CMI 715 Assignment Example
1.1 Critically assess structural inequality within an organisational and societal context.
Structural inequality is a significant challenge within both organisational and societal contexts. According to Morais et al. (2022), structural inequality is the systemic and institutional barriers within organisations and society, limiting opportunities and outcomes for individuals based on their identity, background and characteristics.
Organisational context.
Structural inequality can manifest in several ways across an organisation, which include the purpose and governance structure of an organisation can influence (Bapuji, Ertug, and Shaw, 2020). The level of equality within an organisation, for example, a public sector organisation, is expected to meet certain equality and diversity standards. In contrast, private sector companies prioritise profit over inclusivity.
The legal status of an organisation influences its approach to diversity and inclusion. Charities and non-profit organisations are inclined to prioritise social justice and diversity, while for-profit organisations prioritise financial gain.
According to Inegbedion et al. (202), the organisational structure and culture impact the level of diversity and inclusion within an organisation. Hierarchical structures and a lack of diversity in leadership positions contributes to a culture that is less welcoming of diverse perspectives and experience.
Additionally, in an organisational context, structural inequality can manifest in methods of entry, opportunities for progression and the profile of senior-level staff. For example, if an organisation’s recruitment processes favour a certain type of candidate, such as those from particular socio-economic or ethnic backgrounds, it can result in an under-representation of certain groups within the workforce. According to Rodriguez (2023), the glass ceiling, which refers to the invisible barriers that prevent certain individuals from progressing to senior roles, can be a significant barrier for women and minority groups.
Societal context.
According to Braveman et al. (2022), in a societal context, structural inequality is pervasive and affects various aspects of people’s lives, including employment, housing, criminal justice, health, education and hate crime. For example, patterns and trends in inequality can be seen in employment, where certain groups may experience discrimination in the workplace, or in housing, where certain groups may face barriers to accessing affordable and suitable accommodation.
Intersectional discrimination is experienced in a societal context where people face multiple forms of disadvantage, such as BAME women and LGBTQ+ disabled people (Cook, 2023). These groups of people, among other intersectional groups, may face compounded barriers to employment, housing and education. Changing attitudes and trends can also impact the level of structural inequality within society. While there is a growing recognition of wider gender identities, there has also been an increase in hate crimes against certain groups, such as immigrants and LGBTQ+ individuals.
Hence, structural inequality is a significant challenge within both organisational and societal contexts. It is caused by systemic and institutional barriers that limit opportunities and outcomes for individuals based on their identity, background and characteristics. Within an organisational context, it can manifest in the criteria, practices and processes, opportunities for progression, impact of disadvantage among the protected characteristics, over-representation and under-representation in the workforce.
Within a societal context, it can be seen in patterns and trends in inequality across various aspects of people’s lives, as well as the disproportionate outcomes for certain groups. Addressing structural inequality requires a multifaceted approach that includes policy and legislative changes, changes to organisational culture and practices, and wider societal changes in attitudes and beliefs towards diversity and inclusion.
1.2 Discuss approaches to legal and good practice requirements for equality, diversity and inclusion in an organisational context.
Equality, diversity, and inclusion (EDI) are essential considerations in any organisational context. Coe, Wiley, and Bekker (2019) state that organisations must comply with legal and good practice requirements for EDI to create a safe and inclusive workplace. The implementation of legal and good practice requirements for equality, diversity, and inclusion is essential to ensure that all individuals are treated fairly and equitably, irrespective of their race, gender, age, religion, or any other protected characteristic.
Policy development and implementation.
This involves creating policies that outline the organisation’s commitment to EDI and its expectations for employees, stakeholders and partners. These policies must set out clear procedures for reporting and handling incidents of discrimination, harassment, and other EDI-related issues. According to Onyeador, Hudson, and Lewis (2021). organisations must develop and implement policies that promote equality, diversity, and inclusion in the workplace. These policies should cover all aspects of employment, including recruitment, training, promotion, and termination. The policies should be regularly reviewed and updated to ensure that they remain relevant and effective.
