. Chapter 5 Auditing and mapping equity and diversity Erica French and Lyn Simpson Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 5-1

. Equity/diversity audits An audit is universally understood as an evaluation of an individual or system to identify effectiveness, value and/or appropriateness. Equity, diversity and/or cultural audits evaluate the current system or processes for accomplishment to identify overall development, policy implications and the need for change. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 5-2

. Equal Opportunity for Women in the Workplace Agency Develops a workplace profile Identifies and analyses issues specific to groups and workplace by consulting with employees Prioritises issues to be addressed and takes appropriate action Reviews actions taken to identify the effectiveness of the program Reports on outcomes Reviews program Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 5-3

. Identified approaches to equity and diversity programs in Australia Traditional – equity and diversity ignored at an organisational level and identified as matters of individual choice Anti-discrimination – removal of discriminatory practices and processes offering equal treatment based on human rights Equal opportunity – adoption of special measures designed to assist members of disadvantaged groups through the strategic identification and implementation of appropriate policies and strategies for sharing opportunities in the workplace equally Managing diversity – proactive activities that address potential sources of disadvantage for all workers, or the different needs of all workers, and that support culture change for inclusivity (French 2001) Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 5-4

. Effects of equity and diversity programs on status of women in organisations (French 2001) Traditional approach findings – 244 organisations (n=1961) There were no links to measures for change in the status of women in these organisations, and no changes to the numbers of women employed or in management or non- traditional work areas. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 5-5

. Effects of equity and diversity programs on status of women in organisations (French 2001) Anti-discrimination approach findings – 699 organisations (n= 1961) Equal treatment policies are predictors of increased numbers of women moving into top-level management from middle management. However, these policies are not a predictor for women moving into lower levels of management. There were no changes in other predictors including the numbers of women in non-traditional work or full-time work. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 5-6

. Effects of equity and diversity programs on status of women in organisations (French 2001) Equal opportunity approach findings – 618 organisations (n=1961) These programs were predictors of significantly higher numbers of women managers throughout the organisation, particularly women in entry-level management positions. The equal opportunity approach, of the four approaches, was the best predictor of increasing women managers across various tiers of management within organisations. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 5-7

. Effects of equity and diversity programs on status of women in organisations (French 2001) Managing diversity programs findings – 401 organisations (n=1961) This approach was not a predictor of significant increases in the number of women employed in different levels and categories of jobs, including the full range of management levels. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 5-8

. Research findings This research identifies that different intentions in managing equity and diversity support different strategic approaches and that different approaches lead to different outcomes. It is rare to find organisations that are implementing equity and diversity policies designed to bring about substantive cultural change or to encourage the potential for cultural exchange and intercultural competence. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 5-9

. Intercultural competence Defining Intercultural competence: A dynamic, ongoing, interactive self reflective learning process that transforms attitudes, skills and knowledge for effective communication and interaction across cultures and contexts. (Freeman et al. 2009; Treleavan et al. 2007) Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 5-10

. Developing intercultural competence Basic principles of knowledge, values and skills in cultural competence require progressive development through levels which include awareness, understanding and finally professional practice. This encourages individual and group autonomy. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 5-11

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. Applications The taxonomy provides an operational mechanism for reflecting upon and extending curricula aimed at developing intercultural competency in organisations. It encourages practitioners to identify and reflect upon learning activities and assessments currently in use and identify which domains and levels the activity addresses. Copyright 2010 McGraw-Hill Australia Pty Ltd PPTs to accompany Strachan, French and Burgess, Managing Diversity 5-13