Developing and promoting diversity in private and public business. mangfold.no

1. Developing and promoting diversity in private and public business. www.mangfold.no Mangfold i Arbeidslivet (MIA)

2. MIA develops measures for private and public business in order to advance equal opportunities for all employees – A condition to utilize diversity in a constructive manner. MiAs founders: • Norske Shell AS • Folkeuniversitetet • Nedre Glomma kurs og kompetansesenter • Arbeidsbevegelsen Arbeidsgiverforening • Vin- og brennevins- arbeidernes forening • Hero flyktningemottak • Oslo Sporveier • Ringnes AS • X-ray ungdomshus • Arcus • ISS • Røde Kors • Mangfold i arbeidslivet • Coop • 3 enkeltpersoner Mangfold i Arbeidslivet (MIA)

3. MiA a non-profit foundation -our goal is to promote diversity at the workplace: A diverse work life, where everybody is included, and are given equal opportunities regardless of gender, age, religious beliefs, disability, ethnic background and sexual orientation. Sources: UN Declaration of Human Rights, and the EU’s equal opprtunities directive (2003). Mangfold i Arbeidslivet (MIA)

4. MiAs projects and initiatives • International cooperation: EIW - developing tools for diversity - best practice - to face common European challenges and opportunities. 10 partner countries. Mangfold i Arbeidslivet (MIA)

5. MiAs projects and initiatives • Benchmarking: The Diversity Mirror. Private and public organizations. • Conflict management • Managing Diversity: How to manage a diverse workforce. • Language and vocational training: private and public firms. • Recruitment and qualification based on diversity Mangfold i Arbeidslivet (MIA)

6. Managing diversity MiA’s method of work • Building relations. Top management, middle management and the unions. • Mapping. Reaching an agreement about measures, training needs etc. • 3. Implementing training – e.g. language and vocational training, management and communication, recruitment, conflict management • 4. Communication training for managers and other key personnel. • 5. Mid-period evaluation • 6. If necessary – adjustments of measures or training. • 7. Final evaluation and recommendations for the continuing work. E.g. customizing the in-house training, the vocational training. Organizational measures, personnel management etc. Mangfold i Arbeidslivet (MIA)

7. Case: Ringnes largest brewery in Norway Qualification of workers with minority background • The process had a firm foundation in the management and the labour union • Objective: to train employees to become foremen/ supervisors. Based on the recognition that the employees with minority background did not ascend after years of work as their Norwegian co-workers. • Language training and vocational training with bi-lingual teachers. • Result: • Improved performance and utilization of the workers’ skills • Improved recruitment base • Improved internal mobility among employees • Strengthen internal communication => better results Mangfold i Arbeidslivet (MIA)

8. Tore Skovli – Moss – salad factory • Language and communication skills training. • Results: • Improved direct communication between management and employees. Mangfold i Arbeidslivet (MIA)

9. Case: Ullevål Hospital Improvingcommunication skills for cleaning staff • Goals: • better communication with health personnel • Recruitment for manager positions Mangfold i Arbeidslivet (MIA)

10. Steps at Ullevål Hospital: • Mapping: interviews with staff, managers, cleaning personnel in order to establish needs and decide on adequate measures and training needs. • Communication training, self-management, enhance self-esteem => • Increased pro-activity at work => better communication, improving possibilities for reaching other positions at work Mangfold i Arbeidslivet (MIA)

11. Work for Equal Opportunities and Equality Standard • Part of the Performance management process • Mainstreaming process • Best Value Indicators • Inspection regime • Benchmarking - Equality Mirror • (Based on experiences from Norway and England) Mangfold i Arbeidslivet (MIA)

12. Diversity MirrorBenchmarking Diversity in public and private enterprise • Measure performance along different dimensions of diversity: • Recruitment and Human Management • Retention Policy • Services and customer service • Adapted and adequate information • Communication Mangfold i Arbeidslivet (MIA)

13. Process Diversity Mirror Results Diversity profile Preparation Commitment in management Information meeting Survey Statements New survey Changes? Improvements? Dialogue seminar Implementation Plan of action Measures Mangfold i Arbeidslivet (MIA)

14. Diversity mirror – places of implementation • Primary school & secondary school • Public health centre • Insurance company • Social security office (NAV) • Public employment office (NAV) • Health and Welfare office (NAV) • Private vocational academy Mangfold i Arbeidslivet (MIA)

15. Conditions for successful implementation • Commitment in the management and union • Sufficient time to implement the 6 steps • Thorough planification of activities – dates for implementation of the different steps • Good communication between accommodator and the project group in the organization • Dialogue seminar is located outside the office • At a minimum a whole day to complete the dialogue seminar Mangfold i Arbeidslivet (MIA)

16. Dialogue seminar • From the 5th phase in the process – public health care center in Drammen Mangfold i Arbeidslivet (MIA)

17. Results • A thorough and well implemented process lays the foundation for implementing needed measures and training – but also recognizing the good practice that exists • The enterprise has now formulated/ established a number of challenges. • To make changes after this process requires commitment from the management in implementing the right measures to face the right challenges. • Not only has the need for improvement been established by the process – the employees has had time to reflect and gain consciousness about the need for adaptation and change Mangfold i Arbeidslivet (MIA)