Forward-thinking organizations are setting their sights on fostering a more equitable future for their employees. We took a closer look at what diversity, equity, and inclusion (DEI) means, examined the difference between equity and equality, and gathered eight expert tips for promoting equity in your organization.
What does equality in the workplace mean?
Equality promotes an individual’s right to be different. It means fair treatment for all, regardless of gender, race, disability, religion, nationality, sexual orientation, or age.
In the workplace, equality means equal rights to all opportunities and freedom from discrimination, which is the unjust or prejudicial treatment of different categories of people, especially on the grounds of race, age, or sex.
In many countries, equality in the workplace is protected by law. For example, the U.S. Equal Employment Opportunity Commission (EEOC) “enforces federal laws that make it illegal to discriminate against a job applicant or an employee because of a person’s race, color, religion, sex (including pregnancy, gender identity, and sexual orientation), national origin, age (40 or older), disability, or genetic information.”
What’s the difference between equity vs. equality?
Where equality gives everyone access to the same opportunities, equity in the workplace means that there’s proportional representation in those same opportunities. In other words, equity levels the playing field.
What does that look like in an organization? Inclusion, for starters. Workplace inclusion ensures all employees feel welcome to participate and contribute.
What is diversity, equity, and inclusion?
Diversity, equity, and inclusion – frequently referred to as DEI – is the umbrella term for the programs, policies, strategies, and practices that execute a company’s mission to create and sustain a diverse, equitable, and inclusive workplace.
A culture of equity and inclusion is not only critical to the success of diversity efforts, but creating an equitable and inclusive workplace also creates a positive employee experience.
“You can’t have true inclusion without diversity,” said Judith Williams, Global Head of People Sustainability & Chief Diversity and Inclusion Officer at SAP. “If everyone has the same background, expectations, and experiences, inclusion is really easy. You don’t have to think about what it will take for people with different backgrounds and experiences to excel.
“It’s when you actually get diversity in your organization – a mix of gender, a mix of generation, a mix of cultural background – that you begin to ask the fundamental questions about: ‘Are we inclusive?’, ‘Are we being equitable?’, ‘Do people feel like they belong?’, and ‘Can everyone bring their best selves to work?’”
How do you promote equity in the workplace?
Broadly, fostering equity in the workplace looks the same for each organization: equal opportunities and fair representation for everyone. However, beneath the surface, there are nuances unique to each organization; nuances that will determine how you can successfully promote equity in your workplace.
Here’s how to get started.
Tip #1: Do your DEI research.
Step one? Be informed; learn the history, background, and context. “We need to educate ourselves first,” said Judith. “There’s a plethora of anti-racism resources out there that can be yielded via a simple Google search.”
Tip #2: Dig into your data.
The next step in promoting equity in the workplace is to understand where you are in terms of metrics. This will require collecting and analyzing your people data to assess the demographics of your organization, including your leadership team. Once you have the data, you can set benchmarks and metrics for the DEI goals you want to achieve.
Tip #3: Set measurable targets – and hold yourself accountable.
Whether for interviews, pass-through rates, or metrics around demographics of who you hire, organizations that set measurable targets will be more successful in fostering a diverse, equitable, and inclusive workforce.
Ready to take it one step further? Follow in the footsteps of brands like Adidas and make a public commitment to hiring from underrepresented groups.
Another way organizations hold themselves accountable to measuring DEI progress is by tying measurable outcomes to compensation – especially for those in leadership, but also to the overall bonus pool. Microsoft, as an example, has said that bonuses for their entire company will be tied to successfully achieving their diversity metrics.
Tip #4: Look at your hiring practices.
Look at your talent pipeline and the strategies your talent acquisition team uses to attract new employees. Be strategic about where you’re posting open positions. Go beyond the homogeneous networks to tap into diverse talent pipelines you might have previously ignored and/or didn’t realize existed.
For some demographics, you have to be proactive with your search strategies by posting on certain websites, advertising in specific publications, or doing outreach through dedicated organizations.
