book 4 managing equality in the workplace · 1.4 monitor the equality policy ... case for workplace...

InternationalLabourOrganization

Indonesian Employers’ Association

Practical guidelines for employers for promoting equality and preventing discrimination at work in Indonesia

Book

Managing Equality In The Workplace4

Managing equality in the workplace4

Practical guidelines for employers for promoting equality and preventing discrimination at work in Indonesia

Indonesian Employers Association (APINDO)International Labour Office (ILO), Jakarta

Code of practice practical guide in five parts

Book

Code of practice for employers

PracticalGuideinfiveparts:

1. EqualityinEmployment:KeyConceptsandPrinciples

2. Business Case for Equality

3. Equality in Company Practices

4. Managing Equality in the Workplace

5. External Support Resources for Equality Management at Companies

InternationalLabourOrganization

Indonesian Employers Association

Copyright © International Labour Organization 2013

First published 2013

Publicationsof the International LabourOfficeenjoy copyright underProtocol2 of theUniversalCopyrightConvention.Nevertheless,shortexcerptsfromthemmaybereproducedwithoutauthorization,onconditionthatthesourceisindicated.Forrightsofreproductionortranslation,applicationshouldbemadetoILOPublications(RightsandPermissions),InternationalLabourOffice,CH-1211Geneva22,Switzerland,orbyemail:pubdroit@ilo.org.TheInternationalLabourOfficewelcomessuchapplications.

International Labour Organization

Practical guidelines for employers for promoting equality and preventing discrimination at work in Indonesia (Codeofpracticeandpracticalguideinfiveparts)Jakarta,InternationalLabourOrganization,2013

ISBN 978-92-2-128038-5(webpdf)

BahasaIndonesiaversion:Panduan Praktis bagi Pengusaha untuk Mempromosikan Kesetaraan dan mencegah Diskriminasi di Tempat Kerja di Indonesia.(Kodepraktikdanpanduanpraktisdalamlimabagian);ISBN:978-92-2-828037-1(print);978-92-2-828038-8(webpdf);InternationalLabourOrganization;Jakarta,2013

ILO Cataloguing in Publication Data

ThedesignationsemployedinILOpublications,whichareinconformitywithUnitedNationspractice,andthepresentationofmaterial thereindonot imply theexpressionof anyopinionwhatsoeveron thepart of theInternationalLabourOfficeconcerningthelegalstatusofanycountry,areaorterritoryorofitsauthorities,orconcerning the delimitation of its frontiers.

Theresponsibilityforopinionsexpressedinsignedarticles,studiesandothercontributionsrestssolelywiththeirauthors,andpublicationdoesnotconstituteanendorsementbytheInternationalLabourOfficeoftheopinionsexpressed in them.

ReferencetonamesoffirmsandcommercialproductsandprocessesdoesnotimplytheirendorsementbytheInternationalLabourOffice,andanyfailuretomentionaparticularfirm,commercialproductorprocessisnotasignofdisapproval.

ILOpublicationsandelectronicproductscanbeobtainedthroughmajorbooksellersorILOlocalofficesinmanycountries,ordirectfromILOPublications,InternationalLabourOffice,CH-1211Geneva22,Switzerland.Cataloguesorlistsofnewpublicationsareavailablefreeofchargefromtheaboveaddress,orbyemail:[email protected]

Printed in Indonesia

iii

Book

4: M

anag

ing

equa

lity i

n th

e wo

rkpl

ace

Foreword APINDO vii

Foreword ILO ix

Introduction 1

1. Planning and implementing equality measures 3

1.1 Committoequality,adoptanequalitypolicy 5 1.2 Conduct an equality audit 10 1.3 Implement the equality policy and action plan 18 1.4 Monitor the equality policy and action plan 20 1.5 Communicate your progress 22

2. Dealing with discrimination related complaints 23

Contents

iv

4 Practical guidelines for employers for promoting equality and preventing discrimination at work in Indonesia

Book

Summary contents of the Code, the other Guide booklets and lists of cases, figures and tools

Code of Practice for Employers: 1. Introduction 2. GuidingPrinciplesToPromoteEqualOpportunityAndTreatmentAndPrevent Discrimination At Work 3. Possible Methods Of Implementation 4. Annex:ChecklistForEmployersOnWorkingPrinciplesForEqualityPromotion

Practical guide in five parts:

Booklet 1: Equality In Employment: Key Concepts And Principles Foreword Introduction 1. Whatdoesequalityandnon-discriminationatworkmean? 1.1 Whatisequalityandnon-discriminationatwork? 1.2 Non-discrimination:KeyconceptsinILOConventionNo.111and Indonesianlaw

Booklet 2: Business Case for Equality 1. Whyshouldemployerscareaboutequality? 2. Whatcanemployersdotopromoteequality? Booklet 3: Equality In Company Practices 1. Fair recruitment practices 2. Fair treatment during employment 3. Creatingaproductiveworkingenvironment 4. Equality in company business practices

Booklet 5: External Support Resources For Equality Management At Companies 1. Employers’ organizations 2. Stateauthorities,workers’organizationsandcivilsocietygroups 3. Learningfromoverseasexperiences 4. ILO sources of information Bibliography

Case Studies

Booklet 2: Business Case for Equality 1. Caseexample1.Compellingbusinesscaseforworkplacepartnership,diversityand equality – Ireland 2. Caseexample2.Femaleleadershipandcompanyprofitability 3. Caseexample3.DiversitymanagementinEuropeancompanies

v

Book

4: M

anag

ing

equa

lity i

n th

e wo

rkpl

ace

Booklet 3: Equality In Company Practices 1. Caseexample4.Discriminatoryuseofselectiontests–UnitedKingdom 2. Case example 5. Gender stereotypes in Indonesia 3. Caseexample6.GoodpracticesonmaternityprotectionfromPT.Dewhirst Company 4. Caseexample7.DhamawangsaHotelJakartaandpersonswithdisabilities

Booklet 5: External Support Resources For Equality Management At Companies 1. Caseexample8.HongKongEqualOpportunitiesCommission–HongKong,China

Figures

Booklet 1: Equality In Employment: Key Concepts And Principles 1. Figure1:ThreecomponentsofdiscriminationdefinitionunderConventionNo.111

Booklet 4: Managing Equality In The Workplace 1. Figure2:Basicstepsofequalitymanagement

Tools

Booklet 1: Equality In Employment: Key Concepts And Principles 1. Management tip 1. Prohibited grounds for discrimination 2. Management tip 2. Recognize different forms of discrimination 3. Managementtip3.Equalityprovisionsinnationallaw

Booklet 2: Business Case for Equality 1. Management tip 4. Think about your business… 2. Management tip 5. Discrimination in SA8000 and ISO26000 3. Managementtip6.Checklist:Howwellisyourbusinessisdoinginequality management?

Booklet 3: Equality In Company Practices 1. Managementtip7.Criteriathatshouldnotbeinjobadvertisements 2. Management tip 8. When can a personal characteristic be an inherent requirementofthejob? 3. Managementtip9.Beawareofyourbias 4. Managementtip10.Interviewdo’sanddon’ts 5. Managementtip11.Howtodefine“value”ofajob?

Booklet 4: Managing Equality In The Workplace 1. Managementtip12.Non-discriminationroadmap 2. Management tip 13. Sample equal opportunity policy 3. Management tip 14. Examples of special equality measures adopted at company level–NewZealand 4. Managementtip15.Remembertheroleofmiddlemanagersandsupervisors 5. Managementtip16.SampleProcedurefordealingwithdiscriminationrelated grievances

vi


Book

vii

Book

4: M

anag

ing

equa

lity i

n th

e wo

rkpl

ace

Foreword APINDO

Principleofequalityandnon-discriminationattheworkplacearebasiclabourprinciplesthathavebeen included in theManpowerAct,LawNo.13,2003.Basically, theprinciplesaimtouphold theprinciplesofhumandignity in social andeconomic justice. In thebusinesscommunity,theprincipleshavealsobeenacceptedasuniversalstandardinachievingmarketefficiencyandsustainableeconomicdevelopment.