Equality analysis/Impact assessment.
This approach involves analysing the potential impact of policies and practices on different groups of people to ensure that they do not disadvantage or discriminate against any specific group. It helps organisations identify any potential barriers to equality and diversity and take steps to address them.
Involving and engaging the ‘experts by experience
This involves working closely with individuals who have direct experience with the issues faced by marginalised groups. These individuals can provide valuable insights and feedback on policies and practices that affect them, helping organisations to improve their approach to equality, diversity, and inclusion. According to Mahmood, Gray, and Benincasa (2021), experts by experience are people who have lived experience of discrimination or marginalisation and can provide valuable insights into EDI-related issues. Their involvement in the decision-making process can help ensure that the organisation’s policies and practices are inclusive and equitable.
Data and information management
This involves gathering, monitoring, and recording data on the diversity of the organisation’s workforce and stakeholders, as well as tracking progress towards EDI goals. This data can help identify areas where the organisation needs to improve and measure the impact of EDI initiatives.
Reporting requirements
Reporting gender pay gap and race disparity audits are essential in measuring an organisation’s progress towards achieving EDI goals. Disseminating and publishing outcomes is important as it demonstrates an organisation’s transparency and accountability in achieving EDI objectives. Compliance with the General Data Protection Regulation (GDPR) is necessary to protect the privacy of individuals whose data is being collected.
Benchmarking
Benchmarking against national statistics, past performance, sector, and performances competitor is another approach to EDI. This can help the organisation identify areas where it is falling behind or where it can learn from other organisations that have successfully implemented EDI initiatives.
Embedding EDI into operational practice
This is a critical approach that involves ensuring that EDI is not treated as a separate issue but is instead integrated into all aspects of the organisation’s operations, from recruitment and retention to service delivery and customer engagement.
Development of strategic priorities and equality objectives
This is essential in setting out the organisation’s goals and targets for EDI. According to Mullin et al., (2021), learning and development programs that embed EDI can help employees to develop the skills and knowledge necessary to promote inclusive and equitable practices in the workplace.
Commissioning and procurement of services
According to Chen et al. (2021), the commissioning and procurement of services is a vital approach to EDI, particularly in the public sector. The Public Sector Equality Duty requires public authorities to take into account the impact of their policies and practices on different groups of people, including those with protected characteristics.
Legal and regulatory requirements for EDI
The Equality Act 2010 outlines the legislative framework for EDI in the UK, including the protected characteristics, types of discrimination, and prohibited conduct. Other legal and regulatory frameworks, such as the Human Rights Act 1999, Gender Recognition Act 2004, Prevent Strategy 2011, Modern Slavery Act 2015, Domestic Abuse & Violence Bill (consultation in the draft, 2018), Equal Pay Act 1970, and the General Data Protection Regulation (GDPR) 2018, are also relevant.
1.3 Critically appraise the influence of equality, diversity and inclusion on the strategic objectives of an organisation
Equality, diversity, and inclusion (EDI) have become critical considerations for organisations across all sectors in recent years. The influence of EDI on the strategic objectives of an organisation cannot be overemphasised, as it can have a significant impact on an organisation’s reputation, productivity, and financial performance.
The influence of equality, diversity and inclusion
EDI plays a significant role in organisations to identify risks and benefits and assess their impact on the organisation’s strategic objectives (Malik et al., 2021). Involving and engaging with experts by experience is critical in this regard. It ensures that organisations develop a thorough understanding of the impact of their strategic objectives on various stakeholders, including employees, customers, and communities. The involvement of experts with experience in the development of an organisation’s strategic objectives can also help to identify potential barriers to access, participation, and progression for individuals from underrepresented groups.
