Celebrating UK Disability History Month (UKDHM)

From Thursday 16 November to Saturday 16 December 2023, we will be celebrating UK Disability History Month (UKDHM). This provides a platform for highlighting the struggle disabled people continue to face for equality and human rights.

This year’s UKDHM explores the experiences of disabled children and young people in the past, present, and future. In the UK, there are 16 million disabled people, and 11% of children are disabled. Even though 80% of adults become disabled once they reach working age, some suffer from delayed diagnoses or hidden conditions since childhood.

In recognition of Disability History Month, organisations should reflect on their policies and practices concerning disabled people. Identifying areas for improvement and developing strategies for ensuring the highest quality of care for disabled people can be done by examining the historical context. Involving disabled individuals in decision-making processes, establishing disability-friendly policies, and implementing training programs may be part of this process.

In order to ensure that all children and young people with long term impairments are not subjected to social exclusion due to stigma, stereotypes, negative attitudes, and socially created barriers in the environment and in the way things are organised, Disability History Month draws upon the Social Model/Human Rights approach.

During Disability History Month, disabled individuals are celebrated for their achievements and contributions at work. By celebrating inclusion, stereotypes can be challenged and barriers broken down, leading to a more diverse and equal society.

What can workplace leaders do to better support their disabled staff?

Employee Resource Groups

Staff Disability Networks can play a crucial role in promoting diversity and inclusion in the workplace. Discrimination and inequality in the workplace can be addressed through it as a platform for employee interaction. It is through such networks that a more inclusive and equitable work environment can be created.

Executive sponsors

Executive sponsors can play a crucial role in supporting disability inclusion in the workplace by advocating for, promoting, and implementing policies and practices that enable individuals with disabilities to thrive.

As an executive sponsor, you can have a significant impact on fostering disability inclusion in the workplace. By taking actions such as raising awareness, promoting diversity, supporting employees, and leading by example, you can create a more inclusive and equitable work environment for all employees. Remember that disability inclusion is not just the right thing to do; it is also good for business, as it attracts top talent, enhances employee engagement, and promotes innovation and productivity.

Awareness and Education

1. Educate yourself: Familiarise yourself with disability-related terminology, laws, and regulations.

2. Encourage education and training: Provide opportunities for employees to learn about disability inclusion and accommodations.

3. Promote disability awareness: Organise workshops, conferences, or events to raise awareness about disability inclusion.

Recruitment and Selection

1. Advertise inclusive opportunities: Highlight your commitment to disability inclusion in your job postings and recruitment materials.

2. Encourage diversity: Encourage recruiting managers to consider qualified individuals with disabilities for open positions.

3. Provide accommodations: Offer reasonable adjustments to applicants with disabilities during the recruitment process, such as accessible interview venues or interpreters for interviews.

Employee Support and Accommodations

1. Establish an adjustments process: Develop a formal process to request and provide reasonable workplace adjustments to employees with disabilities.

2. Promote accessible workplace: Ensure that the workplace is physically and technologically accessible, including accessible entrances, elevators, and assistive technology.

3. Provide equal access to benefits: Ensure that individuals with disabilities have equal access to employee benefits, such as training, flexible working and professional development opportunities.

Leadership and Communication

1. Lead by example: Model inclusive behaviour and actively support individuals with disabilities.

2. Include disability in diversity initiatives: Include disability in your overall diversity initiatives, such as employee resource groups or diversity training programs.

3. Actively communicate: Keep employees informed about disability inclusion efforts, policies, and progress.

Collaboration and Engagement

1. Partner with disability organisations: Collaborate with disability organisations, advocacy groups, and individuals with disabilities themselves to gain insights and best practices.

2. Empower employees: Encourage employees with disabilities to share their perspectives and actively participate in decision-making processes.

3. Recognition and rewards: Recognise the contributions of individuals with disabilities and celebrate their achievements.

Time to Act

During UKDHM, leaders should take the opportunity to work with their disabled colleagues and hold up a mirror to the organisation and ask yourself what you are doing to be more inclusive of those with a disability or long term condition.

JD

Unveiling the Layers of Structural Inequality in the UK

Structural inequality is an issue that plagues societies around the world, and the United Kingdom is no exception. Despite being one of the world’s leading economies, the UK continues to grapple with deep-rooted disparities that affect various aspects of people’s lives. This blog post aims to shed light on the structural inequalities present within the UK and the implications they have on individuals and communities.

1. Education Disparities:

Education serves as a crucial pillar for social mobility and equal opportunities. However, structural inequalities within the UK education system contribute to disparities that perpetuate social divisions. Research has shown that students from disadvantaged backgrounds often face limited access to quality education, resulting in lower academic achievement and reduced prospects for future success. This perpetuates a cycle of inequality that is difficult to break.