DEI is a powerful competitive advantage when it comes to hiring
Rusty O’Kelley, Managing Director at Russell Reynolds Associates
“Companies that recruit a diversity of candidates – and create inclusive and equitable work environments that encourage diverse employees to stay – will win the war for talent.”
Tip #5: Hire for culture contribution.
Conventional advice says to hire for culture fit, but progressive companies up the hiring ante by recruiting new employees for culture contribution. That means, hiring employees that not only align to your company’s values, but also bring diverse experiences and backgrounds to the table, too.
“In tech, we often hire for culture fit,” said Judith. “Instead, we should hire for culture contribution. We need to think differently and ask ourselves: ‘What does this new hire bring to my team that I don’t already have; what skills, background, and perspectives?’”
We should hire the best person for our team, not just the best person for the role
Tip #6: Institute intentional (and extended) onboarding programs.
More than ever, onboarding needs to extend beyond a new employee’s first week. Build onboarding programs that provide ongoing support for at least six months, or even the first year, to ensure new employees are set up for success.
“As part of onboarding, ensure that new employees – especially those that are from underrepresented groups – have a mentor,” said Rusty. “Then, check back in at regular intervals to reassess and ensure that the mentor-mentee relationship is a good fit.”
Tip #7: Avoid a diversity tax.
Sometimes organizations already have well-meaning policies in place, but the execution of those policies creates a diversity tax on the few.
For example, when you want to diversify your interview loop but you have just three women on your team of 100, you’ve essentially created a whole separate job for them – one they might not have time for, nor will help them get promoted.
Tip #8: Align ERGs with leadership sponsors.
Align your employee resource groups, or ERGs, with executive leadership sponsors to enable conversations around how to improve DEI in your workplace. This alignment also helps educate leadership about where the diverse talent is in the organization.
Introducing some tools to easily evaluate and audit machine learning models for fairness and bias
Mar 13, 2019 · 5 min read
E valuating machine learning models for bias is becoming an increasingly common focus for different industries and data researchers. Model Fairness is a relatively new subfield in Machine Learning. In the past, the study of discrimination emerged from analyzing human-driven decisions and the rationale behind those decisions. Since we started to rely on predictive ML models to make decisions for different industries such as insurance and banking, we need to implement strategies to ensure the fairness of those models and detect any discriminative behaviour during predictions.
As ML models ge t more complex, it becomes much harder to interpret them. Predictive models are usually a black-box function that takes a certain input (x) and outputs a prediction (y). Let’s say an insurance company wants to use a predictive model to measure the risk of taking a client on-board. The input (x) can consist of features or attributes such as race, age, gender, ethnicity, education level and income. They can also decide whether or not a person should be asked to pay a higher premium based on the model predictions that look into the same attributes I just mentioned. In the banking and financial industry in the United States, this may have some legal implications as it violates the Equal Credit Opportunity Act (fair lending) by not approving credit request of right applicants.
As the use of predictive models rapidly grows and deployed to make informative decisions to access some services such a bank loan, creditworthiness or employment, it is now important to audit and interpret the output decisions of those models and design for fairness in the early stages. In this article, I will discuss 5 tools that can be used to explore and audit the predictive model fairness.
FairML is a toolbox written in python to audit machine learning models for fairness and bias. It’s an easy way to quantify the significance of the model’s inputs. It uses four input ranking algorithms to quantify a model’s relative predictive dependence on model’s inputs.
For installation and demo code, you can refer to the main Github repo for the library.
The idea of a ” fairness dilemma ” permeates nearly every type of group decision, whether in government, business, or even among a family. In an ideal world, everyone involved in the decision-making process would emerge from the deliberation with a similar level of satisfaction — the textbook definition of fairness.
However, many things get in the way of that desired outcome, and it can be tempting to throw fairness out the window in favor of efficiency or shaping a decision around a few influential stakeholders.
No matter how tempting it might be to do that, preserving fairness is essential for the overall acceptance of a decision, particularly those that involve many stakeholders and will be broad in scope.
This post will examine some of the research around fairness in group decision making and provide guidance on how an organization can achieve it without completely compromising expediency in the process.
What is Fair?
We’re defining fairness here as an outcome where all parties involved feel roughly the same sense of satisfaction about it. It’s one of the earliest lessons we learn as children — with good reason.
