powerpoint presentation · our recruitment and selection process . our performance management...
TRANSCRIPT
Leo Alexander Nicholas Senior Strategy, Policy and Performance Officer (Equalities)
Equality and Diversity -
Empowering our line managers
• Reduce inequality and poverty = effective and
accessible services
• Strengthen cohesion = coordinated and joined
ways of working
• Build community leadership and personal
responsibility = empowering staff and residents
Our vision: One Tower Hamlets
• The fastest growing population in the
UK
• Approximately 10% of the Tower
Hamlets population is LGB
• A commitment to having a workforce to
reflect the community
• ‘Valuing Diversity’ is a core value
The Tower Hamlets context
• 40% reduction in central government
funding since 2010
• Shrinking workforce but increasing
demand for services
• 40% of staff do not have daily access to
a computer
Challenges our managers face
• Recruitment and selection
• Performance Management
• Training
• HR and Equalities support
• Keeping our managers informed
How do we equip our managers to
tackle our challenges?
• Job descriptions and person
specifications – equality mandatory
• Application form – valuing diversity
• Interview – managing a diverse team (a
workforce to reflect the community)
• Ambassadors for equality and diversity
Our recruitment and selection
process
Our Performance Management
framework
• Golden thread approach
• Managers are responsible for including
equality objectives within the team plan
• Performance Development Reviews
(Appraisals) – ‘Valuing Diversity’
• A selection of Team Plans undergo a
peer review
• Mandatory for all staff and line
managers
• Ensuring our services are LGBT
inclusive is a corporate priority
• Training uptake is monitored and
reported on
• Several methods of training
Training our managers
• E-learning – LGBT awareness module for all
line managers
• Manager Essential training – Theatre
workshops
• Managers are responsible for ensuring their
staff have LGBT awareness training
• Bite sized (manager delivered) training for the
staff without access to PCs
Training continued…
• Tailored workshops – ‘managing diverse
teams and conflict’
• Equalities in practice and the
importance of monitoring sexual
orientation
• Managers briefings sent out monthly
Our HR and Equalities offer for
Managers
• Ensure that equality and diversity knowledge
is a criteria for recruitment and selection
• Hold managers to account for their team’s
contribution to corporate equality objectives
• Ensure E&D training is available to all
managers in accessible formats
• Ensure that managers have access to
support and information on the importance
diversity
Summary – How do you
empower your line managers?
Our end goal
PwC
PwC People Management
April 2016
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Be Yourself Be Different #openmind
Helen Campbell
PwC
PwC's People Management Approach
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PwC
PwC’s #Openmind training
PwC's People Management Approach April 2016
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PwC
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PwC's People Management Approach April 2016
Equipping our People Managers What tools and guidance do we provide
• PwC Professional – Inclusion at its heart
• People Manager portal – materials,
videos etc
• People Manager (PM) training
• Guidance before Moderation and Promotion - valuing difference and
understanding unconscious bias
• PwC’s 14 Employee Networks – there
to offer advice and guidance
• Talent and Inclusion and HC team – as required for specific guidance
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PwC
Case Studies
April 2016
New Joiner Transitioning
• Chris approached his People Manager to explain he was transitioning (FtM)
• People Manager asked central Talent & Inclusion team for some guidance
• People Manager supported Chris communicating the message to whole office – which received really positive feedback
• Chris and his People Manager have fed back from this experience to help change PwC’s policies around trans employees
PwC's People Management Approach
• Sam joined PwC because of GLEE@PwC. • Joined a Regional Offices with no GLEE
presence • His People Manager contacted the GLEE
network • Network supported her and Sam to help
him settle in new job • Sam became driving force for creation of
GLEE in his office
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PwC
What works well…and what could be better
PwC's People Management Approach April 2016
• Make a clear and strong link between performance management, business imperatives and delivery of the firm’s strategy
• Keep training and guidance up to date and use channels that appeal to the audience
• Ensure guidance is tailored for People Managers and for those being managed and have a feedback loop so People Managers can inform changes to policies
• Recognise the contribution that People Managers make to the business and give them enough time to do it
• Build in challenge on team diversity and balance as part of engagement review processes (e.g. risk and quality)
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