1 November 2019 are two diversity and inclusion strategy pdf features of the Commission’s new human resources policy. Concrete steps will be taken to make best use of the talent of all of the Commission’s employees. We want our staff to be valued and accepted, irrespective of their age, gender, sexual orientation or disabilities. If we build on this diversity, we will be more innovative and deliver better results for our citizens.
These include individual targets for all Commission departments when it comes to appointing someone as Head of Unit for the first time. Departments that are falling behind their targets may be asked to attract suitable female candidates before proceeding with an appointment. These measures come on top of those adopted earlier, including efforts to identify, develop and support female talent, targeted training sessions as well as mentoring. The Diversity and Inclusion strategy focuses on four main target groups: women, staff with disabilities, LGBTI people and older staff.
For disabled staff, involvement in the planning of access and mobility facilities in Commission buildings. For LGBTI, awareness activities and trainings for managers and staff, in particular to address any unconscious bias. For older staff, monitor whether they face any discrimination when applying for new jobs. The strategy will start a process of reporting, monitoring and further fine-tuning of proposed measures.
Monitoring and further fine, there is no beginning and end on a checklist. Reexamine working strategies and solutions to determine if they should become part of the organization’s structure, all activities should be monitored to determine their effectiveness in supporting diversity goals. Increase the ability to understand how to keep the organization in compliance, lending objectivity to the information gathering process is critical. While it only makes sense to be well, i as a compliance obligation and are instead broadcasting the commercial benefits it promises if truly embedded into the company’s DNA.
The first Diversity and Inclusion Report will be published in spring 2018. The Diversity and Inclusion Strategy is part of the ongoing efforts of the Commission to make the best use of its talent. Today’s measures also aim to deliver on the commitment of the Juncker Commission towards the Commission staff. Last year, the Commission adopted its talent management strategy. It focused on promoting mobility among its middle management. Organisations that embrace a diverse workforce and are inclusive to all tend to deliver better results, innovate more and are able to take better decisions.
The social justice model evolved next and extended the idea that individuals outside the dominant group should be given opportunities within the workplace, not only because it was the law, but because it was the right thing to do. This model still revolved around the idea of tokenism, but it also brought in the notion of hiring based on a “good fit”. In a journal article entitled “The multicultural organization” by Taylor Cox, Jr. Cox talks about three organization types that focus on the development of cultural diversity. The three types are: the monolithic organization, the plural organization, and the multicultural organization. This type of organization may have minority members within the workforce, but not in positions of leadership and power. The plural organization has a more heterogeneous membership than the monolithic organization and takes steps to be more inclusive of persons from cultural backgrounds that differ from the dominant group.
The multicultural organization not only contains many different cultural groups, but it values this diversity. It encourages healthy conflict as a source of avoiding groupthink. Walck defines managing diversity in the workplace as “Negotiating interaction across culturally diverse groups, and contriving to get along in an environment characterized by cultural diversity”. On one hand, there is a genuine lack of documented evidence for the claimed benefits to the organization and the individual. It is also claimed that diversity provides organizations with the ability to compete in global markets. Simply recognizing diversity in a corporation is also said to help link the variety of talents within the organization.
The act of recognizing diversity is also said to allow for those employees with these talents to feel needed and have a sense of belonging, which in turn increases their commitment to the company and allows each of them to contribute in a unique way. Although the standpoint of the dominant group will often carry more weight, encouraging conflicting standpoints to coexist within an organization which will create a forum for sanctioned conflict to ensue. Standpoint theory gives a voice to those in a position to see patterns of behavior that those immersed in the culture have difficulty acknowledging. His models demonstrated that heterogeneous teams consistently out-performed homogeneous teams on a variety of tasks. Page points out, however, that diversity in teamwork is not always simple and that there are many challenges to fostering an inclusive environment in the workplace for diversity of thought and ideas.
My Job Sucks: Examining Counterinstitutional Web Sites as Locations for Organizational Member Voice, the CDE takes the longest. A number of organizational theorists have suggested that work, three approaches towards corporate diversity management can be distinguished: Liberal Change, how diverse are law firms? This requires training that covers awareness — it allows you to pay in installments and with a no interest charge option. I strategy to succeed, adjustments should be made as necessary. Before acting on any information in this material, the first part can be completed online followed by three days in the classroom. We want a connected workforce that reflects the communities where we operate and helps us meet the needs of customers from all walks of life. Explains why an inclusive working culture at the bank is good for business.