Policyarrangementshavebeenmadebythegovernmenttosupporttheapplicationoftheprincipleofequalityandnon-discrimination.Anumberofcompaniesalsohavespecificpoliciestoapplytheprinciples.However,somechallengesarestillpresentinpractice.Discriminatorypracticesattheworkplaceareoftenencountered.Women,minorities,andothervulnerablegroupsstillhavegreatpossibilitiestobetreatedindiscriminatorymanner.

By issuing these Code of Practice and Practical Guide for Employers for Promoting equality andpreventingdiscriminationatwork,APINDOhastakenapro-activeinitiativetoassisttheemployersinIndonesiatoapplytheprincipleofequalityandnon-discriminationattheworkplace.TheCodeofPracticecontainsgeneralprinciplestakenfromthelaborlawinIndonesiaaswell the ILOConventions, especially theDiscrimination (Employment andOccupation)Convention,1958(No.111)andEqualRemunerationConvention,1951(No.100).ThePracticalGuide contains the application such general principles into practical steps. This Practical Guide isdividedinto5bookletsbythemesothatitiseasiertouse.

WewouldliketothanktheILOOfficeJakartaandtheILOMAMPUprojectthathaveprovidedtechnicalassistanceinthedevelopmentandpublicationofthisCodeofPracticeandPracticalGuide.WehopethatthesetwomaterialscouldofferadviceandbenefitnotonlyforemployersbutalsoforAPINDO’spartnersi.e.workersandgovernment,tojointlyimplementtheprincipleofnon-discriminationandequalityatwork.

Sofjan WanandiChairpersonNationalBoardoftheIndonesianEmployers’Association(DPNAPINDO)

Jakarta,October1st,2013

viii


Book

ix

Book

4: M

anag

ing

equa

lity i

n th

e wo

rkpl

ace

Foreword ILO

Non-discriminationandequalopportunitiesandtreatmentinemploymentarebasiclabourrightsandarefundamentalfortheachievementofsocialjusticeandsustainableeconomicdevelopmentinIndonesia.Theprincipleoftherighttoequalityinemploymentopportunitiesandtreatmentenablespersonsofallraces,sexes,religions,socialorethnicorigin,healthstatusordisabilitytoworktheirwayoutofpovertyandtocarefortheirfamilies.

Equality of opportunity and treatment in employment is an integral part of the ILO’s Decent Work Agenda and the Decent Work Country Programme in Indonesia. The ILO promotes opportunities forwomenandmentoobtaindecentandproductiveworkinconditionsoffreedom,equity,securityandhumandignity.TheDiscrimination (EmploymentandOccupation)Convention,1958(No.111)wasadoptedbyILOmemberStatesin1958andwasratifiedbyIndonesiain1999. This remains themost comprehensive international instrumentdedicated to thepromotionofequalityofopportunityandtreatmentintheworldofwork.Followingratificationof the ILOConvention, Indonesiahas includedprinciplesof equality in employment in itsManpowerAct(LawNo.13of2003).ILOConventionNo.111andtheManpowerActprovidetheframeworkfortheguidanceprovidedinthisPracticalGuideandCodeofPracticeonequalityin employment.

Successful employers understand that pursuing equality atwork provides a competitiveadvantageovercompaniesandemployerswhoengageindiscriminatorypractices.Throughthe application of principles of equality and non-discrimination, employers are able toattractandretainthebesttalent,supportgreaterinnovationandenjoyproductiveworkingenvironments.Theeliminationofdiscriminationinemploymentisalsoanintegraltopursinga fair globalization.

ThisPracticalGuideandCodeofPracticewasdevelopedthroughapartnershipbetweentheILOMAMPUprojectandAPINDO.TheGuideisdividedintofiveseparatebooklets.Ithasbeendesignedtosupportpracticalunderstandingbyemployersonhowtoapplyprinciplesofequalityinemploymentintheirworkplaces.

It is our hope that this Guide and Code of Practice for employers on promoting equality and preventingdiscriminationatworkinIndonesiawillinspireemployerstopromoteandrealizeprinciplesofequalityandnon-discriminationintheirworkplaces.

October 1st,2013

Peter van RooijDirector,ILOJakartaOffice

x


Book

Foreword

TheILOMAMPU–AccesstoEmploymentandDecentWorkforWomenProjectispromotingequalityinemploymentforwomenworkers.Thisisbeingpursuedthroughvariousstrategies,includingthroughpartnershipsandcapacitybuildingwithemployersinIndonesia.Employers’commitment to addressing discrimination in employment andactive promotion of equalemploymentopportunitiesarecrucialstepstowardsachievingsubstantiveequalityforwomenin Indonesia.

WomenwhoarefromminorityethnicorreligiousgroupsorwhohaveadisabilityorhealthissuesuchasHIVandAIDsareoftenvulnerabletomultipleformsofdiscriminationandfaceadoubledisadvantageinthelabourmarket.Recognizingtheparticularvulnerabilitiesofthesewomenandthatgender-baseddiscriminationisonlyoneofmanyformsofdiscriminationfoundinemployment,thispracticalGuideandCodeofPractice,developedwithAPINDO,provideguidancetoemployersonhowtopreventandaddressdiscriminationinemploymentbasedonarangeofgroundsincludingsex,ethnicity,religion,race,socialorigin,nationalextraction,healthstatus,disabilityandpoliticalopinion.

TheProjectwouldliketothankAPINDOforitscommitmenttopursuingequalityinemploymentandfortheleadroleithastakenindevelopinganddisseminatingpracticalguidanceonequalityof opportunities and treatment to employers in Indonesia.

Thedevelopmentofguidelinesforemployersonequalityandnon-discriminationinemploymentinitiallybeganinChinathroughtheworkofMsMarjaPaavilainen,MsNelienHaspelsandMrTimDeMeyer.TheMAMPUprojectwouldliketothankcolleaguesintheILODecentWorkTeamfortheircontributiontothedevelopmentofthisGuideandCodeofPractice.

WewouldalsoliketoexpressourgratitudetoAustralianAid,thedonoroftheILOMAMPUProject,fortheirgeneroussupportandcommitmenttopromotingequalityinemploymentforwomeninIndonesia.

ItisourhopethatemployerswillusethisGuideandCodeofPracticeintheirhiring,firingandhumanresourcedecision-makingprocessesinthefuture.

October 1st,2013

Miranda Fajerman, ChiefTechnicalAdviserMAMPU–AccesstoEmploymentandDecentWorkforWomenProject,ILOJakarta

1

Book

4: M

anag

ing

equa

lity i

n th

e wo

rkpl

ace

INTRODUCTION

ItiswithgreatpleasurethattheIndonesianEmployers’Association(APINDO)incooperationwiththeInternationalLabourOffice(ILO),presentsthisCodeofpracticeandtheaccompanyingGuidebooklets, toassistemployers inpromotingequalityandpreventingdiscriminationatworkinIndonesia.

TheGuidecomprisesfivebooklets:

1. EqualityinEmployment:KeyConceptsandPrinciples

2. Business Case for Equality

3. Equality in Company Practices

4. Managing Equality in the Workplace

5. External Support Resources for Equality Management at Companies

WehopethatyouusethisGuideandfinditeffective.Wewelcomefeedbackonsubsequentimprovementsinyourequalityandnon-discriminationpolicies.

