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Kwantitatieve en kwalitatieve benchmarking van het interne gelijke kansen- en diversiteitsbeleid van de Vlaamse overheid
interviewees, it is especially important to vary in the activities, in the way of communicating them and
in the groups that are involved. Thirdly, to be able to respond quickly to problems in the
organizational culture, it can be interesting to monitor the outflow (of target groups) and to organize
exit interviews: an increased outflow may indeed indicate a problem in organizational culture.
Finally, staff networks seem to have a great value for the diversity policy of organizations. These
networks, which we see in the United Kingdom and the Netherlands, often arise from the initiative of
a particular target group. They can play a very active role in the diversity policy of the organization,
by providing input, by supporting the implementation of diversity policies and by encouraging the
advancement of their members in the organization, for example through networking and mentoring
activities. It is important that these networks are not exclusive and that their activities are (partly)
open to outsiders. It is also positive to have multiple active networks in the organization, so no group
feels excluded.
KU Leuven - Instituut voor de Overheid 12