The ability to make people feel valued is one of the great qualities that humans possess. It’s part of our core set of ethics about what’s right and what’s wrong. We strive to avoid “ inequality aversion ,” even if it means sacrificing a little of our own satisfaction for the sake of someone else’s.
In short, f airness begets ethical behaviour, which leads to even more fairness. One place that sees the benefits of this is in the workplace, where studies show that perceptions of fairness are associated with positive emotions and attitudes, such as higher organisational commitment, and with positive behaviours such as strong organisational citizenship (e.g. helping others).”
Arguably, this idea could also be applied to one’s own community. Perceived fairness leads to a higher commitment to strong citizenship.
Fairness is at the heart of democratic deliberation and decision making. In a genuinely democratic process, everyone’s vote carries equal weight. But that is often easier said than done since humans are complex and our emotions do not always translate to rational and fair-minded thoughts.
Obstacles to Fairness
As much as we try to be fair, it’s not always possible. Even the most fair-minded among us are still subject to bias, both conscious and unconscious.
Some of these biases can be overcome through deliberation and dialogue, which allows others to point out faults in logic and arguments. However, this is a slippery slope. Civil conversation can easily descend into unproductive arguments if emotions enter the picture and are left unchecked.
Another barrier to fair decision making is the role that incentives and self-interest play in the process. Even the most altruistic people face the temptation to put self-interest above the common good. When a group of people does this, it can be nearly impossible to reach a collective decision because everyone is only concerned for themselves.
At an even more basic level, even getting a group of people to agree on the definition of fair. These disagreements plague courtroom juries and other bodies tasked with making tough decisions that revolve around right and wrong.
Getting to Fair
Given everything working against fairness, how can you possibly hope to achieve it in a group decision-making setting? Here’s how: by using technology to overcome obstacles and reduce the barriers that exist when humans are left to their own devices.
Ethelo’s algorithm automatically calculates the outcome that has the most equitable distribution of support and the highest level of buy-in within the problem’s given constraints and conditions. By removing the emotion from the process, the platform is able to arrive at a conclusion that is truly fair.
It’s not that the computer understands fairness better than the human brain. Rather, it can take all available data and render a decision without bias or any of the other factors that get in the way when humans are trying to make fair decisions.
Ethelo’s platform allows for conversations to take place surrounding each element of a decision. It leverages the technology behind social media, surveys, and polls to allow for civil and informed discourse surrounding the issue at hand.
The result is what democracy looks like in the 21st century. Everyone’s voice is counted equally and the power of collective decision making leads to the best outcomes. This is true across the public and private sectors and with just about any stakeholder group you can imagine.
Want to learn more about how Ethelo creates fairness in group decisions? Check out this page, or join us for our upcoming webinar by filling out the form below.
Extract of sample “Fairness and Equal Employment Opportunity”
The paper “Fairness and Equal Employment Opportunity” is a great example of a Management Case Study. The human resource department is one of the most crucial departments of any establishment. It is entrusted with the duty of hiring employees, training the already working team in order to sharpen their skills, evaluating their performance, recognizing top-performing personnel, and ensuring that the workforce observes the rules and regulations that govern an establishment (Management Study Guide 2008-2013). Therefore, the success of organizations is to a big extent dependent on practices that the human resource team employs in managing its employees. The extent of employee contribution stems from the satisfaction that they get from the facility. As a result, the human resource team should be keen on the methods they employ on their colleagues as this will have an effect on their working patterns. In order to guide the activities of employees successfully, the human resource department should have extensive knowledge of how to control and manage masses of people. They should have sound judgment and also be in a position to study the psychology of people. Competitive employees are careful about the establishments they work for in regard to the benefits and the organizational culture that promotes their growth as well as inculcate lifetime skills that will help them into the future.