Legal and regulatory requirements
These are vital influences on the strategic objectives of an organisation. According to Sánchez-Monedero, Dencik, and Edwards (2020), organisations must comply with legislative frameworks such as the Equality Act 2010 and the General Data Protection Regulation (GDPR) 2018, which have specific provisions relating to equality, diversity, and inclusion. Organisations must also consider the Human Rights Act 1999, the Gender Recognition Act 2004, the Prevent Strategy 2011, the Modern Slavery Act 2015, and the Domestic Abuse & Violence Bill (consultation in the draft, 2018), among others. Failure to comply with these legal requirements can have serious consequences for an organisation’s reputation, financial performance, and legal status.
Specific equality objectives and targets
These have a great influence on an organisation’s strategic objectives. For example, an organisation may set specific targets for the recruitment, retention, and career development of employees from underrepresented groups. Such objectives help in ensuring that the organisation is representative of the wider community and has a diverse workforce that can bring new perspectives and innovative ideas to the organisation.
Development of good practice in EDI
This is also critical for influencing an organisation’s strategic objectives. Organisations that have a reputation for good practice in EDI are more likely to attract and retain employees from underrepresented groups (Alburo et al., 2020). This can help to create a more diverse and inclusive workplace culture that values and respects diversity. Organisations that have good practices in EDI are more likely to attract a diverse customer base, which can contribute to the organisation’s financial performance.
Identifying opportunities for EDI
These influence an organisation’s strategic objectives in various ways, such as an organisation may identify an opportunity to develop a new product or service that meets the needs of a diverse customer base. This can help to increase the organisation’s market share and financial performance.
Support and development
Support and development for representative groups, such as employee networks, can also influence an organisation’s strategic objectives. Staff networks can provide a platform for employees from underrepresented groups to share their experiences, identify barriers to access, participation, and progression, and develop solutions that can improve the organisation’s EDI.
1.4 Present the business case for good practice in equality, diversity and inclusion
Equality, diversity, and inclusion (EDI) are fundamental values that support fair and just practices in the workplace, creating a positive and thriving environment for all stakeholders involved. Good practice in EDI is a crucial aspect for any organisation, whether in the private, public or voluntary sector (Bridge, Murtagh, and O’Neill, 2020). The importance of good practice in EDI is not only limited to fulfilling legal requirements but also for a variety of other reasons, including moral, financial, and legal business cases.
The business case for good practice in EDI is strong. Organisations that have good practices in EDI are more likely to attract and retain employees from underrepresented groups, which can help to create a more diverse and inclusive workplace culture that values and respects diversity. Additionally, organisations that have good practices in EDI are more likely to attract a diverse customer base, which can contribute to the organisation’s financial performance. Moreover, organisations that have good practices in EDI are more likely to comply with legal and regulatory requirements, which can help to protect the organisation’s reputation and legal status.
The moral business case for good practice in EDI
This is determined by the principle of the duty of care towards staff, customers, and the community. In treating everyone with respect and dignity, organisations demonstrate their commitment to creating a positive and supportive environment for everyone. Employees who feel valued and respected are more likely to be motivated and committed to their work, and this can have a positive impact on the overall organisational culture. A positive organisational culture, in turn, can lead to improved mental health and well-being for staff, reduced absenteeism, and increased job satisfaction.
Good practice in EDI
This aligns with corporate social responsibility, which is an integral part of any business. Organisations that promote equality, diversity, and inclusion contribute to the reduction of discrimination and create equal opportunities for all members of the community (Bernstein et al., 2020). By doing so, businesses can make a positive impact on society, build trust with their customers, and establish themselves as socially responsible organisations.
The financial business case for good practice in EDI
This is determined by the numerous benefits an organisation offers, including reduced risk of employment tribunal costs, enhanced organisational productivity, and an increase in revenue. For example, organisations that value diversity are likely to experience reduced absenteeism and increased productivity, as employees feel valued and motivated. This can translate into increased revenue, as customers from diverse backgrounds are more likely to take up services and purchase products from organisations that promote diversity and inclusion. Additionally, accreditation through organisations such as Investors in Diversity can open up new markets and opportunities, providing a competitive advantage over other organisations that do not value EDI.
