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(i) Communicate a value system based on trust, which welcomes individual differences. Develop an open culture with good communication channels and open dialogue, starting with and actively supported by the Chief Executive and the top management team. Use value statements and seek to create a well- balanced, diverse workforce.
(ii) Make equality an issue for everybody by using eligibility criteria which are fair to all
and supportive of business goals, as well as reflecting legal requirements and
aspirations for best practice. Review documents such as application forms and job
descriptions.
(iii) Set and communicate standards of behaviour based on treating people with respect and dignity. Use codes of conduct and training programmes. Take disciplinary action when codes are broken.
(iv) Use public debate and changes in UK and European law on equality as a prompt for action but do not wait for the law, act as soon as the need is clear.
(v) Mainstream equality principles as the basis for developing all people management
practices and business activities; valuing difference becomes part of the fabric of the
organisation and its approach to customers.
(vi) Look for ways of addressing the diverse needs of customers and clients, for example,
when undertaking market research. Link this to the use of diversity within the
organisation to improve overall business performance.
(vii) Be aware that international culture issues add an extra complexity to managing
diversity. Multi-national organisations and those operating in world markets need to
ensure that approaches to managing a diverse workforce take into account the ways in
which individual working styles and personal preferences are influenced by national
culture.
Titany answered the question on November 9, 2021 at 06:57
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