2


Book

3

Book

4: M

anag

ing

equa

lity i

n th

e wo

rkpl

ace

1. PLANNING AND IMPLEMENTING EQUALITY MEASURES

1 AdaptedfromUNGlobalCompact:UN global compact management model(NewYork,2010).

Ensuring that all human resource management policies and practices are free from discriminationrequiresasystematicapproachtomanagingequalityintheworkplace.Actiontoreviewandrevisehumanresourcepolicies,totrainstaffresponsibleforrecruitmentandhuman resourcemanagement,and to incorporateequality in thecompanyculture isbesttakenaspartofawell-plannedandstructuredcompanyequality action plan. The company equality action plan is often based on an equality policy stating the company’s commitment toequality.Theequalityactionplanincludesoftenasetofactivitiesandaffirmativeactionmeasuresimplementedfollowingastagedapproach,startingfromassessmentsanddefiningtargetsandactionstoimplementationandmeasuringtheprogressmade.(Seefigure3.)

Figure 2: Basic steps of equality management1

ThisChapterexplainsthemainstepsofequalitymanagementgivingpracticalguidancetomanagersonhowtoimplementequalitymeasuresatcompanylevel.

Foranoverviewofthemainstepstointegratenon-discriminationinyourcompanyhumanresource practices see Management tip 13. Non-discrimination roadmapbelow.

6) COMMUNICATE

3) DEFINE

4) IMPLEMENT

5) MEASURE

1) COMMIT

2) ASSESS

4


Book

Non-discrimination roadmap

w Linknon-discriminationwithbusinesspriorities.

w Gettopmanagementsupportforinitiatives.w Identifybusinessbenefitsfromnon-

discrimination.

w Analyzethecompositionofworkforce.w Analyze the composition of local labor market.w Getinformationonlegislativerequirements.

w Movetocompetence-basedsystems.w Ensure recruitment is not based on personal

specifications.w Trainmanagersinnon-discriminatory

recruitment.

w Identify potentially discriminatory practices.w Auditpaymentdisparitiesforwomenand

minority groups.

w Defineananti-harassmentpolicy.w Communicatethepolicytotheworkforce.w Train managers on the policy.w Supportworkerswhoareharassed.

w Institutematernityleavepolicies.w Encourageflexibleworkingwhereappropriate.w Considerthepossibilityofprovidingcrèches.w Considerwaystoaccommodatebreastfeeding

mothers.

w Knowtheculturalboundariesinthesocietyinwhichyouoperate.

w Trainanddevelopmanagerstounderstandcultural differences.

w Adjustworkplacepracticestofacilitatereligiousculturalpracticeswherepossible.

w Checkyourrecruitmentrequirements:aretheyabsolutelynecessary?

w Considerwaysofprovidingtrainingtopotentialemployeestoimprovetheirchancesofemployment.

w Considerwhetheryoucanworkwithgovernment,workers’organizationsandother

Management tip 12

Identify need for non-discriminationstrategy

Prepare baseline information

Reviewandchangerecruitment policies

Assess payment practices

Implementananti-harassment policy

Developfamily-friendly policies

Understandculturaland religious diversity

Involveunder-represented groups inyourworkforce

5

Book

4: M

anag

ing

equa

lity i

n th

e wo

rkpl

ace

stakeholderstodevelopthepotentialofunder-represented groups.

w Examinewaysinwhichjobscanbereadjustedtoaccommodatepersonswithdisabilities.

w Haveahealthmanagementsystemwhichseeks to rehabilitate or reintegrate employees whohavelong-termhealthproblems.

w DevelopapolicyonHIV/AIDS.

w Ensureyourmanagersandworkforceknowthestandardsofbehaviorexpectedofthemandareawareofcompanypolicies.

w Letmarginalizedcommunitiesknowaboutyour programs.

w Accentuatethepositiveadvantagesofnon-discriminationwithallstakeholders.

Deviseastrategytodealwithdisabilityand health issues

Communicate

Source:InternationalFinanceCorporation:Good practice note: Non-discrimination and equal opportunity, No.5 (January 2006).

1.1. Commit to equality, adopt an equality policy

Employerswhotakeequalityseriouslyshouldadoptanequalitypolicytoformallycommittotheprinciple of equality of opportunity and treatment in their company human resource practices. Just asanyothermajor companypolicy, theequality policy shouldbe carefully preparedandapprovedbythecompanyboard.Strongseniormanagementsupportisessentialtothesuccess of the equality policy implementation. After adoption the policy should be displayed andcirculatedintheworkplace.Manysuccessfulcompanieschoosetoalsoincorporatetheircommitmenttoequalemploymentintheirmissionandcorevalues.

The equality policy should be prepared carefully and in consultation with workers’ organizations or other employee representatives. The nature of the equality policy and its mannerof implementationvary fromcompany tocompany, forexampledependingon thesizeandoperationalrequirementsoftheenterprise.Smallerfirms,forexample,mayrequirealesserdegreeofformality.Thereare,however,commonelementsthatshouldappearinallequality policies.

Guidelines for preparing an equality policy

w Issue the policy in written form.

w State the company’s commitment to equality in all human resource policies and practices.Confirmthatno discrimination or harassmentwillbetoleratedinthecompany.

6


Book

w Definethegrounds of discriminationcoveredbythepolicy.Ensurethatatleastthegroundscoveredinthelawareincluded,andaddmoreasapplicable.

w Publishthepolicythroughcompanynoticeboards,staffnewsletters,employeehandbooks,e-mailandthelikesothatstaffknowsthatthepolicyisinplace.

w Definethecoverage of the policy by listing the recruitment and employment decisions towhichtheequalityprinciplewillbeapplied.

w State explicitly the commitment of the company board and senior management to the equalitypolicy.Havethepolicysignedbytheboardorthechiefexecutiveofficerofthecompany.

w Assign a member of the senior management the responsibility for putting the policy into practice and for monitoring progress.

w Appoint an equality coordinator to coordinate implementation of the policy.

w Trainmanagers,supervisorsandthestaffonequality.

w Conduct an equality auditinthecompanytoreviewtheexistinghumanresourcepolicies and practices and to document the current staff demographics in different typesofjobsinthecompany.

w Giveabriefoutlineonhowthepolicyistobeimplementedanditsobjectives.Providefor preparation of an action plantodefinetheconcreteactionsandaffirmativeactionmeasures to be taken.

w Outlinehowtheeffectivenessofthepolicywillbemonitored.

w Includeadescriptionofhowdiscriminationrelatedproblems and complaints are handledintheworkplace.Theprocedureforgrievancehandlingcanalsobeadoptedin a separate document.

Consultation with employees and workers’ organizations

Equalitypolicyshouldbedevelopedinconsultationwiththeworkers’organizationsorotheremployee representatives. Theobjectivesof thepolicy canonlybeachieved if employeesacceptintroductionofthepolicyandsupportitseffectiveimplementation.Theconsultationsofemployeesandtheworkers’organizationsshouldbeinitiatedattheearlystageofpolicyformulation and continued throughout the process.

Commitment from the Board and senior management

Theequalitypolicyshouldbeapprovedbythecompanyboardandsignedbytheownerorchiefexecutiveofficer(CEO).ThesupportfromtheCEOandseniormanagementisoneofthemost critical factors that contribute to the successful implementation of equality measures in thecompany.ItisimportantforCEOstoleadbyexampleandinvolvetheseniormanagementteam in the implementation of fair employment practices.

