Diverse Women Award

Business case

Any mono-cultural group offers little support for under represented groups, causing stress to individuals and leading to harmful working practices. Independent analysis showed a male dominated and insular department with little cross-departmental co-operation and team working. More diversity roles increases public trust, confidence and satisfaction. Inclusively ensures all females can reach their potential within the department.

Senior management commitment

The departmental head instigated the programme and he personally wrote to every female officer seeking views on the department and how it can be improved. He also commissioned an external socialisation report. Appointing females in key positions demonstrated a confidence and commitment to the programme.

Senior management attended events to personally talk to interested colleagues. The Chief Constable cited the work in his road-shows, articulating visions and goals to other managers.

Accountability

Middle management have been made responsible for challenging exclusionary attitudes and behaviour. Manager’s career reviews have a specific diversity objective and organisational performance indicators have been amended to reflect diversity and inclusivity. Diversity is now a standing agenda item at management meetings. A senior manager has been appointed to drive the programme forward. There is a clearly defined expectation to develop cultures and an environment that are not exclusionary.

Innovation

No department within the organisation has previously acknowledged the lack of diversity and taken huge, unprecedented and well publicised steps to rectify this whilst remaining ethical in appointment of staff.

The use of an independent company to review working practices was also new territory within this organisation and in similar organisations nationally.

Mainstreaming

This programme is about diversity, inclusivity and public confidence. The work is being driven by the senior management team, not HR/Diversity. The appointment of a dedicated female co-ordinator to drive the programme forward as well as females being placed in high profile senior positions sets an example to other departments. This is supported by increases in female representation and a displacement of long held beliefs about the department being a traditionally male one.

Communication

• Within the department all staff were informed personally by the departmental head who expressed a commitment to the programme and outlining the aims and objectives.
• Support from key female staff members and existing staff associations which support women and minority ethnic groups was obtained and this has been communicated to the organisation by personal visits to locations by team representatives, development days using established support groups and use of the intranet to publicise events.
• Positive role models from within the department gave talks and became mentors and ‘postcard’ initiatives were distributed.
• The organisations leaders have communicated the work through road shows and meetings.
• Finally use of the organisations newspaper to give interviews and information regarding the programme in a prominent position has ensured every member of staff is aware of the opportunities available and how to maximise them.

Impact

• Profile of the department raised within the organisation.
• Female staff survey provided a framework for action.
• An independent socialisation report led to challenges of behaviour and attitudes and highlighted good working practices to be disseminated across the organisation.
• Increased representation of minority groups within specialist departments which increases the ability to deliver a professional service to our customers and communities.
• Increased female representation including in management positions.
• Increase in applications for specialist roles.
• Increase in interest expressed in the roles by women, particularly those from minority ethnic groups.
• Increased approachability and open discussions of such topics as menstruation and menopause and the impact on specialist posts have opened the department up making it more self sufficient.

Sustainability

• Improved recruitment procedures
• Management have made a personal commitment for a minimum of two years to ensure continuity.
• Unhealthy cultural issues have been addressed
• A department standard of values is being written to ensure expectations are communicated.
• Flexible/part time working has been examined allowing access to staff with caring roles whilst maintaining home life balance.
• Attachments/open days increase the visibility of the department and reduce barriers.

Learning

There was a large underestimation of the response to the programme and the challenges faced. The level of threat felt by male colleagues was huge. The learning is that communication is vital, both in the language used and the way it is said and also in the reinforcing of departmental business benefits.

Organisationally, integrity should be maintained, standards should not be dropped to allow diversity changes; departments should reflect the make up of the organisation and not exclude diverse skills and abilities of staff that drive performance and increase