Diversity & the Economic Downturn - part three

In the last issue, we explored the impact of the economic downturn upon the various groups and looked at some of the current research undertaken by the Department for Work and Pensions (DWP), the Equality and Human Rights Commission (EHRC), Stonewall, the Fawcett Society and Mind.

As previously highlighted, there is evidence of a higher level of unemployment amongst men with a marked increase in the rate of unemployment amongst Black, Asian and Minority Ethnic (BAME) groups especially those from Caribbean and African communities. Young people (especially young men and less qualified young people) are clearly being impacted, struggling to gain meaningful employment within the current market conditions.

More women are in employment than in previous recessions, and are concentrated in certain sectors. This, coupled with their working patterns, makes them more economically vulnerable within the current recession. There is also evidence of additional impact upon BAME women who are already economically disadvantaged. More women than men are working beyond the age of 60, with twice as many women than men working above state pension age. Research has also shown that poverty is a contributory factor in domestic violence, and there is some indication that women are being forced to remain in abusive relationships due to financial hardship caused by the recession. Research also points to an increase in the number of pregnant women and new mothers being made redundant, and highlights that some women have returned from maternity leave to find their jobs have gone or have been downgraded.

It has been argued (in contrast to other research claims) that the true figure for employment rates amongst disabled people has actually declined in recent years, when taking into account those who have ‘work limiting’ disabilities and not just those covered by the Disability Discrimination Act (DDA). There is also some indication that the gap between disabled and non-disabled employment rates is widening due to the recession. Public sector spending cuts are also likely to adversely impact upon disabled people, a large proportion of whom currently work within the public sector.

Serious concerns have been raised regarding the impact of the recession upon men’s mental health with men failing to seek help and get the support they need. Concerns have also been raised about the disproportionate impact upon BAME (especially Afro Caribbean) men as well as gay men, with regard to the impact of the recession upon their mental wellbeing.

It has been highlighted that lesbian, gay, bisexual and transgender (LGBT) employees still continue to be bullied and harassed in the workplace. Research has also shown a correlation between organisational culture and LGBT employees’ preparedness to come out in the workplace. Research has further shown that productivity and motivation increases amongst those LGBT employees who work in organisations where they are comfortable with being out. LGBT-owned companies, however, are fairing better with them demonstrating a greater confidence in their ability to grow their businesses over the next year, despite the recession.

MAKING A DIFFERENCE
So what does all this mean to us in practice and what can we do to make a difference? Whilst this recession appeared to take many of us by surprise, it could be argued that they are a ‘natural’ feature of boom-bust economies. We’ve had them in the past and we’ll almost certainly have them again in the future. Perhaps we can’t create a totally recession-proof organisation (or indeed a recession-proof society) but we can certainly mitigate some of the risks for the future.

For example, we can:
• Invest in the development of our leaders equipping them with an understanding of, and a high level of competence in, diversity leadership;
• Encourage our leaders to model best practice especially in challenging times, holding themselves and others accountable for organisational performance around diversity;
• Develop long-term, sustainable approaches to diversity that will withstand the chaos and complexity of a global economy;
• Invest in more sustainable policies and practices that look to the future and include a more integrated approach to diversity;
• Develop a culture of inclusiveness that is less about ‘tolerance’ and more about business effectiveness;
• Create a culture that does not penalise those who are struggling to cope and those who are actively seeking a work-life balance;
• Adopt a more robust approach to employee wellbeing and not be frightened to tackle issues of mental health in the workplace;
• Take a proactive approach to mental wellbeing, reflecting this in the support structures, individual and service objectives and organisational policies and working patterns;
• Invest in developing people’s personal resilience and their capacity to deal with whatever the 21st century can throw at them;
• Invest in the education of young people who are our future global leaders, so that they are ready and fully equipped to fulfil their role.

In terms of organisations looking forward to beyond the recession, I believe that Trevor Phillips, (June 09) elegantly sums it up when he says:

'When the economy returns to growth, the challenge will be to ensure that no talent is constrained for arbitrary reasons, or needless barriers – something which is well within the power of a 21st century society to overcome. This implies a fundamental re-examination of the culture and practices that underlie the way our society and workplaces operate. No recovery can be complete without it. With it, the UK can face up to the rigours of a competitive global economy with confidence.'

DREAMING THE FUTURE
Well I’m sure, by now, you’re curious to know what happened to my workshop participants that I described in the first issue – were they able to break free from the restricting labels and their own limiting beliefs? I have always been greatly impressed with the human capacity to cope with change, and this group was no exception. It’s just that sometimes we all need a little help. So, as we rapidly moved beyond the ‘grieving stage’ in the workshop, we did a quick reframe of what the restructure meant to them. We were then able to move on to construct a more compelling vision of what the future might hold for them: transforming adversity into opportunity and concern into possibility. What better gift to give people than the tools to reconstruct their own reality.

So, as I sit here now, on a Cyprus beach, soaking up the sun and listening to the hypnotic sound of the waves lapping gently against the rocks, I am reminded of something my coach said to me some years back. He said: “we are each blessed with a limited number of heartbeats in our lives – what are you spending yours on?” I guess I would rather spend my heartbeats on making a difference, wouldn’t you?

Janice Joannou
Lead Officer for Diversity, PPMA
Director, Rainbow Consultants
Janice@rainbowconsultants.org.uk