Diverse by design for adult social care - Executive summary

1. Gather data

There are two aspects to this element. Firstly, the value of establishing a baseline using the self-assessment tool that comes as part of the workbook. Secondly, the importance of identifying the datasets you need to help you drive change. This may be beyond standard demographic data gathered by human resources and include the lived experiences of the workforce.
 

2. Redefine equality and fairness

Working with your team to agree some basic definitions of ‘equality’ and ‘fairness’ will help you drive change. Treating everyone the same does not achieve equality. To combat this, you could evaluate the different ways that employees interact with the organisation. For example, looking at ethnicity, nationality, age, and gender could help you identify specific needs in achieving equality of outcomes. The term ‘equality’ is consistent with formal legislation; however, in wider diversity and inclusion work the word ‘equity’ is increasingly used. We set out the differences between these words in this element.
 

3. Appoint senior diversity champions

Senior champions can demonstrate positive behaviours to colleagues. They can help raise awareness of equality and diversity policies and strive to ensure that the values within these policies are embedded into vision and strategic planning. This element highlights the concept of allyship. Allyship helps us go beyond traditional models of championing and move towards proactively being alongside people and challenging any unfairness.
 

4. Agree how to talk about equality and diversity

Talking about equality, diversity, and inclusion can feel uncomfortable. Creating a culture that is open to learning and encourages challenge can feel safe for people, including people who have felt discriminated against in the past. A good place to start is by acknowledging that conversations about the issues are not always easy. Language evolves so the language of equality evolves too. The important thing is to have authentic conversations on the issues that matter to people.
 

5. Rethink recruitment processes

Inclusive recruitment aims to break down barriers and drive more action to reach out to untapped talent. It helps us to challenge our biases and recruit the best and most diverse candidates. Attracting a talented and diverse workforce requires flexibility and new approaches to recruitment.
 

6. Have role models

Role models can promote the visibility of underrepresented people. They can help you celebrate achievement and champion diversity. Role models are not always senior people. The ability to 'see someone like me' in roles to which employees aspire is powerful. The importance of role models is often a theme in discussions with people from ethnically diverse communities and people with other protected characteristics.
 

7. Make equalities a business strategy

The business case for diversity has been made. Research shows that a holistic equality, diversity, and inclusion strategy supports better decision making, financial performance and culture. Sustainable success can come when senior managers engage with the workforce to develop an organisational approach that sets out a clear and unambiguous goal to embed diversity and inclusion. Monitoring progress will help you turn theory into practice and demonstrate your achievements.
 

8. Rethink your equalities training

Diversity training interventions are better when they are integrated with other diversity related initiatives and not treated as isolated activities. Equalities training alone cannot create the conditions to support an inclusive adult social care workplace but can if it is one part of a wider programme of learning and change.
 

9. Create and engage staff networks

Staff networks can positively influence the culture of an organisation. Supporting staff networks can lead to good outcomes. They can engage people in diversity and inclusion strategies and influence policy. Staff networks can build empathy, provide support to colleagues, and increase employee engagement. This can generate both motivation and innovation.
 

10. Have transparent and fair reward and recognition schemes

Perceived fairness of employee recognition and reward is often at the root of why employees leave their jobs. It is more important now than ever to minimise this as a barrier to retention. Showing that transparent appraisal and remuneration systems are in place is a positive step towards demonstrating fairness in your organisation.

11. Develop inclusive leadership

Culture – ‘the way we do things here’ – shapes the behaviour of everyone in the organisation. It directly affects what staff do and how they do it. Inclusive leaders actively create an environment in which all team members feel empowered to contribute and feel safe to be themselves.

Inclusive leaders establish and support a culture that values (rather than merely accepts) different approaches and can challenge ‘the way we do things here.’ Inclusive leaders involve people in difficult and sensitive discussions on equality and fairness and on how things could be done differently.

12. Engage managers and staff

The buy-in of your people is vital. People can have strong opinions on equality, diversity, and inclusion, and often have different levels of understanding and experience. People will have a range of reactions and opinions, arising from lived experiences, fear of change, or even general cynicism about initiatives. The self-assessment tool that comes with this workbook helps you measure the extent to which the workforce is engaged in coproducing and driving elements of your equality, diversity, and inclusion strategy.

13. Check your policies for stereotypes

Your policies and processes are important tools to ensure that people feel valued and safe in their interactions with the organisation. Even employers who work hard to create fairness and inclusivity can inadvertently fall into the trap of building stereotypes into their policies and practices. This is because policy development can fall victim to group think. This is where people who develop policies have similar characteristics or experiences. This can lead to decision-making that may have unintended consequences for other groups.

14. Create a flexible working culture

Flexible working can support the creation of a diverse and inclusive workplace. It can influence measures to improve equality. Flexible working can help parents return to work, support people with health conditions, support religious and cultural beliefs, and support carers to balance their responsibilities.

15. Create confident line managers

Line managers provide day-to-day leadership. They can look for solutions to remove barriers to participation for people in their teams and have a vital role in advocating for fairness and helping to create an inclusive working environment. Confident line managers are approachable and able to initiate open and sensitive conversations. Their behaviours are key to building a culture where everyone is respected and can access opportunities to reach their potential.