Embed an inclusive workplace culture at all levels in the GDC where all staff feel valued, welcome, integrated, and included
The GDC is based across two sites, in London and in Birmingham. These locations are home to some of the most diverse populations in the UK and we view this as an enormous strength, with our staff groups representing a wide range of ages, ethnicities, abilities, faiths, sexual orientations, gender identities, parental and caring duties. By embedding an inclusive workplace culture, we will be creating a supportive, fulfilling environment, where everybody feels able to bring their whole selves to work and for this to be celebrated.
An inclusive culture leads to enhanced employee satisfaction, stronger engagement, improved wellbeing and lower sickness. When external stakeholders engage with a diverse and ethically nourished staff, the service we provide is better.
We recognise that diversity enables us to make better decisions and shape our work, so we will look to harness these perspectives and ensure that clear pathways are available for progression and that barriers to progress are identified and removed.
There will be a focus on improving our data monitoring and intelligence and amplifying the voices of our staff, through equality subject matter expertise, awareness campaigns and staff networks. We will look to sponsor and develop the careers of our staff and make sure that what is important for them, is important for all of us.
Our responsibilities as a diverse employer begin with our recruitment and attraction. We are currently a Disability Confident Employer and are proud of our interview processes, which are designed to attract diverse perspectives and enable applicants to share their views on the importance of diversity at interview stage. Decisions that will impact GDC staff and associates are made by collecting and analysing staff equality data to assess the potential impact. Some EDI calendar dates, such as Black History Month, are actively celebrated and everybody is offered the opportunity to attend talks from subject matter experts.
How will we achieve this objective?
We will achieve this by:
- Reviewing Equality Monitoring forms to ensure we capture data in a way that is respectful and inclusive.
- Encouraging staff to fill out equality monitoring forms on entry to the GDC.
- Monitoring and comparing our staff demographic breakdown with both the communities in which we are based and in which we serve to understand the impact this may have.
- Ongoing monitoring of the EDI data of applicants throughout each stage of the recruitment process and of staff leaving the organisation.
- Developing innovation in our attraction strategy to encourage the widest diversity of applicants.
- Setting targets and monitoring the diversity of our senior leadership team at an organisational and individual level.
- Continuing to create and support new staff EDI Networks.
- Encouraging open conversations around EDI, and creating safe spaces to have these discussions.
- Enhancing the training of our staff so that they are aware of their legal responsibilities around EDI.
- Developing leaders who get the most from diverse teams.
- Continuing to complete Equality impact assessments, where required.
- Ensuring our Senior Leaders and Council show due regard to the three arms of the Public Sector Equality Duty.
- Capturing demographic data of our Associates.
- Ensuring Associates undertake annual EDI development activities.
- Making sure the staff intranet is accessible to all users.
Examples of how we will measure progress:
- Feedback from our colleagues through regular surveys.
- Staff attendance at EDI training.
- Our performance on external benchmarks such as Employer’s Network for Equality & Inclusion ‘TIDE’ report.
- Progress from ‘Disability Committed’ to ‘Disability Confident’.
- Improved employment and career progression for applicants that have protected characteristics.
- Increased Gender representation in senior roles.
- Increased Black, Asian and Minority Ethnic representation in senior roles.
- Effective delivery and outputs from Employee Resource Groups (ERGs).
- Continued production of a Gender pay gap report, in line with legislation.
- Employee focus groups are facilitated, with results compiled.
- Feedback from exit interviews.
- Track Internal grievances.
- Policies that commit to dignity and respect are developed.
How will we monitor success?
- The amount and quality of EDI monitoring data we hold about staff improves year on year.
- We are able to talk about the EDI data for GDC job applicants, and how that data looks during the recruitment process.
- Staff feel this is an organisation that values and prioritises diversity, and that the culture enables people to be successful.
- Discussions about EDI happen at all levels of the business and not just as an afterthought or mandatory requirement.
- We know why people leave the organisation and we can see that people leave as advocates for our culture.
- We talk about how reflective our workforce is of the communities in which we are based, and what that means.
- We talk openly about diversity amongst our senior leadership team, how this is changing, and what it means for the business.