees with the awareness that people are not clones and should not be treated or assessed as such. Development will not be left to chance. Managers will conduct performance appraisals with all their employees, developing and implementing career development plans on a regular basis. The ultimate aim of all managers is to maximise the potential of all their employees in order to meet organisational goals. Managers are therefore accountable for both their own development and that of their employees. This document can be downloaded as a Word document from www.cipd.co.uk/tsm Copyright © Pearn Kandola. Originated by the Chartered Institute of Personnel and Development. Copyright waived. 11 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 HANDOUT 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 and 12: DEFINING DIVERSITY 1 • Will they
Page 13 and 14: The MOSAIC vision: how do you rate
Page 15: The MOSAIC vision: the characterist
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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