The legal business case for good practice in EDI
This is determined by an organisation’s need to avoid breaches of law and meet legal reporting requirements. According to Coglianese and Nash (2020), organisations that do not comply with legal requirements face the risk of enforcement action by regulatory bodies, leading to financial and reputational damage. By prioritising good practices in EDI, organisations can avoid such risks and comply with legal requirements, reducing the likelihood of legal action being taken against them.
Hence, good practice in EDI is not only a moral imperative but also makes good business sense. Organisations that prioritise EDI stand to benefit from a variety of financial, moral, and legal advantages, including increased productivity, improved staff retention, reduced risk of legal action, and a positive impact on society. According to El-Amin (2022), by promoting equality, diversity, and inclusion, organisations can create a more inclusive and just workplace and demonstrate their commitment to their stakeholders.
2.1 Select and appraise data and information to inform the strategic priorities of an organisation
Data and information are essential for organisations to inform their strategic priorities regarding equality, diversity, and inclusion. The availability of data and information helps to understand the current state of the organisation, identify any disparities, and develop appropriate strategies to address them. There are various types of data and information that organisations can use to inform their strategic priorities and how to appraise them.
Surveys.
According to Tucker (2020), surveys provide valuable insight into how employees and service users feel about the organisation’s diversity and inclusion practices. They also help identify areas where the organisation needs to improve to ensure staff and service users feel valued, respected and included.
Consultation data
Data such as focus group discussions and exit surveys provide important information on the experiences of staff and service users. This information is useful for understanding how diversity and inclusion practices impact their experiences and identifying areas for improvement.
Customer and service user profiles
This is a source of information that can help organisations to understand the overall representation of service users and identify groups that are underrepresented or overrepresented. Analysing data on complaints and outcomes can highlight any issues that need to be addressed to ensure equitable service provision.
Workforce data by protected characteristics
This is a useful source of information that can help organisations to understand the overall representation of employees by protected characteristics, identify any disparities in terms of grade or pay, and identify any issues with recruitment and retention. Analysing grievance and disciplinary data by protected characteristics can also highlight any potential issues with discrimination or bias.
Intersectional analysis
This is a vital consideration when appraising data and information. This analysis allows organisations to understand how multiple protected characteristics interact and affect individuals’ experiences (Holman and Walker, 2021). For example, analysing the experiences of black women can provide insight into how race and gender intersect and affect their experiences within the organisation.
To appraise data and information, organisations need to ensure that it is accurate, relevant, and up-to-date. They also need to ensure that the data is collected in a way that protects the privacy and confidentiality of individuals. Additionally, data should be analysed in an intersectional way to ensure that the experiences of individuals with multiple protected characteristics are not overlooked.
2.2 Develop strategic priorities for equality, diversity and inclusion within an organisational context
Developing strategic priorities for equality, diversity, and inclusion (EDI) within an organisational context requires a thorough assessment of the evidence base (Coe, Wiley, and Bekker, 2019). This should involve research, involving and consulting, and data analysis. The organisational gaps and work opportunities, as well as the risks and benefits of proposed activities, include;
These objectives should be grounded in empirical evidence and include measurable targets, such as improvements in form of a percentage to increase involvement, employment, and participation. Additionally, research in issues related to EDI should be conducted to inform the development of these objectives.
Meaningful user involvement and co-design
According to Sharifi (2019), the inclusion of meaningful involvement and delivery is essential to developing effective and relevant strategies. This should involve experts by experience, individuals or groups directly affected by the issue at hand. This approach ensures that the strategies developed are informed by lived experiences and are more likely to be effective in addressing the challenges faced by different groups within the organisation.
The establishment of a monitoring and review framework
The development of a framework that is able to monitor and review equality objectives and targets is also critical to ensuring that progress is tracked and measured (Avtar et al., 2020). This framework should include clear milestones, deliverables, and responsibilities. By regularly reviewing progress against these targets, organisations can assess the effectiveness of their approach and adjust their strategies as needed.
