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THE MOSAIC VISION HANDOUT 2 2 saying. There is recognition that valuable ideas can come from below; as one organisation we have worked for put it, ‘with every pair of hands you get a free brain’. • Open communication and flow of information throughout the organisation, within and between all levels. Business goals are clearly communicated to everyone. An us (employees)/them (management) culture is discouraged. • The need for experimentation is valued and encouraged; people are allowed to fail. • Innovation and creativity are fostered. 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. 14 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.
1 Where are we in relation to MOSAIC? Mission and values Diagnostic questions i Does the organisation have a mission statement that is aligned with a diversity-orientated approach? ii Have all employees been informed of the diversity policy and strategy? iii Are the business needs an integral part of the diversity policy and strategy? iv Do the values espoused by the organisation reflect the needs of all employees? v Have clear indicators of what it means to act in accordance with the values been communicated to all employees? Are current and potential employees assessed against these indicators? The Vision The Reality • Strong, positive mission and values aligned with diversity. • Clear diversity policy and strategy outlined for the organisation. • Diversity seen as a long-term business objective. iii • Values reflect needs of all employees. iv • Employees aware of what it means to adhere to the values at a practical level, ie clear standards of behaviour have been outlined and communicated. Current and potential employees are assessed against these indicators. Overall Assessment 4. Strong aspect 3. Almost there 2. Getting there 1. Way off All indicators Some indicators still Action just starting No indicators actioned need tightening up on some indicators actioned 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. 15 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. i ii v TOOL 2 WORKSHEET 1 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
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Page 17 and 18: Aware and fair Everyone in the orga
Page 19: discriminate against any specific g
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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