Gamiel's Diversity Work

REACH OUTTurning your diversity strategy into deliverable and consistent practice

DIVERSITY www.barkers.co.uk

When it comes to diversity, many organisations talka good game, seemingly content that they’ve satdown and developed a policy.

But a policy is only a statement of intent, nota plan of action. The key to achieving true equityis turning policy into deliverable and consistentpractice. What are the most efficient and cost-effective ways of connecting with hard-to-reachcommunities? Does everyone in yourorganisation really understand the importance of diversity and its impact on your business?How do you embed diversity strategies intoevery aspect of your processes and practices?

The Diversity Team at Barkers, headed by thehugely respected practitioner Gamiel Yafai, ishelping numerous clients find informed andinspired answers to these crucial questions.

This booklet provides a snapshot of whatwe’re doing, and what we could be doing for you.

From a simple half-day training workshop to a full-scale deep research programme over manymonths, our team is working with clients in allkinds of ways to improve their diversityprocesses, practices and policies.

Here are just a few brief examples.

DIVERSITY: HELPING YOU PUTPOLICY INTO PRACTICE


case studyBIRMINGHAM CITY COUNCIL

The City Council of multicultural Birminghamneeded to be sure that Supply Teachers cominginto its schools were fully aware of diversity issuesin the classroom. Barkers’ Diversity Team wascalled in to help.

We designed and delivered a bespokeworkshop at Birmingham University for 40teachers.

The issues and challenges surrounding learningin a multicultural classroom were fully explored.Delegates discussed their own experiences and examined ways of integrating diversity good practice into the learning experience.

The training workshops were an unqualifiedsuccess, as the comments from the client anddelegates confirm.

“It made me think about howI approachindividualchildren withinthe class setting,and much moreaware of valuingindividuality”

“Inspirational,because it showswhat can beachieved in the context of‘failing’ pupils”

“Just a note tosay a big thankyou for lastMonday. It was brilliant.Reading theevaluations,there wasnothing butpraise for yourpart of the day”

A LESSON FORTEACHERS


case studyBRITISH TRANSPORT POLICE

British Transport Police needs a workforce thatreflects the diversity of the communities it serves.Building trust with different communities is a hugechallenge with no quick fix, especially in such adiverse city as London. Our approach has beento develop links incrementally over a sustainedperiod to build long-term affinity.

Extensive research gave us the tools to createa highly targeted campaign that challenged themindset of those who had never consideredbeing a police officer.

The strategy included a diary of culturalevents to foster relationships with specificcommunities.

The media mix was as inventive as it waseffective, from posters in mosques and leafletsat female-focused yoga exhibitions to cinemaadvertising with Bollywood films and nicheadvertising online.

We established databases of ethnic minorityorganisations that could play a key role indisseminating information to targeted groups.These included Asian women’s projects, blackemployment support organisations, AfricanCaribbean community centres, self help groups,mosques, temples and Chinese and Indiancommunity centres.

The programme has unquestionably brokendown barriers between BTP and minoritygroups. Applications from all sections of thecommunity are up, and increasing.

What’s more, BTP reached its targets for therecruitment of women and black minority ethnicpolice officers for the first time in 2005/2006.

BUILDING TRUST, BREAKING DOWN BARRIERS


case studyHM PRISON SERVICE

It often takes more than an advertising campaignto redress an ethnic imbalance in a workforce.Such was the case with HM Prison Service’sEastern Region, which wanted its Prison Officersto reflect the diversity of its prison population.

We knew advertising would not overcomenegative perceptions surrounding the PrisonService among ethnic and socially excludedminorities. Instead we devised a strategy thatwould allow individuals to learn more aboutbecoming a Prison Officer from people alreadyworking in these challenging roles and in aneutral, non-threatening setting.

We consulted with organisations such as localRace Equality Councils and BME employmentadvisers to pinpoint appropriate venues. Thenwe organised and publicised 20 recruitmentevents over a two week period. These wereextremely well attended and hugely successfulon two fronts.

Firstly, the Prison Service was seen to be credible in its commitment to diversity;awareness of the opportunities (and realities of the role) was raised. Secondly, BMEemployment advisers and other key influencerssaw the Service’s employer brand in a new light.

REMOVING THE BARS TO THE PRISON SERVICE


case studyTHE LEARNING AND SKILLS COUNCIL

The Learning and Skills Council (LSC) provides awide range of services to an ethnically diversecustomer community. So it made every effort toensure its own workforce reflected this diversity.Nevertheless it was still failing to attract BMErecruits and needed to understand why. Barkers’Diversity Team was engaged to researchmotivators and perceptions amongst existingstaff and other BME individuals.

