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Positive Action Framework for Shaping Tomorrow’s Workforce Presented by: Dr Sophia Skyers and Janet Poorman. Why Positive Action?. Defining Positive Action Positive Action in your succession planning strategy Positive Action Research Practical Examples. Defining Positive Action.
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Positive Action Framework for Shaping Tomorrow’s WorkforcePresented by: Dr Sophia Skyers and Janet Poorman
Why Positive Action? Defining Positive Action Positive Action in your succession planning strategy Positive Action Research Practical Examples
Defining Positive Action Through the Equality Legislation Ensure active steps are taken to eliminate discrimination Promote equality of opportunity Shift from individual, reactive and retrospective focus Deliver equality in a proactive and pre-emptive way Transformational shift in way organisation’s do business DDA, statutory requirement to actively engage people Positive Action – Positive Steps and Positive Discrimination Illegal in UK
LSIS’s Commitment to Succession Planning To foster and support leadership improvement, reform and transformation and builds future talent Serve the existing and future leaders of all providers through programmes, events support services and bespoke consulting assignments “Succession planning, hand in hand with talent management, is not just about developing talent and filling posts; it is about maximising organisational effectiveness and efficiency” “The disillusionment of BME staff and the real failure of the sector to make fullest use of their talents is a chronic waste that the sector simply cannot afford if it is to meet the challenges before it”
Why Positive Action? • Positive action is a catalyst for change • Embedding Equality and diversity is essential to business and strategic planning • Succession planning • Recruitment and retention initiatives • Learning & Development initiatives (e.g. LSIS Introduction to Leadership & First Steps programme • Positive action is legitimate tool to progress race equality
What does this mean for LSIS? • To ensure internally that equality and diversity is mainstreamed, and an integral part of the future organisation’s functioning and responsibilities • To be a support, resource and catalyst for equality changes in the FE sector, especially with regard to leadership • To ensure that these interventions are programmed and not off the cuff, back of the envelope, initiatives aimed at short life glory • To embed the principle that equality and diversity is the key fulcrum for good practice changes
Positive Action Research Training Needs Analysis Intensive study involving interviews with 15 FE colleges between September 2007 and July 2008 Purpose to identify training needs of HR and Senior Managers in relation to race equality, positive action, and succession planning Results used to inform the development of bespoke consultancy as a platform for positive action initiatives
LSIS Training Needs Analysis Research Findings External stakeholder engagement– majority of colleges no overall strategy in relation to the wider engagement of stakeholders although strong pockets, and some colleges reviewing external interface. Working in partnership with public sector agencies –evidence of cluster approach to addressing succession planning using PCT, Voluntary Sector, Job Centre Plus, Police, Local Authority Responding to changing demographic context– migration important strategic opportunity for recruitment of BAME staff. Also initiatives targeted at broad categories given changing demographic profile no longer relevant and need to be more nuanced
LSIS Training Needs Analysis Research Findings Best Practice– Beacon status colleges recognised more needed to be done to raise bar in terms of Equality and Diversity, examples of mentoring at senior levels, reviewing recruitment approaches, undergraduate recruitment fairs Developing bespoke products and services – Need for flexible and customised approaches to working with individual and clusters of colleges
LSIS Training Needs Analysis Research Findings External stakeholder engagement– majority of colleges no overall strategy in relation to the wider engagement of stakeholders although strong pockets, and some colleges reviewing external interface. Responding to changing demographic context– migration important strategic opportunity for recruitment of BAME staff. Also initiatives targeted at broad categories given changing demographic profile no longer relevant and need to be more nuanced Best Practice– Beacon status colleges recognised more needed to be done to raise bar in terms of Equality and Diversity, examples of mentoring at senior levels, reviewing recruitment approaches, undergraduate recruitment fairs.
How does it work in practice • Looking at the needs of the region • Build and develop partnership networks • Recruitment and retention initiatives • First Steps and Introduction to Leadership • Marketing and communication strategies • Workforce planning
How does it work in practice Equality Impact Assessments Open Days Peer reviews Assess how internal systems, processes, procedures positively encourage a diverse workforce Succession planning built into business planning Staff participation
Listening to your issues and concerns What examples of positive action have you put into place? How well are these working for you? What can LSIS do to support you in addressing succession planning and positive action?