The embedding of equality analysis into organisational practice.
Equality analysis, or equality impact assessment, should be embedded into organisational practice. This should involve a collaborative approach to analysing policies and approaches to ensure that they do not perpetuate discrimination and worsen inequalities. This approach helps organisations to identify and address any unintended negative consequences of their policies or approaches.
2.3 Develop a strategy to embed strategic priorities for equality, diversity and inclusion within an organisation.
In order to embed strategic priorities for equality, diversity, and inclusion within an organisation, it is important to develop a clear and comprehensive strategy that addresses the needs and challenges within an organisation (Claeys-Kulik, Jørgensen, and Stöber, 2019). This strategy should consider the organisation’s unique context, values, and goals and be designed to create lasting change and promote a culture of diversity, equity, and inclusion.
Operational planning
One key aspect of this strategy is operational planning. This involves developing specific, measurable, achievable, relevant, and time-bound (SMART) objectives for individuals and teams that are aligned with the organisation’s overall goals and values. These objectives should be reviewed regularly, and progress should be monitored and evaluated to ensure that they are being achieved and that they are contributing to the organisation’s overall strategy.
Identifying roles and responsibilities
According to Fountaine, T., McCarthy and Saleh (2019), it is also important to identify the roles, responsibilities, and accountabilities of key individuals and teams within the organisation who will be responsible for implementing and monitoring the strategy. This may involve appointing a diversity and inclusion officer, establishing an equality and diversity committee, or assigning specific tasks and responsibilities to existing teams and departments.
Adopting inclusive leadership approaches
Leadership approaches are also critical to embedding strategic priorities for equality, diversity, and inclusion within an organisation. According to Roberson and Perry (2022), leaders should actively promote and model inclusive behaviours and should ensure that diversity and inclusion are embedded in all aspects of the organisation’s operations, including recruitment, performance management, and decision-making processes. They should also champion diversity and inclusion initiatives, and promote a culture of open communication and dialogue around these issues.
Providing learning and development opportunities
Learning and development are also key components of any strategy to embed strategic priorities for equality, diversity, and inclusion within an organisation. This may involve providing training and development opportunities for staff on issues such as unconscious bias, cultural awareness, and inclusive leadership, as well as providing opportunities for staff to learn from experts and external partners in the field.
Monitoring and evaluating progress on an ongoing basis
It is important to monitor and evaluate the impact of the strategy on an ongoing basis and to celebrate and champion successes and achievements along the way. This involves being accredited by the right standard frameworks, such as the Investors in Diversity Award. It may also involve promoting events to mark key diversity dates, such as Time to Talk, International Women’s Day, or Black History Month, and sharing stories and experiences of individuals and teams who have made a difference.
Reference:
Alburo, J., Bradshaw, K., Santiago, E., Smith, B., and Vinopal, J. (2020). Looking beyond libraries for inclusive recruitment and retention practices: Four successful approaches. In Critical librarianship (Vol. 41, pp. 85-109). Emerald Publishing Limited.
Avtar, R., Aggarwal, R., Kharrazi, A., Kumar, P., and Kurniawan, A. (2020). Utilising geospatial information to implement SDGs and monitor their progress. Environmental monitoring and assessment, 192, 1-21.
Bapuji, H., Ertug, G., and Shaw, D. (2020). Organisations and societal economic inequality: A review and way forward. Academy of Management Annals, 14(1), 60-91.
Bernstein, S., Bulger, M., Salipante, P., and Weisinger, Y. (2020). From diversity to inclusion to equity: A theory of generative interactions. Journal of Business Ethics, 167, 395-410.
Braveman, PA., Arkin, E., Proctor, D., Kauh, T., and Holm, N. (2022). Systemic And Structural Racism: Definitions, Examples, Health Damages, And Approaches To Dismantling: Study examines definitions, examples, health damages, and dismantling systemic and structural racism. Health Affairs, 41(2), 171-178.