We designed a research programmeinvolving no less than 26 focus groups.

Collectively these explored awareness levels and perceptions of LSC as a potential employer;the pros and cons of working for LSC; whatpeople look for in an employer; and what theLSC could do to attract more BME applicants.

The consultation equipped the LSC with awealth of information which is now being fedinto strategies for better targeting of BMEcommunities and higher retention of existingBME employees.

Barkers has also designed an outreachrecruitment communications campaignchannelled through ethnic minorityorganisations. Now, LSC is strongly positionedas an employer of choice for BME people.

A LEARNING CURVE FOR THE LSC


case studySWINDON BOROUGH COUNCIL

Wanted by Swindon Borough Council: anEquality & Diversity Specialist to ensure BMEand disability groups have full access to allCouncil services.

Must have: empathy with people from widerange of backgrounds.

Rightly, the Council was keen to advertise thisposition widely to BME and disability audiencesin the local area. Wrongly, it requested Barkersto place ads in The Guardian, The Eastern Eyeand The Voice.

We agreed with The Guardian, but disagreedwith the other media whose circulations werevery London-centric. Instead, we recommendeda Guardian ad supported by a campaign of direct contact with 1,000 BME and diversity organisations along the M4corridor, plus an e-mailshot to 150 diversitypractitioners.

Result: 40 requests for application packs, 13 completed forms and a successfulappointment, aided by Barkers’ candidateassessment to ensure appropriate skills,experience and personality fit.

PINPOINT TARGETING FORA PRIORITY APPOINTMENT


case studySWINDON BOROUGH COUNCIL

Swindon Borough Council isn’t content just tocomply with equality legislation. It wants inclusivityand diversity embedded into its culture andflagged as a core element of its employer brand.It wants to be seen as a leader, not a follower, in diversity.

Barkers is partnering the Council on severalprojects to inform key strategies, involvingbespoke research, focus groups andcollaborative working. Project teams areexploring employee cultures, attributes andmotivations, as well as perceptions from outside.

At the time of writing this work-in-progressprogramme has several months to run beforefinal conclusions and recommendations can bemade on future communications strategies.

But, in the meantime, Barkers is spreadingpositive messages about the Council’s inclusivephilosophy through the very conspicuous mediumof recruitment advertising. Diversity is now areality. The perceptions are fast catching up.

BEYOND COMPLIANCEAND INTO THE CULTURE


case studySIEMENS

The HR team at technology giant Siemens saw the need for business managers to fullyunderstand the business case for a diverseworkforce. Barkers’ Diversity Team designed a half-day workshop at Warwick University.

This covered a broad range of issues, includingthe implications of the UK’s changingdemographic and its impact on workforceplanning. Managers gained a better grasp of race relations legislation, deeperunderstanding of the issues and solutionsaround diversity and tools to help them tacklerecruitment challenges.Feedback forms ratedthe sessions 9/10 or 10/10.

DIVERSITY FROM A BUSINESS PERSPECTIVE

One delegate wasunequivocal: “The best moduleI’ve ever attended”


Gamiel Yafai joined Barkers in January 2006,bringing with him extensive experience andexpertise in diversity and equality. His pedigree inattracting and encouraging people from hard toreach communities into public sector organisationsis unrivalled. His track record in improvingcommunity cohesion is second to none.

Gamiel has a strong partnership with theCommission for Racial Equality and other keybodies. These links help us to keep our clients upto speed on changes to their equalities duties andthe implications for their recruitment processes.

Gamiel helped develop the educational CD-ROM ‘The Race for Talent’ for SOCPO (nowthe PPMA) and worked with the Department ofHealth to compile the diversity good practicereference guide now used across the NHS. Healso sits on the Diversity Taskforce for Scotland.

A qualified teacher and NVQ Assessor,Gamiel utilises his vast experience to championthe benefits of diversity and equality at seminarsand conferences across the country. Under hisinspirational leadership, our team is ready tobring those benefits to your organisation.

GAMIEL YAFAIHEAD OF DIVERSITY PRACTICE


ATTRACTION: RESEARCH, STRATEGY, BRANDING, ADVERTISING & COMMUNICATIONS

RECRUITMENT: RESPONSE HANDLING, CANDIDATE MANAGEMENT, ASSESSMENT

RETENTION: ONBOARDING, ENGAGEMENT, COMMUNICATION, DEVELOPMENT

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Gamiel's Diversity Work

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Transcript of Gamiel's Diversity Work