7

Book

4: M

anag

ing

equa

lity i

n th

e wo

rkpl

ace

Tostrengthentheresponsibilityoftheseniormanagementonequality,personalaccountabilityformeetingtheobjectivescanbeestablished. Inmany leadingcompanies,managersandsupervisorsareheldaccountablefortheirpersonalbehavioraswellasmeetingfairemploymentobjectives,suchasdevelopingandmentoringwomenleadersoremployingolderworkers.2

2 ILO:As one employer to another… What is all this about EQUALITY?BureauofEmployers’Activities(Jenewa,1996);NewZealandEmployers’Federation:A guide for employers on discrimination in employment(Wellington,1993);HongKongEqualOpportunitiesCommission:Equal opportunity essentials kit for SMEs (Hongkong);SingaporeCentreforFairEmployment:Fair employment: Leading fair employment practices handbook(Singapura,2009).

Sample equal opportunity policy

Below is a sample equal opportunity policy for SMEsdevelopedbyHongKongEqualOpportunitiesCommission.TheEqualOpportunitiesCommissionencouragescompaniestoadaptthepolicytotheirspecificcompanyneeds,adoptit,andendorseitwiththecompanyseal.

Sample equal opportunity policy

__________[add company name]_____is an equal opportunity employer. Thismeanswemakesurethateveryjobapplicantandemployeehasequalemploymentopportunities.Youwillnotbedisadvantagedbecause of your sex, pregnancy, disability, race, marital status or family status______[addanyothercharacteristicsyouwouldliketoinclude]_______duringyouremploymentorwhenapplyingforajobwithus.Whatmatterstousisthatyouarethebestpersonforthejobandthatyoudoagoodjob.At______[insert company name] _______webelievethateveryonehastherighttoworkinanenvironmentfreeofdiscrimination,harassment,vilification,andvictimization.Wewillnottoleratesuchbehaviourunderanycircumstances.

Discrimination

Wewillnottoleratedirectorindirectdiscriminationbasedonsex,pregnancy,disability,race,maritalstatusorfamilystatusor_____[add any other grounds]_____.

Direct discriminationiswhenyouaretreatedlessfavourablybecauseofyoursex,disabilityorotherprotectedcharacteristicpreviouslymentioned.Forexample,itwouldbedirectdiscriminationforasupervisortorefuseyoutrainingbecauseyouwerepregnant.

Indirect discriminationiswhenyouaretreatedthesamewayaseveryoneelsebutyoudonotorcannotcomplywitharule,conditionorrequirementofemploymentthatappliestoeveryonebecauseof

Management tip 13

8


Book

yoursex,pregnancy,disability,maritalstatusorfamilystatus,andahigherproportionofpeoplewhodonothavethatcharacteristicdoorcancomplywithit,andthereisnovalidreasonfortheruleorrequirement.(Forexample,apolicyofonlyhiringpeoplewhowereabletorelocateatshortnoticemaydisadvantagepeoplewhosefamilyresponsibilities(e.g.personswithyoungchildren)preventthemfromspeedyrelocation.)However,itwouldnotbeindirectdiscriminationifwe,asyouremployer,cangiveavalidreasonforsucharequirement.

Harassment

Wewillnottoleratesexualharassment,disabilityharassment,racialharassment or____[add harassment on any other characteristics you would like to include]______.Harassmentisbehaviourthatisnotwelcome,notaskedforandnotreturned,andwhichislikelytocauseanuncomfortableworkplacebyhumiliating,seriouslyembarrassing,offending or intimidating someone. All employees are responsible fortheirownactionsandshouldnotengageinpotentiallyoffensivebehaviour.Itisnotnecessaryforthepersonbeingharassedtohavetotellyouthattheywerehumiliatedoroffendedbythebehaviour.

Vilification

Vilificationofanemployeebecauseoftheirdisabilityisunacceptableinthisworkplace.Vilificationisanyactivityinpublicthatinciteshatred,serious ridicule or contempt of a person because of their disability. Wheresuchbehaviorincludesthreatsofharmorpropertydamage,itmayconstituteseriousvilification,whichisacriminaloffence.

Victimization

Wewon’tdisadvantageyouforcomplainingaboutunlawfulconductinthisworkplaceorforhelpingsomeoneelsetodoso.Wetakereportsofdiscrimination,harassment,vilificationandvictimizationveryseriouslyandwillhandlesuchcomplaintsasquickly,confidentiallyandfairlyaspossible.

Who this policy covers

Thispolicycoversmanagement,supervisors,allemployees,includingthoseoncommission,casualandcontractstaff.Italsocoverscustomersandanyoneelsetowhomweprovidegoods,servicesorfacilities.

Management tip 13

9

Book

4: M

anag

ing

equa

lity i

n th

e wo

rkpl

ace

What this policy covers

Thispolicycovers:• Advertisingforjobvacancies.• Recruitment.• Traininganddevelopmentopportunities.• Workallocation.• Shifts,rosters,hoursofworkandovertime.• Salarylevelsandpackages.• Leavearrangements.• Pregnancyarrangementsandassociatedleave.• Performanceassessment.• Disciplinaryprocedures.• Restructuring.• Dismissal,redundancyandterminationofemployment.• Provisionofgoods,servicesandfacilities.

Resolving problems

Ifyoufeelyouarebeingunlawfullydiscriminatedagainst,harassed,vilifiedorvictimized,wewouldlikeyoutotellusassoonaspossiblesowecanresolvetheissueorproblemattheearliestopportunity.

WehaveaprocedureforhandlingEOrelatedproblems.Wewon’tvictimizeyouforspeakingoutandwillnotallowanyemployeeofthiscompanytodoso.Employeesfoundtohaveengagedinunlawfulbehaviourmaybedisciplinedand,inseriouscases,dismissed.

____________________________________ Date _____________________

Signature of business operator /companyseal

Management tip 13

Source: Adopted fromHongKong EqualOpportunities Commission:Equal opportunity essentials kit for SMEs (Hongkong).

10


Book

1.2. Conduct an equality audit

Review of policies and practices

Thefirststepthateveryemployercommittedtopromotingequalityshouldtakeistoreviewthecompanyhumanresourcemanagementpoliciesandpractices.Allexistingpolicies,practicesandprocedureson recruitment, remuneration,entitlement tobenefits,defining termsandconditionsofwork,access tovocational training,advancementandpromotion,aswellasterminationofemploymentcontractsshouldbereviewedandneedsforamendmentsidentified.Thereviewofhumanresourcemanagementpoliciesandpracticesshouldbeconductedinconsultationwithworkers’organizationsorotheremployeerepresentatives.

Identifying hidden barriers through workforce assessment

Reviewingpoliciesandpracticesatfacevalueisnotenoughtoidentifyallbarrierstoequalityinthe company human resource management practices. Most barriers to equal opportunity and treatment are hidden,andtheycanonlybeidentifiedbyanalyzingtheactualmakeupofthecompanyworkforce.Employersshouldcarryoutaworkforceassessmenttoanalyzestatisticaldataonwhoisinthecompany’sworkforce,intermsofe.g.sex,age,ethnicity,disabilityetc.Thisanalysis can help in identifying those policies or practices that (intentionally or unintentionally) create invisible or institutional divisionsamongtheworkforce.

Themanner inwhichtheworkforceassessment iscarriedoutandthedegreeof formalityneededwillvarywiththesizeoftheorganization.Inasmallorganizationwithasimplestructureaninformalreviewtoassessthedistributionandpaymentofemployeesmaybeenough.Inalargerandmorecomplexorganization,amoreformalanalysismayberequired.Workers’organizationsorotheremployeerepresentativesshouldalwaysbeinvolvedinplanningandexecutionoftheworkforceassessment.