2. Income and Wealth Inequality:

A significant aspect of structural inequality in the UK revolves around income and wealth disparities. Despite economic growth, the gap between the richest and poorest continues to widen. This inequality is reflected in unequal wages, limited job opportunities, and the concentration of wealth in the hands of a few. The impact of this inequality is felt in various aspects of life, including access to healthcare, housing, and basic necessities.

3. Housing Inequality:

The housing market in the UK has long been plagued by structural inequality. Skyrocketing house prices, limited affordable housing options, and an increasing number of people living in insecure accommodation contribute to a cycle of housing inequality. This disparity disproportionately affects marginalized communities, leading to overcrowding, homelessness, and a lack of stability.

4. Racial and Ethnic Inequality:

Another dimension of structural inequality in the UK is racial and ethnic disparities. Despite being a diverse society, racial and ethnic minorities often face discrimination and unequal treatment in various spheres of life, including employment, healthcare, and the criminal justice system. These inequalities not only hinder social cohesion but also perpetuate systemic barriers that limit opportunities for marginalized communities.

5. Health Inequities:

Health outcomes in the UK are significantly influenced by structural inequalities. Socioeconomic factors such as income, education, and employment opportunities play a crucial role in determining the overall health and well-being of individuals. Research has consistently shown that individuals from lower socioeconomic backgrounds experience poorer health outcomes, including higher rates of chronic diseases and reduced life expectancy.

Addressing structural inequalities at a strategic level

Addressing structural inequality in the UK requires a multifaceted approach that involves policy changes, social awareness, and collective action. By acknowledging and understanding the various dimensions of inequality, we can work towards creating a more equitable society. The fight against structural inequality is not an easy one, but it is a necessary one for building a fairer and more inclusive future for all individuals in the United Kingdom.

Actions that can support reducing structural inequalities

Organisational EDI Strategy

The CIPD recommends a coherent strategy for fostering an inclusive culture that embraces diversity across the organisation. For the strategy to succeed, “it must be supported by organisational values as well as leader and manager behaviour that reflects the importance of EDI”.

Pay Gap Reporting

According to People Magazine, the reporting of pay gaps is one “meaningful way to provide equality data that can be assessed, benchmarked, and used to drive change”.

Law requires organisations with more than 250 employees to report their gender pay gap. This will help an organisation demonstrate a commitment “to tackling pay disparities between men and women by publishing an annual gender pay gap report, which includes an action plan to improve women’s equality and fairness”.

Training and Development

ACAS state that “training, development, and promotion of staff should also consider EDI”. During new staff inductions, organisation should provide EDI training, so everyone is on board with the equality, diversity, and inclusion policy right away. In addition, its good practice to provide training and development for employees and managers so they can access opportunities without prejudice. Training for performance review processes and promotions ensures that no questions arise about an employee’s fit due to their protected characteristic.

Accessible Information

The Office for Disability Issues states that “accessible communication formats (also called alternative formats) is crucial to reaching all your audience”.

By automatically captioning virtual meetings, recording post-events, and adding subtitles to short videos, this can be accomplished. Furthermore, events should advise on speakers, slides, short videos, polls, breakout sessions, and virtual chats, as well as provide prior knowledge about the format of events. On request, the organisation should be able to provide documents in easy-to-read formats and forms in large print. Similarly, an organisations website should reflect this as well, supporting zooming in up to 200% without spilling text off the screen, navigating the website with just a keyboard, using speech recognition software to navigate the website, and using a screen reader to listen to the website. 

JD

Managing neurodiversity in the workplace

According to Harvard Health, Neurodiversity refers to diversity in the human brain and cognition, for instance in sociability, learning, attention, mood, and other mental functions. It provides an inclusive view of cognitive diversity, highlighting the differences at a neuro-biological level while considering the socio-cultural contexts of a human’s lived experience.  

Employers need to be mindful as to how the business set up helps support those with different neurological conditions to create a diverse workforce. This includes:

  • · Understanding the importance of managing neurodiversity at work.
  • · Understanding how to manage neurodiversity at work, and 
  • · Being better able to support those with different neurological conditions. 

In 2021, a Harvard Health report described the idea that people experience and interact with the world around them in many different ways; there is no one “right” way of thinking, learning, and behaving, and differences are not viewed as deficits. 

The report explains how neurodiversity advocates encourage inclusive, non-judgmental language. While many disability advocacy organizations prefer person-first language (“a person with autism,” “a person with Down syndrome”), some research has found that the majority of the autistic community prefers identity-first language (“an autistic person”).  

Therefore, rather than making assumptions, it is best to ask directly about a person’s preferred language, and how they want to be addressed. Knowledge about neurodiversity and respectful language is also important for clinicians, so they can address the mental and physical health of people with neurodevelopmental differences. 