Preparing for Redundancy
Redundancy is an unfortunate circumstance that happens to employees when organizations experience changes in their work environment. This has nothing to do with the employees’ performance or misconduct. It mainly happens as a result of the seasonality of the business, changes in technology, and other related activities that relate to the performance of the company (Stone, 2010). In order to be fully equipped, an employee needs to be well informed on the eventualities and decisions that a company takes in order to determine their next move in case such a scenario happens. Therefore, consultations are crucial in order to be fully aware of what to expect (Acas, 2006). For instance, are there send off packages to accompany them on their way out? Is the establishment of actively assisting the employee in a job search? In the case of contracts, does the contract continue to exist when such a misfortune strikes or could the company forcefully terminate it? All these prepare one’s mind when the time for redundancy checks in. Another aspect that could assist an employee during this moment is the achievements that one has made while working in the establishment. An employee who was actively engaged in the welfare of the former establishments will likely get a good recommendation as well as a certificate of recognition. This will earn them admiration when they go to the next employer. When still in employment, a bright employee makes contact with various people in the professional field and this increases chances of knowing when positions fall vacant in the diverse industry. Moreover, an employee who has maintained a good image and good work ethics is likely to be recommended by friends to their bosses when they are looking for a job. Moreover, employees should continue with their studies in order to improve their employability in the future. Paid scholarship opportunities should be taken up with weight and utilized in order to become a better person with a range of choices to choose from. Organizations are seeking well-educated people who can perform a range of activities and still deliver a quality contribution to their establishments. Moreover, the training and development skills offered in-house should be a target by employees who understand the importance and value of competitiveness in the job market.
WHEREAS, the Commonwealth of Pennsylvania and its agencies should continue to be vigilant in assuring a continued commitment to treat all Pennsylvanians, including the Commonwealth’s employees and officials, without regard to race, color, religious creed, ancestry, union membership, age, gender, sexual orientation, gender identity or expression, national origin, AIDS or HIV status, or disability; and
WHEREAS, this Administration believes that the employment practices of the Commonwealth of Pennsylvania must be nondiscriminatory in intent and effect to promote public confidence in the fairness and integrity of government; and
WHEREAS, past Governors of the Commonwealth have recognized a constitutional and legislative mandate to take affirmative steps to remedy employment discrimination and have issued Executive Orders promoting equal employment opportunity; and
WHEREAS, this Administration is committed to strengthening and developing equal employment opportunity programs in the Commonwealth.
NOW, THEREFORE, I, Tom Wolf, Governor of the Commonwealth of Pennsylvania, by virtue of the authority vested in me by the Constitution and laws of the Commonwealth of Pennsylvania do hereby order and direct as follows:
1. Prohibition of Discrimination and Affirmation of Equal Employment Opportunity.a. No agency under the Governor’s jurisdiction shall discriminate against any employee or applicant for employment on the basis of race, color, religious creed, ancestry, union membership, age, gender, sexual orientation, gender identity or expression, national origin, AIDS or HIV status, or disability.b. Each agency under the Governor’s jurisdiction shall ensure fair and equal employment opportunities exist at every level of government.
(2) Develop Commonwealth-wide equal employment opportunity policies, procedures, and training to ensure consistency and uniformity.
(3) Conduct or participate in periodic on-site reviews and audits of agency equal employment opportunity programs.
(4) Develop complaint investigation and resolution procedures for implementation by all agencies under the Governor’s jurisdiction.
(5) Review complaint investigation reports at any stage of the complaint process.
(6) Develop and implement a standardized equal employment opportunity procedure to monitor personnel transactions in all Commonwealth agencies under the Governor’s jurisdiction.
(7) Develop and issue guidelines for the conduct of agency equal employment opportunity programs and the review of equal employment opportunity plans prior to implementation.
(8) Design and implement monitoring and reporting systems to measure the effectiveness of agency equal employment opportunity programs.
(9) Consult with agency officials regarding personnel actions implicating equal employment opportunity, including recruitment, hiring, promotion, demotion, separation, transfer, performance standards and evaluation, and rate of pay.
(10) Provide leadership to agencies in the design and implementation of innovative equal employment opportunity strategies that will further the Commonwealth’s commitment to equal employment opportunity.
(11) Examine in particular whether employees or applicants for employment experience workplace challenges due to sexual orientation and/or gender identity or expression and identify ways to minimize any such challenges.