Guidelines for analyzing the data from a workforce assessment:

w Assess the staff compositionintermsofsex,ethnicityetc.indifferentkindsofjobsinthecompany,forexampleineachmajorgroupingwithintheorganization(e.g.managerial,clerical,skilledorunskilledemployees),eachoccupationalgroup(e.g.engineering,processwork)andtypeofemployment(e.g.undetermineddurationorfixeddurationcontracts,fullorpart-time).

w Lookatwhatkindsofpersonsapplytoworkinyourcompany,whoyouinterviewandwhogetsrecruited in your company.

w Establishwhatthepay levels for different groups of employees are in your company.

w Compare performance ratings of different employee groups in the company.

w Monitorwhoappliesfortrainingopportunitiesinyourcompany,andwhoisprovidedwithtrainingandinwhatworkareas.

11

Book

4: M

anag

ing

equa

lity i

n th

e wo

rkpl

ace

w Monitorwhatkindsofpersonsapplyforpromotioninyourcompany,andwhogetspromoted.

w Analyze the lines of progression,i.e.theorderofjobsemployeespassthroughintheprocessofpromotion.Establishthelevelsatwhichmembersofdifferentgroupsofemployeesareworkingtoidentifypossiblebarrierstoemploymentpromotion.Analyzewhethersomestaffmembersareinpositionswheretheycannotmakefulluseoftheirskills and talents.

w Analyzewhotakesongrievancesinyourcompany,andforwhatreason.

w Analyzewhoisabsent or sick,andforwhatreason.

w Analyzewhoyoudismissandwholeavesthecompany,andforwhatreasons.

Whenanalyzingthedatalookatsignificantdifferencesbetweengroupsofworkers(e.g.women,men,ethnicminorityemployees)andidentifytrendsovertheperiodsoftime.Whensignificantdifferencesarefound,thereasonsforthemshouldbeanalyzed.Thefindingsoftheworkforceassessmentwillformthebasisofdefiningtheaffirmativeactionmeasurestobetakeninthecompany as part of its equality action plan.

Inmostcases,theworkforceassessmentrequirescollection of personal information,suchasmaritalstatus,ethnicity,orage, fromemployeesforanalyticalpurposes. It is importantto explain to employees that data is collected solely for the purposes of identifying areas for improvementinthecompanyhumanresourcepracticesanddetectingneedsforadoptionofequality measures in the company. Employees should be ensured that their personal data willbehandledconfidentially. Inanycase,provisionofpersonal informationshouldalwaysbevoluntary.3

Pay equity audit (objective job evaluation)

Payequity auditsare carriedout toassesswhether salary levels for different jobs in theorganizationaredeterminedatfairandequallevel.Thepayequityauditfocusesonassessingthevalueofdifferentjobs,bycomparingknowledge,effort,responsibilityandworkingconditionsofdifferentjobs.

Comparingthevalueofjobsshouldbedonethroughaplannedandstructuredprocessfreefrom any discriminatory bias. Most often companies appoint a committee to plan and carry out thepay equity audit process.Bothmanagersandemployeeorworkers’ organizationrepresentativesshouldberepresentedinthecommittee.

3 ILO:As one employer to another… What is all this about EQUALITY?BureauofEmployers’Activities(Jenewa,1996);NewZealandEmployers’Federation:A guide for employers on discrimination in employment(Wellington,1993);ACAS: Delivering equality and diversity(London,2009).

12


Book

Guidelines for conducting a pay equity audit

TheMinistryofManpowerandTransmigrationissuedGuidelinesforEmployersonconductingGender-NeutralPayEvaluationsin2013.TheseGuidelinesprovidestep-by-stepguidancetoemployersonhowtoconductpayevaluationssoastoensureworkofequalvaluereceivesthesameremuneration.TheseGuidelinescanbefoundat-XXX

Define an equality action plan

Theequalitypolicyadoptedbythecompanyneedstobebackedupbyconcreteactiontoreviewand change company policies and practices. In order to ensure successful implementation of equalitymeasures,itisbesttoformulateanaction planclearlydefiningtheobjectives,stepsand timeline for implementation.

Thecompanyequalityobjectivesshouldbedefinedonthebasisoftheneedsandchallengesidentifiedintheequalityaudit.Workers’organizationsorotheremployeerepresentativesshouldbeconsultedonsettingtheobjectivesandonselectionofstepstoachievetheobjectives.Special affirmative action measurescouldbedefinedtotacklethechallengesidentifiedintheworkforceassessment.

Equality action plan

Theactionplanshould:

1. Describetheimmediateobjectivesinspecificterms.

2. Definetheconcretestepsandactionsneededtoachievetheobjective.

3. Assignclearresponsibilityforachievingtheobjective.

4. Set a realistic target date.

5. Establishaprocedureforevaluatingtheactiontaken.4

4 SeeNewZealandEmployers’Federation:A guide for employers on discrimination in employment (Wellington,1993);ACAS: Delivering equality and diversity(London,2009).

13

Book

4: M

anag

ing

equa

lity i

n th

e wo

rkpl

ace

Someexamplesofactionplanmeasurescouldinclude:

Objective 1: Ensure that all recruitment policies and practices are free from discrimination.

Steps: Reviewallrecruitmentpoliciesandprocedures(includingjobapplicationformsandotherrecruitmentdocuments),andremoveanydiscriminatoryelementsinthem.Trainallstaffinvolvedinrecruitmentprocessesonnon-discriminatoryshortlistingandinterviewingpractices.Writeobjectivejobdescriptionsandcompetencystatementsforalljobs.

Responsibility: Seniormanagerresponsibleforequality.Humanresourcedepartmenttocarryoutthereviewandtocoordinatethetrainingactivities.

Targetdate: Within3months.

Evaluation: Humanresourcedepartmenttomonitorimplementationoftheactivities,andtoevaluatetheimpactonactualrecruitmentoutcomes.

Objective 2: Eliminate all forms of harassment in the workplace.

Steps: Develop,publicizeandputinpracticeacompanypolicyonharassment and establish a procedure for handling related complaints. Train all staff and managers on the policy and use of the complaints procedure.

Responsibility: Seniormanagerresponsibleforequality,humanresourcedepartment.


Evaluation: Humanresourcedepartmenttomonitortheuseofthecomplaints procedure.

14


Book

Affirmative action measures (positive action)

Affirmativeactionmeasuresarespecialtemporarymeasurestoredresstheeffectsofpastorcontinuingdiscriminationinordertoestablishequalityofopportunityandtreatmentbetweendifferent groups of employees in the company. These measures target a particular group of employeesorjobapplicants(suchaswomenormen,workerswithdisabilities,ethnicworkers,orolderworkers)thatareunder-representedinthecompanyorincertainkindsofpositionsinthecompany. Some examples in Indonesia include the quota of 30% set for female Parliamentary candidatesandthequotaofemploying1personwithadisabilityforevery100employees.

Affirmativeactionmeasuresarealsoimportantforfightinghorizontalandverticaljobsegregationbasedonbias,attitudesorstereotypedideasabout“whatkindofworkissuitableforwhatkindofperson”.5Somewaysthiscanbeaddressisbypromotingwomen’saccesstowiderrangeofoccupationsinIndonesia,includingthoseatseniorlevelsandinjobstraditionallydominated by men.

Employers shoulduse the resultsof theequality audit todeterminewhatkindofpositivemeasuresareneededinthecompanytoevenoutunequalrepresentationofdifferentgroupsofemployeesindifferenttypesofjobs.Someexamplesofaffirmativeactionmeasuresinclude:

w Special recruitment programmes.

w Specialcareerdevelopmentcourses.

w Upwardmobilityprogrammes.

w Goals,targetsorquotas.

