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Kwantitatieve en kwalitatieve benchmarking van het interne gelijke kansen- en diversiteitsbeleid van de Vlaamse overheid specifieke kanalen (bvb. verenigingen gericht op die doelgroep) maar ook dit is niet altijd voldoende. Wil men deze groepen effectief goed bereiken, lijkt het aangewezen om hen persoonlijk aan te spreken, bijvoorbeeld door evenementen te organiseren waarin men zich specifiek (maar niet exclusief) tot een bepaalde doelgroep richt. Ten tweede is het ook belangrijk om te bouwen aan een open organisatiecultuur via sensibiliseringsacties voor het hele personeelsbestand. Deze maken diversiteit bespreekbaar binnen de organisatie en kunnen vooroordelen doorbreken. Bovendien maakt de organisatie zo een statement dat discriminatie niet getolereerd wordt. Volgens de respondenten is het vooral belangrijk dat men afwisseling brengt in de activiteiten die men organiseert, in de manier van communiceren en in de doelgroepen die men betrekt. Ten derde kan het ook interessant zijn om de uitstroom (van doelgroepen) te monitoren en exit-gesprekken te organiseren, om snel te kunnen inspelen op problemen op het vlak van organisatiecultuur. Verhoogde uitstroom kan immers wijzen op een probleem in organisatiecultuur. Ten slotte betekenen personeelsnetwerken in organisaties vaak een grote meerwaarde voor het beleid. Deze netwerken, die we bijvoorbeeld zien in het Verenigd Koninkrijk en Nederland, ontstaan vaak op initiatief van een bepaalde doelgroep. Ze kunnen een heel actieve rol spelen in het diversiteitsbeleid van de organisatie, door het geven van input voor het diversiteitsbeleid, door hun betrokkenheid in de uitvoering van het beleid en door de doorstroom van hun leden in de organisatie stimuleren, bijvoorbeeld via netwerkings- en mentoringsactiviteiten. Wel is het belangrijk dat deze netwerken niet te exclusief zijn maar hun activiteiten (deels) ook openstellen voor externen. Ook is het interessant wanneer er meerdere netwerken actief zijn binnen de organisatie zodat iedereen bij wijze van spreken wel ergens kan aansluiten. KU Leuven - Instituut voor de Overheid 8
Kwantitatieve en kwalitatieve benchmarking van het interne gelijke kansen- en diversiteitsbeleid van de Vlaamse overheid Executive summary The Flemish government engages itself to reflect the diversity of society in its workforce. A diverse workforce is important in many respects. A government that has a diverse workforce is more recognizable for the people and is better equipped to take into account the needs of all groups of society. Moreover, it is commonly accepted that diversity can have positive effects on the capacity to innovate and on the creativity of groups or organizations. Finally, from a social perspective, it is important that everybody can participate in the labor market. The Flemish government defined four groups for its internal 1 diversity policy. For these four groups, target figures were set: women in top management positions (33% in 2015), women in middle management positions (33% in 2015), people from ethnic minorities (4% by 2015) and people with disabilities (3% by 2015). Annually, the organizations (departments and agencies) from the different policy domains have to report to the Department for Emancipation in order to evaluate progress towards these targets. The finding is that certain target figures are difficult to achieve. This can be partially explained by the current budget cuts that lead to a limitation of new recruitments. In this context, the Department for Emancipation has commissioned the research project 'Quantitative and qualitative benchmarking of the internal equal opportunities and diversity policy of the Flemish government'. The purpose of this research project is twofold. One goal is to examine how the figures on target groups in the workplace of the Flemish government relate to figures of other governments. The other goal is to identify innovative, inspiring and successful practices or strategies in these organizations in order to improve the equal opportunities and diversity policy of the Flemish government. We focused particularly on the target groups the Flemish government defined for its policy (men / women in middle and senior management, employees from ethnic minorities, people with disabilities or chronic illness) as well as on policies for employees that are gay, lesbian, bisexual or transgender. The research project was carried out in two steps. The first step consisted of desk research. Based on (online) available sources, the diversity policy of different private and public sector organizations 2 was mapped. Several questions were asked. Which are their main target groups? How are they defined and how is their presence monitored? Do they make use of target figures? How well are they doing with regard to these target figures? And what are the main instruments and strategies of their policy? The second step was a detailed analysis of the internal diversity policy of a number of public organizations that are actively managing diversity. For this purpose, three local authorities were selected. The federal government was analysed as well, including two specific departments. Finally, two other central governments were included, namely the Netherlands and the United Kingdom. Information was collected on the basis of written sources and interviews conducted in October and November 2012. Regarding the first objective of this study, we can conclude that a numerical comparison of the presence of the target groups in the workplace is not obvious. In the first place, there is too much variety in the definitions used by these governments for their target groups (e.g. of 'top and middle management', of employees from ethnic minorities' and of 'people with a disability or chronic illness’). 1 The internal diversity policy of an organization is the diversity policy towards (future) staff members. External diversity policy is the diversity policy towards society, but this is no subject of this research project. 2 Local governments, the federal and Flemish government, the governments of seven other European countries and some private organizations. KU Leuven - Instituut voor de Overheid 9
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