(12) Evaluate the Commonwealth’s hiring and job retention practices to ensure compliance with this Executive Order.
(13) Coordinate, as needed, with the Bureau of Diversity, Inclusion and Small Business Opportunities within the Department of General Services to ascertain how equal employment opportunity best practices can promote diversity, inclusion, and fairness in Commonwealth contracting.
b. Heads of Departments and Agencies under the Governor’s jurisdiction shall:
(1) Designate an Equal Opportunity Officer with the primary responsibility of developing and implementing the agency’s equal employment opportunity program.
(2) Ensure that the agency Equal Opportunity Officer reports directly to the individual who has overall responsibility for the agency’s equal employment opportunity program.
(3) Ensure that the agency’s commitment to equal employment opportunity is clearly transmitted to all agency employees and that bureau directors and managers provide adequate support to the Equal Opportunity Manager or Specialist in the development and implementation of program plans designed to achieve the agency’s equal employment opportunity objectives.
(4) Seek input from the Director of the Bureau of Workforce Planning, Development, and Equal Employment Opportunity on personnel actions affecting equal employment opportunity professional staff.
(5) Ensure that the agency develops and implements effective equal employment opportunity plans in addition to auditing and reporting mechanisms.
Embracing Diversity, Equal Employment Opportunity (EEO), and Affirmative Action (AA) are three components of UC Berkeley’s work toward creating Equity in the Workplace for its employees. Equity in the Workplace is characterized by:
- A diverse productive workforce
- A more equitable and accessible work environment
- An inclusive environment where all employees are valued
- A work environment free from discrimination
- A level playing field for employee success
Although there is overlap between Diversity, EEO, and AA, they refer generally to three different areas of activity.
Embracing Diversity refers to a comprehensive organizational and managerial process for developing an environment that maximizes the potential of all employees by valuing diversity. Diversity refers to human qualities that are different from our own and those of groups to which we belong, but are manifested in other individuals and groups. Dimensions of diversity include, but are not limited to: age, ethnicity, gender, physical abilities/qualities, race, sexual orientation, educational background, geographic location, income, marital or partner status, military experience, parental status, religious beliefs, work experience and job classification. (Adapted from Workforce America! Managing Employee Diversity as a Vital Resource by Marilyn Loden and Judy B. Rosener.)
An approach that embraces diversity:
- Focuses on developing an environment that maximizes the potential of all employees by valuing diversity interpersonally and institutionally
- Includes categories broader than those addressed by Affirmative Action (ethnicity, race, gender, disabled status and veteran status)
- Recognizes and profits from the increasing diversity of the workforce
UC Berkeley is committed to sustaining such an environment, as stated in the University’s Principles of Community. For more info on Diversity programs at UC Berkeley, visit the Division of Equity and Inclusion.
Equal Employment Opportunity is a term used by the federal government to refer to employment practices that ensure nondiscrimination based on race, color, national origin, sex, sexual orientation, gender identity, physical or mental ability, religion, medical condition, ancestry, marital status, pregnancy, genetic information, veteran status or age. The principle behind EEO is that everyone should have the same access to opportunities in the workplace.
- Eliminates discrimination in human resource policies and practices
- Provides equal access and opportunity – no one excluded from participation
EEO is legally mandated for UC Berkeley due to the University’s status as a federal contractor.
Affirmative Action is one aspect of the federal government’s efforts to ensure equal employment opportunity for minorities, women, veterans, and individuals with disabilities. It encompasses:
- Good faith efforts to remedy underutilization,
- Widespread and diverse outreach in the recruitment process
- Job-related criteria with minimal adverse or exclusionary impact, and
- Fair evaluation of all job applicants.
Affirmative Action is legally mandated for UC Berkeley due to the University’s status as a federal contractor.
This equal opportunity employer (EEO) policy statement template can help you draft an equal opportunity employer statement, follow EEO laws and ensure fairness in your workplace. Modify it based on your needs.
EEO Policy brief & purpose
Our equal opportunity employer policy reflects our commitment to ensure equality and promote diversity in the workplace.
