to download the British Council case study presentation.

Equal opportunities and diversity as a basisfor work-life balance – how to avoidexclusivity trapWarsaw, 28 may 2013Ewa KownackaExpert of Diversity Assesment FrameworkBritish Council

BRITISH COUNCILThe British Council creates international opportunities for the people of the UKand other countries and builds trust between them worldwide. We call this workcultural relations.Over 110 countries, 8 regionsFunding: government grant (28%), earned income (English and Examinations)and managing contractsAround 7,000 staff – 6,000 locally contracted3 core areas of work of work –Arts, Education and Society and EnglishPurpose - to create international opportunities for the people of the UK and othercountries and build trust between them worldwide.

PURPOSEPresentation of tools andinitiatives used for promotingequal opportunities anddiversity management.wBritish Council.

What is my passion?What makes me happy?What is important for me?

Work-life balance• Declarations – practice – atmosphere• Person and his/her life as a value itself• Work as one of spheres of life• Equivalence of life spheres• Equivalence of lifestyles• Complementarity of life spheres (e.g. skills, experience,energy)

Key termsequal opportunitiesdiversity

How we understand qual opportunitiesEqual opportunity - focused on legislating againstunjustified discrimination and fair treatment of specificgroupsThe equal opportunity agenda aims to treat peoplefairly, to remove barriers to this and to redressexisting imbalances, so that groups which continue tobe disadvantaged gain access to opportunities for fullparticipation in the workplace and wider society.The intention is to remove the barriers that limitwhat people can do and can be so that all peoplecan flourish, living the way they value and wouldchoose to.

Diversity of my team• How people in my team are different?• Which of these differences are visible and which aren’t? \• Which of these differences can cause inequalities? In what way?• How can I introduce equal opportunities in my team?

Our valuesProfessionalismValuing peopleCreativityIntegrityMutuality

Perspektywa British Councildisabilitywork-lifebalancebusinesssexualidentityArts andcultureEducationand societyagemorallegalGenderEnglishethnicityreligion orbeliefSupportingInclusionandHumanRightsA processnot aneventAligned toour valuesAchievingimpact forthe UK

Our diversity strategy• Fostering inclusion• Growing leadership and capability• Performance, impact and legal compliance

DIVERSITY STRATEGYFostering inclusionMaking organisation a plce in whichemployees are are treated with respect andcan be themselves, without beingdiscriminated.

DIVERSITY STRATEGYGrowing leadershipand capabilitySupporting employees, especially on leadership positions, inachieving better understanding of equal opportunities and diversity.This can be achieved by developing their skills and knowledge andby general support in achieving better self-assurance and skills inthe EO&D agenda.

DIVERSITY STRATEGYPerformance, impactand legal complianceFinding appropriate tools for measuring our work in theEO&D agenda and making sure that our actions bringeffects.

Staff trainingThe EOD Resources toolkit – tools for organisingtraining sessions regarding different EO&D aspectsTraining sessions in different officesMandatory EO&D online training and EO&D elementsin recruitment and HR management courses.

Measuring performance and impactEquality monitoring• employmentEquality Impact Assessment• activitiesEO&D Index• Employees’ surveyDiversity Assessment Framework• multi-level assessment

Equality monitoringSince 2001In the United KingdomAnonimous data gatheringExternal expert, June Jackson from the Equality Research and ConsultingLtd (Royal Holloway Enterprise, University of London)Detailed report about the institution, taking into account employment bygender, age, disability, ethnicity, depentants, reduced hours/part-time,religion or belief, sexual orientationComments and recommendations for people responsible for management

Equality Impact Assessment (EIA)Need to ensure policies, functions and practices do not unjustifiablydiscriminate / have adverse impact on equality groupsOpportunity to promote equality, good relations and inclusionImpact assessed in relation to nine equality categories (age, disability,ethnicity/race, gender including transgender, marital status,religion/belief, sexual orientation, dependant responsibilities, politicalopinion)

EO&D Index

DAF – Diversity Assessment Framework• 5 level cumulative framework that feeds into scorecard• 2007/08 – 86% of countries, all scored level 1Level 1:EmbarkingLevel 2:ProgressingLevel 3:PerformingLevel 4:MainstreamingLevel 5:Leading• There is basicevidence ofEO&Dperformance• There isadequateevidence ofEO&Dperformance• There is strongevidence ofEO&Dperformance• There issubstantialevidence ofEO&Dperformance• There iscomprehensiveevidence ofEO&Dperformancethat is seeninternally andexternally asexemplary

DAF – who is responsible for what?Every employeeAll employees–provideevidenceLocalCoordinator –coordinatesand explainsRegionalCoordinatoradvisesIn-CountrySelf-AssessmentPanel – helpsin choosing thebest evidence

The DAF and its playersReport to Martin DavidsonFeedback to Regional andCountry DirectorsFeedback to regional GDNrepresentativesBritish Council Annual ReportDiversity UnitLeads the DAF process. Collates moderatedcountry scores and calculates regionalaverage and overall organisational result.Prepares final reports for individual countriesand drafts final DAF report.Moderation PanelCentral panel moderates all submissions to ensure rigour, integrity andconsistencyIn-Country Self-Assessment PanelsLed by DAF co-ordinator, a panel of at least 3 members, including one external contact(not a BC employee), reviews the evidence and on the basis of the communicatedscoring system assigns a level indicating the performance of the countryDAF intranet site provides guidance notes, FAQs and exemplary evidence fromprevious years to best equip colleagues in understanding the requirements of theprocessBriefs & managesAdvises directly & via GDNInforms and maintains

ScoringN/D0123A small number of indicators may not be applicable to somecountries. Guidance on which indicators may be non-applicableto you is detailed in the guidance notes for the individualindicators.No relevant evidence provided, no valid example given and noclear explanation of how the indicator has been met.No relevant evidence provided but valid example or explanationgiven clearly indicating how the indicator has been addressed.Explanation and supporting evidence provided which addressesthe indicator in accordance with the guidance notes, but doesnot go beyond the minimum.Explanation and evidence beyond the minimum which clearlyfulfils the indicator in accordance with the guidance notes.

Diversity Assessment Framework• www.britishcouncil.org/daf_book.pdf• www.britishcouncil.org/home-diversity-articles.htm

Workplace characteristicsHow can we signal our commitment to EO&D in the workplace?How can we make it visible?• Items that we use• Our personal space (desks, offices)• In mutual space (meeting rooms etc.)• In space visible/accesible to public (conference rooms,reception)

Promoting work-life balance• How can we promote work-life balance?• How can we promote different lifestyles and balancebetween them and our work?

Guidance and supportGuidance for theself-assessmentprocessGuidance forcompiling yoursubmissionFAQsDetailedsupportingevidence foreach indicator

Would you like to learn about diversity management? Does your organisation havetools to support equal opportunities?Our work is about relations with people from different backgrounds and cultures.Managing diversity effectively and promoting equal opportunities is crucial for us. Wewant to share our knowledge and experience and that is why we offer you a training inmanaging diversity and promotion of equal opportunities for companies, organisationsand individuals.Training programme is based on British Council’s international experience and consistsof topics listed below:- Organisational values and their role in diversity management- Strategy of diversity management- Mainstreaming and monitoring progress- Equality monitoring- System of staff development

Ewelina Piorunewelinapiorun@britishcouncil.plEwa Puzdrowskaewa.puzdrowska@britishcouncil.plPrzemysław Tymińskiprzemyslaw.tyminski@britishcouncil.plKarolina Szlasakarolina.szlasa@britishcouncil.pl