Theaffirmativeactionmeasuresshouldbeincludedinthecompanyequalityactionplan,andclearobjectives,steps,responsibility, timeframeandmethodsformonitoringeffectivenessshouldbedefinedforeachmeasure.Forexample:

5 ILO:Equality and non-discrimination at work in China: Training Manual(BeijingdanBangkok,2010);NewZealandEmployers’Federation:A guide for employers on Discrimination in Employment(Wellington,1993);ACAS: Delivering equality and diversity (London,2009).

Objective 3: Increase recruitment of ethnic minority applicants gradually by 10 per cent.

Steps: Includeaspecialnoticeinthejobadvertisementstoencourageethnicminoritypersonstoapply.Placetheadvertisementsinethnicminoritynewspapersandcommunitycenters.Trainallstaffinvolvedinrecruitmentonequality.

Responsibility: Seniormanagerresponsibleforequality,humanresourcedepartment.


Evaluation: Humanresourcedepartmenttomonitortheethnicityofnewrecruits.

15

Book

4: M

anag

ing

equa

lity i

n th

e wo

rkpl

ace

Objective 4: Increase proportion of women in senior management positions up to 30 per cent.

Steps: Advertiseallopportunitiesfortrainingandpromotionopenlyandencouragewomentoapply.Ensurethattrainingcoursesareorganizedsothatwomenwithfamilyresponsibilitiescanalsoattend.Provideindividualcareercounselingtowell-performingwomenwithleadershippotential.

Responsibility: Within3years.

Targetdate: Seniormanagerresponsibleforequality,humanresourcedepartment.

Evaluation: Humanresourcedepartmenttomonitorthesexofpersonspromoted.

Examples of special equality measures adopted at company level – New Zealand

ThefollowingareexamplesofstrategiesusedinsuccessfulequalityprogrammesinNewZealand.

Recruitment

• Developspecific recruitment programmesforoccupationswhere,forexample,womenandmembersofethnicgroupsareunder-represented.Recruitingeffortsmightinvolvecommunicationwithrelevantnetworksandtheuseoftheethnicpressandradioetc.

• Developmature-age entry programmes and generally facilitate workforcere-entrythroughretrainingprogrammesandthelike

• Liaisewithrelevantgroupstodeterminestrategiesforincreasingtheirrepresentation,e.g.withethnicminoritiesorworkerswithdisabilities,either in the enterprise or the community

• Liaiseregularlywitheducationalinstitutionstofacilitatetherecruitmentoftechnicallyandprofessionallyqualifiedmembersofminority groups

• Reviewcompanyjobadvertisementsandcareerinformationmaterialstoeliminateanyexistingbiasincontent,languageandpictures

• Periodicallyreviewrecruitmentstrategiesforanyremainingbias

• Developingtrainingcoursesinselectiontechniqueswherepossiblesources of discrimination are described and discussed

Management tip 14

16


Book

Training and staff development

• Establishappropriatecareer development courses

• Extendtrainingactivitiestoprovidecourses in necessary basic skillssuchasthelocallanguage,letterwritingandbasicofficeadministration skills. Course access should not be limited to people already in positions requiring the use of these skills

• Provideinduction coursesforallemployees,including,whererelevant,forspecificgroupsofemployees

• Provideforindividual career counseling and ensure that all employees aretoldaboutthisservice

• Identifytraining needsfordesignatedgroupsinconsultationwiththegroupofworkersdirectlyconcerned

• Encouragemembersofparticulargroupstoapplyforandtoenrollinboth external and internal training programmes,andreviewcoursenomination procedures

• Introduceperiodicequalityorientationcoursesforallstaff,toprovideinformationonequalityandtopromotecontinuingawarenessoftheneed for equality promotion

• Examineexistingtrainingmaterialsforbias.Developnewtrainingmaterial for use in equality orientation courses and in equality segments in other training courses

• Incorporateanequalitysegmentintorelevanttrainingcourses,suchaspublicrelations,supervisordevelopment,effectivemanagementskills,interpersonalrelationsandorganizationaleffectivenesscourses

Promotion and career opportunities

• Developupward mobility programmesforlow-levelemployeessothattheyhavetheopportunitytogainskillswhichwillenablethemtocompeteforhigher-levelpositions,forexample,through“bridging”positions

• Breakdownoccupationalstereotyping.Notonlymen,forexample,areengineersnorwomenearlychildhoodeducators

• Implementjobredesignandjobrotation programmes

• Compileregistersand/orpersonnelskillsinventoriesusingobjectivecriteriasothatmanagersbecomemoreawareofwhoisavailableformanagementandtop-leveljobs

• Ensurethatrelevantmeritisalwaysthebasiccriterionforanyappointmentorpromotion,andteam diversity and affirmative action measures are taken adequately into consideration.

Management tip 14

Source:NewZealandEmployers’Federation:A guide for employers on Discrimination in Employment (Wellington,1993).

17

Book

4: M

anag

ing

equa

lity i

n th

e wo

rkpl

ace

1.3. Implement the equality policy and action plan

Internal communication

Theequalitypolicyandactionplanareonlyeffectiveiftheyaremadeknowntoallstaffandmanagers.Staff andmanagers should knowwhat is and is not acceptable behavior or practice in theworkplace,andwhat their rights and responsibilities are. To ensure that theequalitypolicyiseffectivelycommunicatedtoallemployees,informationontheequalitypolicyshouldbeincludedinthedossiersgiventoallnewemployeesandregularupdatesonthepolicyimplementationshouldbeprovidedtoallstaff.Somerecommendedavenuesforcommunicatingequalitypracticesinternallyinclude:

w CEO speeches and messages.

w Employeehandbook,HRcirculars,staffnewsletterandcompanyintranet.

w Informationflyers,handouts,brochuresandotherPRmaterialsannouncingtheequalitypolicyandshowcasingsuccessstories.

w Postershighlightingequalityofopportunityandtreatmentasthecorevalueofthecompany.

w Briefingsessionsonthepolicyduringstaffmeetings,companyeventsortrainingworkshops.

Employersshouldensurethatemployeeshaveapossibilitytocommunicatetheirviews,ideasand concerns on the implementation of equality measures in the company. This two-way communication can be organized through formal mechanisms (e.g. suggestion box) or informal discussions.Whennecessary,thecommunicationsbyemployeesshouldbekeptconfidential.Implementation of equality measures in the company should be carried out in consultation withworkers’organizationsorotheremployeerepresentatives.

Equality training

Training managers, supervisors and staff involved in making recruitment and employment decisions on equalityispivotalforsuccessofanyequalitypolicy.Onlyifmanagersknowhowtoensureequality ineveryhuman resourcemanagement relateddecision theymakecandiscriminationbeeliminated in thecompanypractices.Trainingshould focusonprovidingmanagerswithpracticalskillsandtoolsforcarryingoutafairrecruitmentprocessandmanagingadiverseworkteam.Managersshouldalsobeadvisedonhowtodevelopthepotentialofteammemberswhileharnessingthedifferencesthateachteammemberbrings.Equalitytrainingprovidedtoall staffandmanagerscanalsohelpchangethewaystaffandmanagersperceivedifferences,encouragingthemtoseediversityasasourceofcorporatestrength.6

6 SeeSingaporeCentreforFairEmployment,Fair employment: Leading fair employment practices handbook(Singapura,2009);HongKongEqualOpportunitiesCommission:Equal opportunity essentials kit for SMEs(Hongkong).

18


Book

Appointing an equality coordinator

Employers should appoint an equality coordinator to coordinate the implementation of the equalitypolicyandactionplan.Dependingontheneedsofthecompany,afull-timeequalitycoordinatorpostcanbeestablished,ortheresponsibilityforequalitycoordinationcanbemadea part of the duties of an existing employee. Most often the equality coordinator is somebody in the company human resource department.