Bridge, S., Murtagh, B., and O’Neill, K. (2020). Understanding the social economy and the third sector. Bloomsbury Publishing.
Chen, T., Guo, W., Gao, X., and Liang, Z. (2021). AI-based self-service technology in public service delivery: User experience and influencing factors. Government Information Quarterly, 38(4), 101520.
Claeys-Kulik, L., Jørgensen, E., and Stöber, H. (2019). Diversity, equity and inclusion in European higher education institutions. Results from the INVITED Project. Brussel: European University Association Asil, 51.
Coe, R., Wiley, R., and Bekker, G. (2019). Organisational best practices towards gender equality in science and medicine. The Lancet, 393(10171), 587-593.
Coe, R., Wiley, R., and Bekker, G. (2019). Organisational best practices towards gender equality in science and medicine. The Lancet, 393(10171), 587-593.
Coglianese, C., and Nash, J. (2020). Compliance management systems: Do they make a difference? Cambridge Handbook of Compliance (D. Daniel Sokol & Benjamin van Rooij eds., Cambridge University Press, Forthcoming), U of Penn, Inst for Law & Econ Research Paper, (20-35).
El-Amin, A. (2022). Improving organisational commitment to diversity, equity, inclusion, and belonging. In Social Justice Research Methods for Doctoral Research (pp. 208-221). IGI Global.
Fountaine, T., McCarthy, B., and Saleh, T. (2019). Building the AI-powered organisation. Harvard Business Review, 97(4), 62-73.
Holman, D., and Walker, A. (2021). Understanding unequal ageing: towards a synthesis of intersectionality and life course analyses. European journal of ageing, 18(2), 239-255.
Inegbedion, H., Sunday, E., Asaleye, A., Lawal, A., and Adebanji, A. (2020). Managing diversity for organisational efficiency. Sage Open, 10(1), 2158244019900173.
Mahmood, F., Gray, A., and Benincasa, A. (2021). Facilitating Discussions of Equity, Diversity, and Inclusion through an Open Conversational Format: Graduate Students’ Perspectives. Journal of Chemical Education, 99(1), 268-273.
Malik, S., Chadhar, M., Vatanasakdakul, S., and Chetty, M. (2021). Factors affecting the organisational adoption of blockchain technology: Extending the technology–organisation–environment (TOE) framework in the Australian context. Sustainability, 13(16), 9404.
Morais, A., Aroke, N., Letzen, E., Campbell, M., Hood, M., Janevic, R., … and Campbell, C. (2022). Confronting racism in pain research: A call to action. The journal of pain, 23(6), 878-892
Mullin, E., Coe, R., Gooden, A., Tunde-Byass, M., and Wiley, E. (2021, November). Inclusion, diversity, equity, and accessibility: From organisational responsibility to leadership competency. In Healthcare Management Forum (Vol. 34, No. 6, pp. 311-315). Sage CA: Los Angeles, CA: SAGE Publications.
Onyeador, N., Hudson, T., and Lewis Jr, A. (2021). Moving beyond implicit bias training: Policy insights for increasing organisational diversity. Policy Insights from the Behavioral and Brain Sciences, 8(1), 19-26.
Roberson, Q., and Perry, L. (2022). Inclusive leadership in thought and action: A thematic analysis. Group & Organization Management, 47(4), 755-778.
Rodriguez, J. K. (2023). Glass ceiling. In Encyclopedia of Human Resource Management (pp. 150-151). Edward Elgar Publishing.
Sánchez-Monedero, J., Dencik, L., and Edwards, L. (2020, January). What does it mean to’solve’the problem of discrimination in hiring? Social, technical and legal perspectives from the UK on automated hiring systems. In Proceedings of the 2020 conference on fairness, accountability, and transparency (pp. 458-468).
Sharifi, A. (2019). A critical review of selected smart city assessment tools and indicator sets. Journal of cleaner production, 233, 1269-1283.
Tucker, E. (2020). Driving engagement with the employee experience. Strategic HR Review, 19(4), 183-187.
Must Read