According to Professor Amanda Kirby, CEO of Do-it Solutions Limited and Campaigner for Neurodiversity, Neurodiversity is the way we think, move, act, communicate and process information. 

She explains, “we are all different. Some people have challenges and strengths associated with conditions such as Attention Deficit Hyperactivity Disorder (ADHD), Dyslexia, Autism, Dyscalculia, Developmental Coordination Disorder/Dyspraxia, Developmental Language Disorder. 

There is not one person or one condition that defines our differences ( or our similarities). We are too often defined by what we can’t do and not by what we can. 

The reality is that some people will gain a diagnosis of Dyslexia, for example, and others diagnosed as having Autism or ADHD. However, who gains a diagnosis often can be a bit of a lottery. It can depend on whether difficulties are identified as a child by a teacher who spots some signs of Dyslexia or Dyspraxia (also known as Developmental Coordination Disorder) or by a parent who knows something about one of these conditions.

It often requires tenacity on the part of the parent or individual and also depends on local waiting lists and service availability. For many people it can be a lengthy and at times costly process in terms of stress. Some people are paying for assessments as an alternative at a high cost. 

For most people the starting position is to understand their challenges and gain some practical strategies to help as soon as possible. By understanding their unique spiky profile, you have a starting point to help to support them to be their best. 

A person-centred approach means that strategies are tailored to EACH PERSON. It also importantly means harnessing strengths, to build confidence, self-esteem and become resilient.” 

Professor Kirby’s research produced an effective guide for employers to making different adjustments for neurodivergent people, where three elements can be easily changed. Take a look at the graphic below and consider what your organisation can do to better understand how to manage neurodiversity at work, and how to support those with different neurological conditions.

I’d love to hear where you are on your journey to becoming an neurodiverse workplace. Let me know in the comments…

Race Equality Week

February 6th marks the start of Race Equality Week. The theme for Race Equality Week 2023 is #ItsEveryonesBusiness. This theme was chosen as 79% of respondents believe it would have a meaningful impact on tackling race inequality.

Race Equality Week is an annual UK-wide movement uniting thousands of organisations and individuals to address the barriers to race equality in the workplace. The events of 2020, including the Black Lives Matter movement and the disproportionate impact of COVID-19 on ethnic minority communities, has heightened public consciousness of race inequality

Since the flurry of pledges many organisations were making back in 2020 to become more inclusive, which for many included black squares, signing charters and race action plans, progress in addressing racial inequality is proving to be a challenge.

Race Equality Matters’ survey highlighted that the majority of respondents felt very little had changed in the last 12 months. Whilst some organisations are now taking a nudge approach, which is starting to impact change. Many have struggled to know where to start.

Thanks to Sy Joshua at Race Equality First for these actions to ensure you are on top of your game when it comes to Race Equality in the Workplace: 

1. Book your team onto Anti-racism training

It’s not enough to be ‘not racist’, what is your team doing to be Anti-racist? Are you taking active steps to remove racial barriers and obstacles from the workplace.

2. Review your diversity & inclusion policy

Too many Diversity and Inclusion policies are a ‘copy & paste’ job. Does your policy contain your organisation’s DNA around EDI? If not, a full review may be overdue!

3. Encourage employee-led initiatives promoting racial equality

Empowering employees towards coproduction and including ‘lived experience,’ is a must in ‘moving the dial’ towards more inclusive spaces.

4. Ensure inclusive initiatives are outcome focused

Don’t forget to measure the impact your initiatives are having on attitudes, behaviour and workplace culture.

I’d love to hear where you are on your journey to becoming an anti-racist workplace. Let me know in the comments…

June is Pride Month

In the UK, June is Pride Month, a month dedicated to celebrating LGBTQ+ communities around the world. This year marks the 50th anniversary of the first Pride march in the UK – a day when hundreds of LGBTQ+ people and their allies arrived in London to protest a society where they were not safe to be themselves.

Organisation’s need to work with the LGBTQ+ community and their own LGBTQ+ employees to ensure an inclusive workplace culture. When better than pride to engage with your LGBTQ+ employees to build inclusion. That said, there is little point flying flags one month a year if you don’t celebrate your LGBTQ+ staff all year round. Take the time to engage with the LGBTQ+ workforce. So, speak to your staff, review your policies for inclusivity, find external trainers to raise awareness around pronouns and look to update your language around gender identity and gender expression to better include the full spectrum of the LGBTQ+ community.

The first UK Gay Pride Rally was held in London on 1 July 1972, a date that was chosen as it was the closest Saturday to the anniversary of the 1969 Stonewall riots in New York City, and around 2,000 people participated.