The equality coordinator should report directly to the senior manager responsible for equality. Themaintaskofthecoordinatoristoensurethatthestepsdefinedintheequalityactionplanareimplementedwithintheagreedtimeframetorealizetheobjectivessetinthepolicyandthe action plan.

The coordinator should takeanactive role in facilitating change in the company throughengagingemployeesandmanageratalllevels,andcreatingawarenessontheimportanceofequality.Heorsheshouldalsoprovidepracticaladviceandassistancetolinemanagersinensuringthatequalhumanresourcepracticesareappliedatalllevels.Thecoordinatorshouldalsobethefirstcontactpointforemployeeswhofeelthattheyhavebeendiscriminatedorharassedattheworkplace.

Remember the role of middle managers and supervisors

The successful implementation of fair employment practices imposed by the top managementrequirespositiveinvolvementandsupportofmiddlemanagersand supervisors.Middlemanagersand supervisors caneither serveasacatalyst for change in the adoption of fair employment practice or may hinder the organization’s commitment to equality of opportunity and treatment.

It is important for organizations to ensure that middle managers understand the rationale formeritbasedemploymentpracticesandaffirmativeaction,andtheirrole inthe implementationofthesepractices. Inaddition,middlemanagersandsupervisorsneedtobeawareofthebenefitsoffairemploymentpractices andhow theywill impact the performanceof employeeswithinthe organization. They are in the position to understand the concerns of employees and communicating these concerns to the senior management. Middlemanagersalsoplayavitalroleinexplainingfairemploymentinitiativesimplemented by the organization.

Howcanorganizationsinvolvemiddlemanagersintheimplementationoffairemploymentpractices?

Management tip 15

19

Book

4: M

anag

ing

equa

lity i

n th

e wo

rkpl

ace

1.4. Monitor the equality policy and action plan

Policy review

Itisrecommendedthattheequalitypolicybemonitoredregularly,preferablyannually,toensurethatitisworkinginpracticeandthattheactionstakentopromoteequalityaresuccessful.Thereviewshouldbeplannedandimplementedbyajointcommitteeconsistingofmanagementandworkers’ organizations or other employee representatives. Soliciting feedback fromemployees on the functioning and impact of the equality policy and action plan is a crucial part of monitoring progress.

Thedegreeofformalityneededwillvarywiththesizeoftheorganization.Inasmallorganizationaninformalreviewtothefunctioningandtheimpactsofthepolicyandactionplanmaybeenough.Inalargerandmorecomplexorganization,amoreformalanalysismayberequired.

Data collection and records

Withregardstocollectingdataontheexistingworkforceofthecompany,themethodologyusedofcarryingouttheworkforceassessmentbeforethedesignoftheactionplancanbeappliedalso for monitoring purposes. See Section 8.2 Conduct an equality audit.

1. Communicatetomiddlemanagerswhatfairemploymentpracticesare,andthebenefitsgainedthroughimplementationofsuchpractices.

2. Helpthemunderstandtheirownroleintheimplementationofsuchpractices.

3. Providethenecessaryexpertiseandcompetencyforexamplethroughtrainingopportunitiesonhowtohireonmerit.

4. Providetheappropriatetools,recruitmentguidesonfairhiringandotherHRpolicies.

5. Helpthemtobeconsciousoftheirownbiasandstereotypes,andencouragethemtobeopenandreceptivetonewideasandwaysofdoing things.

6. Holdthemaccountableforandproviderewardsforthesuccessfulimplementation of fair employment measures and outcomes. Where possible,shareandshowcasesuccessfulcasestudieswithemployees.

Source:SingaporeTripartiteCentreforFairEmployment:FairEmployment.LeadingFair Employment Practices Handbook (Singapura).

Management tip 15

20


Book

Employersshouldkeeprecordsonallemployeesandallemploymentdecisionsmade.Well-maintainedup-to-daterecordsincludeinformationusefulformonitoringtheequalitypolicyandactionplan,andsavetheemployerfromcollectingthedataeverytimetheperiodicreviewisdue.Whilegivingpersonalinformationmustalwaysbevoluntary,theemployersshouldmakesurethatemployeesandjobapplicantsunderstandthepurposeforcollectingtheinformationandtheimportanceofmonitoring.Personaldatacollectedfromemployeesandjobapplicantsshallbekeptconfidential.7

Data analysis and outcomes

The data analysis should focus on identifying any impact of the equality measures and affirmativeactionimplementedinthecompanies.Thisshouldbedonebyreviewinganychangesinthecompanystaffcompositionindifferentjobsandatdifferentlevels.Samemethodofdataanalysiscanbeusedaswhenconductingtheworkforceassessment. See Section 8.2 Conduct an equality audit.

w Iftheworkforceassessmentshowsclearimpacts(i.e.disappearanceorreductionofthedisparities),theequalitypolicyandactionplanhavebeensuccessful.Theneedforcontinuingtheexistingpositivemeasuresshouldbeassessed,andunnecessarymeasuresshouldberemoved.

w Ifnoimpactcanbeidentified,theequalitypolicyandactionplanarenoteffective.Theemployersandworkersshouldworktogethertodesignnew,moreeffectivemeasuresto promote equality.

w Themonitoringresultsshouldalsobeusedtoidentifynewareasforequalitypromotion.Clearobjectives,steps,responsibility,timeframeandmonitoringarrangementsshouldbedefinedforthesemeasures,andtheyshouldbemadepartofthe company equality action plan.

Continuous improvement

The results and outcomes of the monitoring should be used to formulate a next round of equalitymeasures in the company. Keeping the company free fromnon-discriminationrequirescontinuouscommitmenttoequalitypromotion.Withoutproperattentionevenalreadyeradicated discriminatory practices may reappear. For this reason true commitment equality requires commitment to a cycle of continuous improvement. See Section 2.2 Basics of equality management.

7 SeeNewZealandEmployers’Federation:A guide for employers on discrimination in employment (Wellington,1993);ACAS: Delivering equality and diversity(London,2009);HongKongEqualOpportunitiesCommission:Code of Practice on the family Status Discrimination Ordinance(Hongkong).

21

Book

4: M

anag

ing

equa

lity i

n th

e wo

rkpl

ace

1.5. Communicate your progress

It is useful for companies to inform their stakeholders and the general public about their equalitypracticesandtheachievementsmadethroughimplementationoftheequalitypolicyandactionplan.Communicatingthecommitmenttoequalitywillalsohelpinstrengtheningthecompanybrandimage,whichcanhelpthecompanyinattractingtalenttothecompanyandbuildingnewcustomerbase.

22


Book

23

Book

4: M

anag

ing

equa

lity i

n th

e wo

rkpl

ace

Employersshouldsetupaprocedurefordealingwithemployeegrievancesandcomplaintsofdiscrimination.Awell-functioninginternalprocedureforgrievancehandlingallowsswiftandflexiblehandlingofthecomplaints,andassuchcanplayanessentialpartincultivatinggoodworker-managementrelations.Discriminationrelatedproblemsarebestsolvedthroughpracticalamendmentsinpolicesorpracticesattheworkplacelevel.Itshouldalsoberememberedthatdisregarding employees’ complaints until they take their case to Industrial Relations Courts isriskyforthecompany,aslettingtheproblemgopublicislikelytocausethecompanybadpublicity.

