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Kwantitatieve en kwalitatieve benchmarking van het interne gelijke kansen- en diversiteitsbeleid van de Vlaamse overheid Sometimes there is even no official definition in place. But they also use different measurement systems with a different reliability (self-registration, self-assessment by the staff department, linking data from different registration systems ...). It would thus be wrong to draw quick conclusions from the figures that are shown in this study. However, we see that in several countries ambitious targets and quotas are used. These are often not set simultaneously for all target groups. In France, for example, the government introduced a legal quota for people with disabilities and a target figure for women in management positions, but no numerical target was set for people from ethnic minorities. Regarding the second objective of the study, we see a great diversity among the different cases studied. Organizations can thus learn a lot from each other’s policies. Not only do we see a great variety in the actions taken by these organizations. The general approach and organization of the policy varies as well: the motivation to pursue a diversity policy, the definition of ‘diversity’ that underlies the policy, the extent to which diversity is embedded in the general HR policy, the resources that are made available, the way in which the policy is managed and controlled, ... Yet we can distinguish some trends. First, regarding the motivation for starting up a diversity policy, we see that the ‘business case' increases in importance in different countries. Diversity is becoming more and more (or exclusively, cf. Netherlands) motivated in terms of the interest that the organization has in a diverse workforce. In the local authorities this seems however to be less the case. There a good diversity policy is important because the government should ‘lead by example’ in creating and managing a diverse workforce. Secondly, we see that organizations are increasingly seeking to embed their diversity policies in their HR processes and projects. Through this mainstreaming they try to anchor their policies firmly in the organization. Finally, we see that organizations try to widen their policy, by addressing several target groups rather than focusing exclusively on one or two groups. It has been noted by the interviewees that a too exclusive focus can lead to resistance from other groups within the organization. In most of the organizations involved in this study, diversity is on the agenda since quite some years. The interviewees often had a broad expertise in designing and implementing diversity policies or actions. In this study we try to combine this expertise and to make a number of recommendations. First, one must always remain 'vigilant'. A diversity policy is sensitive to changes in the political context and / or to (staff) savings. In the Netherlands for example, the First Rutte cabinet (2010- 2012) largely restricted the investments in diversity policy done by the previous government. Keeping this observation in mind, what recommendations can we make concerning the approach and organization of diversity policies? First, it is important to embed diversity as much as possible into the HR-processes and -activities of the organization, so that it is not a loose element in the organization that can be easily given up. Diversity can be an integrated aspect of selection procedures, satisfaction surveys, formations and trainings, ... In the city of Ghent for example, a part on antidiscrimination is included in the management training related to discipline and a part on ‘leading diverse teams’ is built- in in the leadership training. Employees seem to respond more positively to these integrated projects than to isolated diversity projects. It is also recommendable to work closely together with the actors responsible for the external diversity policy of the organization. In fact, they can be considered as ‘natural partners’, since having a good external diversity policy requires a good internal diversity policy and vice versa. A government can -for example- not ask private employers to take action for a more diverse workforce, if the government itself does not do so. Also, if a government does not invest in good contacts with various groups in society via its external diversity policy, it may not be considered as an attractive employer by these groups. Both diversity teams (internal and external) should thus be aware of each other’s activities, use each other's knowledge and channels and should be aimed at finding cooperation opportunities. KU Leuven - Instituut voor de Overheid 10
Kwantitatieve en kwalitatieve benchmarking van het interne gelijke kansen- en diversiteitsbeleid van de Vlaamse overheid Also concerning approach, we could say that a diversity policy is especially a ‘target group- policy’. It is undeniable that, in our society and in the labor market, mechanisms are still in place that disadvantage certain groups more than other groups. People with disabilities and people from ethnic minorities are often confronted with prejudices that make it harder for them to have access to or even to practice some jobs. Furthermore they often experience certain obstacles in applying for jobs in government: they are for example less familiar with the government as an employer or with the selection procedures, they do not have the required qualifications, they don’t have the same ‘language sensitivity’ or are hindered by a physical disability. We clearly see the existence of group-specific needs and the need for group-specific solutions. A group policy is thus certainly relevant. Yet it is also important not to focus actions too exclusively to one group. One should keep a broad perspective by addressing different target groups (people from ethnic minorities, disabled people, gay, lesbian and bisexual people, men and women, older workers, lower-skilled workers). In this way, everyone can feel involved to some extent and no resistance is created within the organization against what is perceived as "favoritism". Furthermore, it is important to pay attention to the motivation for conducting a diversity policy: 'why does the organization want to invest in diversity?’ In this context, it is certainly a good idea to design a ‘business case’. In this business case, the organization can explain the value of diversity with regard to the organizational goals. Especially in today's economic environment, with resources being scarce, the business case could be a permanent motivator to invest in diversity policies. But to take the organization's objectives as the only starting point also has limitations. The moral case - especially for a public organization - is important as well. According to this moral case it is good for the society when everyone can participate in the labor market, and organizations have a responsibility to realize this full participation. Moreover, the organization needs an accurate monitoring system to measure its own progress in increasing the diversity on the work floor. Few organizations seem to dispose of reliable information on the presence of the target groups on their work floor. Also, definitions and monitoring systems seem to differ from organization to organization, what makes benchmarking very difficult. We can conclude that there is a need for more coherence in definitions of target groups and in monitoring systems. Finally, it is important to look for ways to involve the top, middle- and lower management of the organisation. In the UK for example, we see that the top management takes up a personal commitment to a particular target group and that this is an important incentive for the diversity policy within the organization. But the middle- and lower management also plays an important part in 'managing' diversity in the workplace. It is important that they get the necessary opportunities to develop their skills and knowledge in this area (f.ex. via specific trainings). What actions can an organization take in its diversity policy? Although the organizational context obviously plays a part in this choice, we can formulate some general recommendations. First, one sees that some groups are difficult to reach through traditional recruitment channels. To solve this shortcoming, the vacancies can be spread through target-specific channels, for ex. associations aimed at this target group, but this is not always sufficient. If you want to reach these groups better, it seems appropriate to address them personally, for example by organizing events in which one specifically (but not exclusively) targets one group. Secondly, it is also important to build an open organizational culture through awareness raising events for the entire workforce. These events help to make diversity a topic for discussion within the organization and can make people aware of their own prejudices. Moreover, in this way the organization makes as a statement that discrimination will not be tolerated. According to the KU Leuven - Instituut voor de Overheid 11
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