SAMPLE COURSE CONTENT– content is tailored to clients requirements
Diversity for Results (Managers and Supervisors)
Aims
To develop understanding of the value of managing diversity
· To develop key managing diversity skills
Objectives
Define the differences between equal opportunities, affirmative action, and managing diversity
Make a strong business case for managing diversity
Outline key action strategies for broadening inclusion, to achieve greater business results
Demonstrate effective skills
of:
- cultural tension resolution
- empathy for individuals from minority groups
- managing different perspectives to achieve greater synergy
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9.30 |
Introductions
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Key Concepts: what is diversity? |
Definitions: activity to establish what is meant by diversity (versus equal opportunities/affirmative action)
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Facts and Myths of Diversity |
Quiz: addressing commonly held assumptions and beliefs about diversity
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The Law |
Employment legislation relating to diversity within the workplace – manager’s responsibilities
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Lunch |
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How we see the world
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Activities to demonstrate differences in how we perceive the world
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Conflict resolution |
Conflict at work is discussed and managers’ responsibilities identified
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Case studies |
The skills of conflict resolution are practiced using relevant examples from the workplace
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Action planning |
Group work to discuss and agree diversity objectives: “translating concepts into reality within the workplace”
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Building Diversity (General Staff)
Aims
To develop understanding of the value of building diversity within organisations
To develop key diversity skills
Objectives
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To increase self-awareness of attitudes and behaviours that facilitate or block the development of a culture of diversity
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To increase awareness of the participants’ responsibilities for creating a climate of equal opportunities, dignity and respect in the workplace
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To help participants to determine further areas of development for themselves and their teams
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Introductions
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|
|
|
Key Concepts: what is diversity? |
Definitions: activity to establish what is meant by diversity (versus equal opportunities/affirmative action)
|
|
|
Facts and Myths of Diversity |
Quiz: addressing commonly held assumptions and beliefs about diversity
|
|
|
The Law |
Employment legislation relating to diversity within the workplace
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|
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How we see the world
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Activities to demonstrate differences in how we perceive the world
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Lunch |
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Cultural differences |
Culture and ethnicity are defined and participants are asked to discuss their own cultural heritage
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Diversity Competencies |
Activity to define the characteristics of individuals who value diversity, and actively use these skills at work
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Case studies |
Participants review a range of cases and identify key issues and actions required to ensure satisfactory resolution of potential problems based on scenarios from their working environment
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Action planning |
Group work to discuss and agree diversity objectives: “translating concepts into reality within the workplace” |
Alternative Options
Embracing Diversity
[All Staff: Other possible sessions]
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Work life balance
[To be handled by alternative supplier] |
· Organisation ‘best practice’· Employee and employer rights and responsibilities · Time management
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Development within organisations
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· Self Development· Self Development: beliefs exercise · Taking responsibility for my own development · Personal Development Plans · Ideas for training and development: alternatives to training courses
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Organisational Cultures |
· Sources of conflict within organizations · The ‘silo’ effect · The learning organization: overcoming barriers to learning
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Embracing Diversity
[Managers: optional sessions]
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Investigating grievances
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· Informal resolution· Active listening and workplace counselling · Facilitating conflict: action planning
· Formal grievances · The role of the investigator · Skills of investigation · Report-writing
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Recruitment, selection & retention
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· Legislation relating to recruitment activities· Fair selection interviewing processes including person specifications and short listing · Question techniques to ensure consistency · What are ‘reasonable adjustments’? (DDA) · Case studies: employment tribunals
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Some key messages which will be highlighted in the workshops
ABCDEF Competencies of Diversity
Awareness§ Knowledge about the cause and effect of stereotyping, prejudice and discrimination § Ability to understand own cultural filters § Knowledge about needs of minority groups § Understanding of key terms – equal opportunities, affirmative action, managing diversity
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Being yourself§ Being able to speak from the heart with your own voice, without hurting, judging or denigrating others § Willing to share your assumptions and prejudices § Being able to value the cultural group of which you are part § Being genuine, not putting on a facade
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Circle of inclusion§ Developing informal networks of relationships, across functional, cultural, roles, and hierarchical boundaries § Being capable of encouraging all staff, so they have a chance to contribute on equal terms § Building diverse teams to meet customer needs § Taking risks by involving ‘unlikely’ people in key projects for their development and yours |
Difference management§ Being capable of contributing to change in situations where there are a variety of opinions about what should be done § Being willing to work with, and celebrate variety, differences and lifestyles § Encouraging the challenging of the status quo, and contributing to the process § Being able to contribute to the resolution of cultural tensions and disputes
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Empathy§ Listening in a non-judgemental way § Appreciating and communicating respect for other people’s ways, backgrounds, values and beliefs § Being able to feel compassion for people in trouble from very different backgrounds § Being able to give and receive non-evaluative descriptive feedback
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Flexibility§ Being flexible when dealing with people with different needs, attributes, values, backgrounds and lifestyles § Being willing to experiment and help others to do the same with new values, attitudes and ideas § Being able to adapt and let go of how you have always done things in the past § Being knowledgeable about suitable use of flexible working arrangements |
DELEGATE NUMBERS
Our courses are “ACTIVE” and “interactive” and geared to delegates personal experience, and therefore the maximum number of delegates is specifically determined to ensure that each delegate gains the maximum benefit through a more individualised and involved approach.