Guidelines for developing a grievance procedure:

w Preparethegrievanceprocedureinwrittenform.Itcanbepreparedseparatelyoraspart of the equality policy.

w Statethecompany’scommitmenttoresolvinganydiscriminationrelatedgrievanceinfair,confidential,efficientandthoroughmanner.

w Committocarryingproperinvestigationsineachcaseandhandlingallgrievancesseriously.

w Ensureconfidentialityoftheprocedure.

w Guaranteethatboththecomplainantandrespondentwillbetreatedfairly.Bothsidesshouldbeallowedtoclarifyandexplaintheirpositiontoavoidmisunderstanding.

w Prohibitvictimizationandpenalizingoftheemployeebringingthegrievance.

w Definethestepsforbringingacomplaintondiscrimination.Thestepsshouldbesimpleand accessible to all employees.

w Thecomplainantshouldbeabletochoosebetweenaninformal procedure and a formal company investigationtosolvetheissue.Itisagoodpracticetodefineclearprocedures for both approaches.

w Definethetimeframeforhandlingthecaseandgivingaresolution.

w Provideforresolvingthematteratthelowestpossibleleveloftheorganization.

w Provideforanavenuetobringthegrievanceuptothenextlevelofmanagementiftheemployeeisnotsatisfiedwiththesettlement.

w State that both sides of the dispute should act in good faith and collaborate to reach a settlement.

2. DEALING WITH DISCRIMINATION RELATED COMPLAINTS

24


Book

Theprocedureshouldbemadeknowntoallemployees,andlinemanagersshouldbetrainedondealingwithcomplaintsinaccordancewiththeprocedure.Theemployersshouldalsomakesurethatlinemanagersandsupervisorsunderstandtheimportanceofthegrievanceprocessandtheirpersonalroleinmaintainingharmonyintheworkplaceamongstallemployees.8

The senior manager responsible for equality should be made accountable for ensuring the procedureisfollowed.Theequalitycoordinatorshouldmonitortheuseofprocedureregularly,and take note of the outcomes of the procedures.

8 SeeSingaporeTripartiteAlliance for FairEmploymentPractices (TAFEP):Tripartite guidelines on fair employment practices (Singapura);HongKongEqualOpportunitiesCommission:Equal opportunity essentials kit for SMEs(Hongkong);HongKongEqualOpportunitiesCommission:“Sexualharassmentintheworkplace”,inGood management practice series (Hongkong).

Sample procedure for handling equality related grievances

Below is a sample procedure for handling equality related problemsandgrievancesforSMEsdevelopedbyHongKongEqualOpportunitiesCommission.The Equal Opportunities Commission encourages companies to adapt the proceduretotheirspecificcompanyneeds,adoptit,andendorseitwiththecompany seal.

Sample procedure for handling equality related grievances

Thisprocedureexplainswhattodoifyouhaveanequalityrelatedproblem,issue or complaint.

At_____[company name]_________weunderstandthatitmaybehardforyoutoworktoyourfullcapacityifyouarebeingtreatedunfairlyorharassedatwork.Thatiswhywesupportequalopportunityinthisworkplace.Youcanobtainacopy of our equality policy from_______(say where)_______.

____[Add name of person responsible for equality]_____ is responsible for makingsurethisprocedureisfollowedandreviewedasnecessary.Ifyoubringaproblemtousitwillbehandledconfidentially,impartiallyandspeedily.

What to do if you have a problem

Wehaveoutlined theprocedure forhandlingproblems in steps.Notall ofthesemayapplytoyou,oryoumayfollowtheminadifferentorderthanshownhere.Youcanseekhelpfromthelocaldisnakerofficeatanytime,thoughwerecommendthatyoutrytoresolvetheissueatworkfirst,ifpossible.

Management tip 16

25

Book

4: M

anag

ing

equa

lity i

n th

e wo

rkpl

ace

Step 1: Talk to the person/people involved

Ifyoucan, it’sbesttotryandresolveissuesyourselfandtodosoassoonaspossibleaftertheincident.Weunderstandthatyoumaynotalwaysfeelcomfortabledoingso,particularlyifyouhaveaproblemwithasupervisor.

Step 2: Talk to the person responsible for equality

Ifyouwouldliketotalkoveranissueorfindoutwhatyourrightsare,maketimetotalktoourcompany’sequalityrepresentative_____[insert name and contact details]____.Theywillmeetwithyouassoonaspossible.Ingeneraltheywillnotdiscussyourproblemwithanyoneelsewithoutyourpermission.Theonly exception to this is if you tell them something that may affect someone’s safety.

Dependingonwhatyoudecideandaftertakingdetailsfromyou,theequalityrepresentativewillapproachtheotherperson(s)involvedintheissueassoonaspossible(andpreferablywithintwoworkdaysofmeetingwithyou)andobtaintheir side of the story.

We strongly encourage timely complaint resolution. Within ____[time frame]___ afterspeakingtotheotherperson(s),and____[time frame]____ from the date youfirstapproachedthem,theequalityrepresentativewillspeaktowitnessesif theyneed further information.Witnessesmay includepeoplewhodidn’tactuallyseewhathappened,butwhoobservedyourreactionorotherrelatedbehavior.

Theequalityrepresentativewillthendecideiftheyhaveenoughinformationtoknowwhetheryourallegationhappened(usingthestandardofproofthatitismorelikelythannottohavehappened).Theywillalsoworkoutwhetherdisciplinary action is required.

Whereallegationsareproved,theequalityrepresentative(oryourmanager)willresolvetheproblemby:

• Bringingeveryonetogetherforameetingtoreachanagreement/resolveissuesiftheallegationisnotofaseriousnature

• Takingappropriatedisciplinaryaction(suchasrequiringanapology,counseling,anofficialwarning,transfer,demotion,lossofpromotionrights for a set period) against the person(s) responsible if the allegation is serious.

They may also arrange training on equality issues for all staff to ensure that everyoneknowswhatisandisn’tacceptableworkplacebehavior.

Management tip 16

26


Book

Source:AdaptedfromHongKongEqualOpportunitiesCommission:Equal opportunity essentials kit for SMEs(HongKong).

Step 3: Contact the ministry of manpower, workers’ organizations or a legal aid centre

Ifyouareunsatisfiedwiththedecisionreachedunderthisprocedure,oryoudonot feelcomfortablebringing it toourattention,youcancontact labourdepartmenthotline,workers’organizationsoralegalaidcentretogetfurtheradvice.

How will our company handle your problem?

Wewillhandleyourproblem:

• Confidentially--Onlythosedirectlyinvolvedinyourissueorcomplaint(includinganyonehelpingtosortitout)willhaveaccesstoinformationaboutit.Informationabouttheproblemwillonlygoonanemployee’sfileiftheyaredisciplinedinrelationtoit.

• Impartially--Everyoneinvolvedintheissuewillgetthechancetotelltheirsideofthestory,andwillbetreatedasfairlyaspossible.Thepersonhandlingtheissueorcomplaintwillnotmakeadecisionortakeanyactionuntilallrelevantinformationhasbeengathered.

• Speedily--Wewillhandleallissuesorcomplaintsasquicklyaspossible.Wherepossible,wewilltrytoresolveallissueswithin____[time limit]_____.

WewillnottolerateVictimization--Lessfavourabletreatmentordisadvantageofanyoneinvolvedinanissueorcomplaintbeinghandledunderthisprocedurewillbedisciplined.Malicioususeofthisprocedure(forexample,tolieaboutsomeone)willalsobedisciplined.Wewillnottakeanyactionwithoutproof.Wewillinvestigateallissuesbeforemakingadecisionand/ortakingaction.Wewillonlytakeactionifwebelievethatit ismorelikelythannotthattheallegations happened.

___________________________________ Date ______________________

Signatureofbusinessoperator/company

Management tip 16

book 4 managing equality in the workplace · 1.4 monitor the equality policy ... case for workplace...

Documents