1. Workshop Diversity in personnel policy Good practices municipality of Amsterdam Judith Suurmond, 13 mei 2009

2. 2 Program  10.45 – 11.10: Presentation  11.10 – 11.30: Discussion and dialogue  11.30 – 12.00: Exchange tips and tricks

3. 3 Profile municipality of Amsterdam General information:  Aprox. 800.000 inhabitants  177 different nationalities live in Amsterdam  Diversity and integration policy in the broadest possible sense are high on the political agenda.  The diversity and integration policy’s target groups include: Women (in a deprived position) Immigrants (in a deprived position) The native Dutch in a deprived position The disabled Homosexuals

4. 4 The Facts and developments regarding personnel policy The facts:  16.000 employees  Under-representation of certain group such as; -Women in management positions; -Young people in management positions (< 45 years); -Immigrants across the entire spectrum. Municipal developments:  More and more positions require a high level of education;  Ageing: 16% staff turnover due to retirement in the next 5 to 10 years.

5. 5 -continue- municipal developments At the same time  Job market developments: increasing numbers of immigrants with a high level of education (2010 forecast: 50% nationally)  Labour force developments: proportion of immigrants to increase further.

6. 6 Why Diversity in personnel Policy (focus on non-western immigrants)  Social responsibility: equal chances for all on the job market.  Higher quality service levels through improved accommodation of clients’ needs.  The importance of role models: in street surveillance, front-office positions and management.  The importance of the quality of administrative advice: the more diverse, the more creative, the better.  And last but not least: employer interests - the job market is shrinking. Municipal staff is ageing.

7. 7 How? The numbers tell the tale Registration of immigrants in principle, however:  Much resistance as a matter of principle among employees and employers alike (departments/city district);  Reasons for resistance: past experience of perfect office registration that aided the deportation of Jews in WWII. Consequences:  Incomplete registration makes figures unreliable; which complicates direction.  Lack of a better alternative

8. 8 Recruitment and Selection Policy  Preferential policy: in cases of equal suitability, an immigrant takes preference  Specific recruitment policy In practice  It is hard to find and hold on to potential applicants

9. 9 The general figures of the non- Western immigrants Proportion of the Amsterdam workforce % State until the 4th quarter of 2008 for the municipality Targets figures for 2009-2015 45%21,7%44% (in general) (25% for management teams)

10. 10 Best Practices In general for Amsterdam:  The composition of Amsterdam’s City Counsel is diverse: - 4 men (one of whom has a mixed cultural background) -3 women (one of whom is homosexual )  Trainee pool Amsterdam (young talent) - Lower limit parameter for selection agency: 30% immigrant - Trainee pool per 1 January 2009: 42% immigrant, 71% female  Social Development Department (next slide)

11. 11 Social Development Department [DMO]: Characteristics  Traditionally a white-collar organisation;  Highly educated staff;  Clients, policies and issues addressed by the department significantly overlap the diversity and integration policy target group.

12. 12 Trigger for current staff diversity policy  If staffing at the department does not reflect the diversity of Amsterdam’s population, then the department cannot develop the correct policy to tackle social issues.

13. 13 The figures until the 4 th quarter 2008 Targets figures 2007 DMO Results 2007 DMO Targets figures 2008 DMO Results 2008 DMO Proportion of the Amsterdam workforce Proportion of the immigrants working at the municipality of Amsterdam 25%22,8%25%24,5%45%21,7% Not yet accomplished the target figure of 25%. The higher the salary scale, the greater the under- representation. However, there is some progress.

14. 14 The DMO practical diversity plan  The department has to maintain the percentage of immigrant employees  Reserving positions for immigrant employees  Using specific recruitment channels, such as: - Special communication channels for example Intermediair Special recruitment agencies -Using special networks -Exchange curriculum vitaes  Presenting DMO on career fairs such as ‘diversity works’ and the career fair for the government, etc.

15. 15 Ideas for future diversity policy  Annual managementreports on the inflow rate of immagrant employees for each division of the department  Using culture-free assessment in addition to the regular assessments  Refreshing skills of managers with regard to recruitment and selection  Promoting DMO among students in college and at universities  Mentors, who supervise immigrant employees in their careers

16. 16 Factors for success:  High level of awareness of the necessity among managerial staff  Preference policy goes beyond Amsterdam’s general approach: - Reserving positions for immigrants - Even though this is contrary to regulations (and causes resistance) - Trainee and work-experience staff: immigrants preferred  Recruitment and selection: - Through specialist agencies - Through specific communication channels  Management training geared to recruitment and selection The result: an increase in the proportion of immigrant staff from 22,8% to 24,5% in 12 months and the expectation of at least 25% in 2009

17. 17 Program  10.45 – 11.10: Presentation  11.10 – 11.30: Discussion and dialogue  11.30 – 12.00: Exchange tips and tricks