This equal employment opportunity policy is the pillar of a healthy and productive workplace. Everyone should feel supported and valued to work productively so we are invested in treating everyone with respect and consideration.
Our equal opportunity employer policy applies to all employees, job candidates, contractors, stakeholders, partners and visitors.
Equal opportunity is for everyone, but it mainly concerns members of underrepresented groups – they’re the ones who are traditionally disadvantaged in the workplace. We don’t guarantee employment or promotions for people in those groups, but we will treat them fairly and avoid discriminating against them either via conscious or unconscious biases.
Being an equal opportunity employer means that we provide the same opportunities for hiring, advancement and benefits to everyone without discriminating due to protected characteristics like:
- Sex / Gender
- Sexual orientation
- Ethnicity / Nationality
- Medical history
What is an EEO policy?
We built our equal employment opportunity policy around preventive and affirmative actions to ensure fairness in all aspects of employment. These aspects include:
- Evaluating performance
- Administering compensation and benefits
We also want to make sure that equal opportunity applies to other instances. For example, we don’t retaliate against employees and we are committed to prevent and resolve any kind of harassment against our employees, including sexual harassment.
Our HR department is responsible for assessing our company’s processes and ensuring they are bias-free. Whenever we find biases interfering, we will act immediately to refine our processes, train our people to combat their biases and protect possible victims of discrimination. We will give everyone the chance to work in an environment where their rights are respected.
To promote equal opportunity, we first ensure we follow EEOC regulations and EEO laws that apply to each part of our company.
We will also take additional actions to promote fairness and diversity as part of our equal employment opportunity policy. We will:
- [Use inclusive language in all signs, documents and webpages.]
- [Modify structures and facilities to accommodatepeople with disabilities.]
- [Provide parental leave and flexible work arrangement policies.]
- [Hire, train and evaluate employees through job-related criteria.]
- [Allow employees to take religious or national holidays that aren’t included in our company’s official schedule.]
- [Train employees on communication and diversity.]
- [Implement open door practices so employees can report discrimination more easily.]
All supervisors and managers are responsible to use equal opportunity practices and make decisions based on objective, non-discriminatory criteria. Everyone should comply with our policy at all times.
If you see or suspect that our EEO policies are being violated, feel free to inform HR immediately. If you suspect that someone is behaving in a wrong way but doesn’t realize it, you could also talk to them directly.
When someone discriminates, they will be subject to disciplinary action depending on the severity of their actions. For example, unintentionally offending a coworker might warrant a reprimand, but harassing someone systematically might result in demotion or termination.
We all thrive in a workplace that we love to come back to every day. It is also becoming more commonly recognised that an organisation that embraces Equal Employment Opportunity and advocates for workers. safety are sure to win the confidence and trust of their people. Furthermore, it is essential that an organisation will enforce and act on laws to safeguard the identity, respect their people, and protect them from any unlawful undertaking whatsoever. However, the importance and benefits of imposing Equal Employment Opportunity training and policies are not limited to the employees. It has a broad scope of recognition for the employer as well. Please read on to find out why understanding and implementing best practise EEO is vital for your organisation.
Since it is a requirement enforced by the law to consider all applications equally regardless of their background, race, culture, religion, language, etc., the organisation can focus on evaluating the talent, skillset, and abilities of applicants who can efficiently contribute and make significant value-addition to the organisation. Usually, most organisations overlook the demand of the vacant position and fail to recruit the right candidate by hiring an individual who . seemingly fits the role. without any evaluation or assessments done to measure one. s qualification. Hence, on the lines of Equal Employment Opportunity policy, the companies can spread word of mouth of their transparent and ethical recruitment process, attract potential applicants and make unbiased hiring decisions to employ qualified candidates, and build a proficient team with the right know-how and capacity to perform challenging tasks to add to the overall growth of the organization.
Increased employee engagement
The Equal Employment Opportunity policies allow employees to openly interact and engage with each other without discriminating peers on their races, sex, religion, or their hierarchical rank in the organisation. It not only promotes respect toward fellow employees but also breeds an open, friendly culture with an opportunity to help and encourage co-worker performance and add up to diversity in the organisation. Such policies, when implemented, create a healthy environment for the employees to quickly reach out to their subordinates as well as higher authorities and build an effective, transparent communication system within the organisation that scales up their productivity and broadens the scope of knowledge-exchange.
