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Legislation and cultural diversity
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  2. School Education | Government of India, Ministry of Human Resource Development
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Requires federal contractors to engage in affirmative action to address underrepresentation in the work force based on race, ethnicity, or gender. Provides for freedom from discrimination because of race, color, religion, sex, national origin, ancestry, age, marital status, physical or mental handicap, military status, or unfavorable military discharge, in connection with employment.

May Ask: Are you legally employable in the United States? What languages other than English do you speak? May Not Ask: What kind of last name is Smith? Where were you born? Were your parents born there? What is your lineage or national origin? What is your spouse's nationality?

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Are you a citizen of a country other than the United States? What is your native tongue? How well do you speak English? What is your maiden name? May Not Ask: When do you plan to have children? How many children do you have? Prohibits discrimination in hiring, compensation, and terms, conditions, or priveleges of employment based on race, religion, color, sex, or national origin.

May Ask: You may ask applicants to volunteer racial information -- when it is not seen by the individual or office involved in the hiring decision. What professional organizations do you belong to? Are you available to work weekends? If job related. Have you used any other name s on employment or education records?


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For purposes of checking your work record and credentials, have you ever changed your name or assumed another name? May Not Ask: You may not ask applicants to supply a photo in the application process. What race are you? Tell me all the clubs you belong to. What place of worship do you attend? Do you wish to be addressed as Mrs.

What is your spouse's name? Where is your spouse employed?

School Education | Government of India, Ministry of Human Resource Development

It can also encourage employees to treat others equally. Acas - Equality and discrimination. Acas - Neurodiversity in the workplace. UK - Employers: preventing discrimination. Equality and Human Rights Commission. Government Equalities Office.

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Equality and Diversity Forum. Advisory booklet. London: ACAS. London: Business Disability Forum. London: Kogan Page. London: Equality and Diversity Forum. People Management online. Harvard Business Review. Vol 96, No 2, March-April. Reviewed in In a Nutshell , issue CIPD members can use our online journals to find articles from over journal titles relevant to HR. Members and People Management subscribers can see articles on the People Management website.

Jill joined the CIPD in Her role is a combination of rigorous research and active engagement with policy makers, academics and practitioners to inform projects and shape thinking. She frequently presents on key people management issues, leads discussions and workshops, and is invited to write for trade press as well as offer comment to national journalists, on radio and TV. She specialises in diversity and inclusion, employee well-being, people management in SMEs and future HR trends.

Learn more about neurodiversity, the benefits for organisations, and how to support neurodivergent people to be comfortable and successful at work. A discussion of the pros and cons of quotas and other affirmative action policies, reviewing evidence from politics education and the workplace.

An introduction to the challenges and opportunities of managing a diverse workforce with practical guidance on effective diversity management. We work with the DWP and lead the way in changing attitudes towards disability, and to encourage all employers to provide opportunities to ensure that people with disabilities and those with long-term health conditions are able to fulfil their potential at work.

We regularly review our own people practices and approaches to ensure that our workplace is as open, diverse, accessible and inclusive as possible. Our principles — work matters, people matter and professionalism matters — enshrine our belief that good work is safe and inclusive. Stonewall and the CIPD share the vision that by embedding inclusive values, organisations can drive higher levels of wellbeing, motivation, satisfaction and productivity.


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Our ambition is to ensure that all of our staff and volunteers feel confident and comfortable in bringing their whole selves to work - because people perform better when they can be themselves. Home Knowledge hub People management fundamentals Managing the employment relationship Diversity Diversity and inclusion in the workplace.

The social justice case for diversity Diversity and inclusion are good for people and good for business Managing diversity and inclusion Useful contacts and further reading Explore our related content.

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CIPD viewpoint The moral case for building fairer and more inclusive labour markets and workplaces is indisputable: people matter, and organisations must ensure their people management approaches do not put any group at a disadvantage. Log in to view more.


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  • Diversity law and regulations.
  • What are diversity and inclusion? The social justice case for diversity The social justice case is based on the belief that everyone should have a right to equal access to employment, training and development based solely on merit. Diversity and inclusion are good for people and good for business Our research Diversity and inclusion at work: facing up to the business case highlights that inequality is still widespread in the workplace, and people professionals are in a unique place to champion the importance of diversity and inclusion.

    #IoFFC - Why is diversity essential for fundraising?

    Talent Research on the psychological contract shows that people want to work for employers with good employment practices. Corporate reputation Businesses need to consider corporate responsibility CR in the context of diversity as social exclusion and low economic activity rates can limit business markets and their growth. Diversity and inclusion at work: facing up to the business case Our report assesses the evidence on the outcomes of diversity at work, the barriers keeping inequalities in place and explores how organisations can tackle them.

    Managing diversity and inclusion Overcoming prejudice and changing entrenched negative attitudes can be difficult. Overall strategy Ensure that initiatives and policies have the support of the board and senior management. Remember that managing diversity and developing a culture of inclusion is a continuous process of improvement, not a one-off initiative.

    Develop a diversity strategy to support the achievement of business goals, including ways of addressing the diverse needs of customers. Focus on fairness and inclusion, ensuring that merit, competence and potential are the basis for all decisions about recruitment and development, and be alert to the influence of conscious and unconscious biases. Keep up-to-date with the law and review policies through checks, audits and consultation. Design guidelines and provide training for line managers to help them respond appropriately to diversity needs, as they are vital change agents, but give them scope for flexible decision-making.

    In an organisation that operates internationally, be aware that the approach to managing diversity will need to take account of the ways that individual working styles and personal preferences are influenced by national cultures. Describe desirable behaviours to gain positive commitment. Make clear that everyone has a personal responsibility to uphold the standards.

    Communication Develop an open culture with good communication channels based on open dialogue and active listening. Ensure appropriate channels for employee voice and that different groups feel able to access them. Use different and accessible methods such as newsletters, in-house magazines, notice boards and intranets to keep people up to date with diversity policies and practices.

    Learning and development Build diversity concepts and practices into staff training courses, management training and teambuilding programmes to increase awareness of the need to handle different views, perceptions and ideas in positive ways. Train line managers to help them understand the issues and drive their support for organisational and operational policies and practices. Measure, review and reinforce Regularly audit, review and evaluate progress, using quantitative and qualitative data, to highlight where barriers exist for example, via recruitment data and show the impact of initiatives, making appropriate changes to activities if needed.

    Use employee surveys to evaluate initiatives, to find out if policies are working for everyone, and to provide a platform for improvement. Include diversity and inclusion objectives in job descriptions and appraisals, and recognise and reward achievement. For example, staff surveys could ask questions about the team culture and the perception of equality of opportunity.