Greater customer satisfaction and service
Customers and stakeholders hold the firm assurance of the organisation if its employees perform well to contribute to the success of the organisation as it imposes sound guidelines to ensure a safe and hospitable workplace for everyone. Work environment which is conducive to the all-round development of employees aids encouragement in them to work more efficiently, achieve more milestones in short time, and produce excellent results that ultimately lead to serving customers with improved services, thereby increasing client retention and satisfaction.
Protect your people and your business
The Equal Employment Opportunity policy draws a baseline for employees to be aware of acceptable behaviour, which is critical considering the varying differences in lifestyles, attitudes, values, and socioeconomic strata. It helps employees feel secure and that they. re being treated equally and fairly, increases their level of dedication, loyalty, and satisfaction toward the employer. Employers who issue robust and comprehensive EEO policies as well as educating their staff through training on EEO can create an efficient system to mitigate legal liabilities associated with unlawful behaviour, derogatory remarks or acts, and unequal employment practices, and take anticipatory measures to protect individuals and their rights. The critical thing is that if discrimination takes place, or is perceived to have taken place at work, that our people know how to identify, report and resolve such issues. Also, it enables employees to raise allegations against disparate treatment, while the employer must take legal, fair and ethical actions to restrain further workplace conflict.
Stronger brand reputation
Employees prefer working for organisations regarded well in the industry owing to their strong adherence to Equal Employment Opportunity policies. The policies can either make or break the image of an organisation. However, if implemented effectively, the EEO policies add to the brand recognition of an organisation based on its actions toward their commitment to fair and equal workforce conduct. It not only uplifts employee morale but also makes significant differences in profitability and productivity, thereby increasing the total revenue. These policies have a positive impact on corporate stock value as they moderate the cost associated with lower morale and revenue.
The Final Word
There. s no doubt as to why organisations should issue Equal Employment Opportunity policies. However, on devising and implementing one, companies should educate and train their workforce about the growing incidents of workplace conflict due to prejudices based on background, race, sex, culture, religion, language, etc., and how they can identify, report and resolve such incidents in the workplace. It is the responsibility of an organisation to strive for a safe, fair and inclusive work environment for their workers where they can prosper and contribute intrinsically to the organisation. s growth. That is why we see an increase in commitment from organisations of all sizes, from small and medium business to larger organisations, to train their staff and have policies in place for things such as work health and safety, privacy, workplace bullying, sexual harassment and equal employment opportunity. That is because we now recognise the importance of both physical security and social protection for our people.
The Federal government must attract, develop and retain a world class, high quality workforce that can deliver results for the American people and ensure the continued growth and prosperity of the nation. Federal agencies must make full use of our nation’s talent by promoting workplaces that provide a fair and level playing field and the opportunity for employees to achieve their fullest potential.
One important tool in examining the fairness and inclusiveness of the Federal government’s recruitment efforts is applicant flow data. By reviewing the yield of an agency’s recruitment effort, the organization can reassess and improve its effort to reach all segments of our population. EEOC’s Management Directive 715 provides that federal agencies shall eliminate barriers to equal employment opportunity and directs agencies to prepare self assessments to monitor progress and identify barriers that may operate to exclude certain groups. The Office of Personnel Management strongly supports conducting organizational self-analyses, along with the removal of any discriminatory barriers found through these analyses.
OPM also strongly supports the collection of demographic data, including applicant flow data, because such collection is an integral part of the barrier identification process described in MD 715. A form for collecting applicant data has been approved by the Office of Management and Budget (OMB) and is available in the event your organization does not currently have an OMB approved form.
In addition to taking this opportunity to jointly remind agencies of the importance of collecting applicant flow data, OPM and EEOC are also reminding agencies that they must properly handle and use any demographic data that they collect, including applicant data. As a general matter, for example, it is advisable for agencies to keep demographic information separate from an application as an applicant proceeds through the hiring process. Further guidance on these and other issues is contained in MD-715.