In London, these brave protesters marched to Trafalgar Square despite fearing for their own safety. But they knew it was important that their voices were heard – and their actions that day paved the way for half a century of progressive societal change for LGBTQ+ people.

The Stonewall riots were important protests that took place in 1969 in the US, that changed gay rights for a lot of people in America and around the world.

Quiz Question – Who is known as ‘The Mother of Pride’ after organising the first ever gay pride march. Answer at the bottom of this article.

In their article celebrating fifty years of gay pride, the Gay Times explains how the first Pride march came about in the UK.

“On 1 July 1972, around 2,000 people marched down Regent’s Street in London in the name of Gay Pride. Up to 40 members of the Gay Liberation Front had organised the protest, hoping it would serve as an antidote to widespread gay shame prevalent throughout the community. Same-sex sexual acts had only been decriminalised in England and Wales five years earlier, so the LGBTQ+ community was still dealing with the trauma they’ve suffered during the decades before. “They were ashamed of their sexuality and gender identity so our counter to gay shame was Gay Pride,” Peter Tatchell – one of the people who organised that 1972 Pride march – explained.”

In 2022, Pride is a celebration of people coming together in love and friendship, to show how far LGBTQ+ rights have come, and how in some places there’s still work to be done.Pride month is about acceptance, equality, celebrating the work of LGBTQ+ people, education in LGBTQ+ history and raising awareness of issues affecting the LGBTQ+ community. It also calls for people to remember how damaging homophobia was and still can be. Pride is all about being proud of who you are no matter who you love.

Since June 28, 1970, Pride events have grown bigger, bolder and well… prouder!

Did you know the answer to our quiz question? The answer is Brenda Howard, an American lady who is recognised as ‘The Mother of Pride’ after she organised the first ever gay pride march.

JD

Trauma Informed Systems and Organisations – ED&I Evolution not Revolution.


Best practice in delivering better equality, diversity and inclusion outcomes is always evolving. There may be new ways of thinking which brings about new practice. On the other hand, evolution need not be so dramatic. Instead, there may better-informed practice and ways of doing things. Either way, as ED&I professionals we are constantly on the lookout for better ways to do we do what we do.

ED&I professionals often see things through a different lens. As such we are aware of how some protected characteristics link to personal trauma. Yet, the very concept of trauma is often lost on wider organisational colleagues.

Staff with protected characteristics are often at increased risk of exposure to trauma. Be that in their childhoods, personal lives, or professional lives. This is because they are often exposed to prejudice, discrimination, and endemic injustices. Certainly, in a way which more privileged groups in society are not.

Similarly, it is more likely trauma is passed down to individuals by their relatives and ancestors. Examples of this might be the trauma of intergenerational racism. It might be misogyny and sexism, and other forms of hate and oppression. Either way, we know these have hindered our societies and communities for generations. The impact of which is many people are born with “inherited trauma”. They must grapple with this throughout their lives.

Anyone who works in ED&I field in the UK will have an understanding of the legislation to which we work. The Equality Act, 2010, the Human Rights Act, 1998 and the Public Sector Equality Duty. It’s fair to say that organisations have moved beyond compliance with legislation. Instead, they are working towards true workplace equity. To that end, a better awareness of trauma and its links to ED&I is likely the next evolution in ED&I best practice. Certainly, it will improve what ED&I does to enhance fairness, inclusion, and respect for all staff.

In the context of ED&I, trauma is psychological, emotional or psycho-biological. It has a key role to play in the achievement of inclusive workplace cultures. Like most ED&I endeavours, collaboration with wider organisational teams is necessary. That is if you want to see an EDI-focus to the development of a trauma-informed organisation. Involving colleagues from health and wellbeing, organisational development as well as strategic planning.

Trauma is a very personal experience. This is where lived experience can support organisations to improve their understanding. If we are to develop trauma informed workplace cultures, then we have one key priority. Ensuring organisations hear the voice of colleagues from protected groups during the process. Hearing these voices during the development process will empower staff. It will allow them to contribute to the future of the organsaition. More importantly, contribute to organisational change that’s designed to improve their workplace experience. As with any organisational change, key stakeholders must be a part of the process. Where there are no seats around the table for those with lived experience, then you need a bigger table. A solution for organisations to be better informed is through ‘Lived Experience Leads’. Thereby ensuring planning and development has contributions from those with lived experience.

That said, ED&I practice is not free from its critics. Trauma informed debate will attract those who want to shut down the conversation. In fact, in our new ways of talking, they would seek to cancel the conversation. Those who work in the ED&I sector will be well aware of accusations of being ‘Woke’ or of ‘Wokism’. It’s odd, in Britain we hold this image of ourselves as being a more liberal society. When in fact the evidence suggests we are living in more intolerant times.

I am paraphrasing Dean Royals here (take a look at his excellent blog post addressing the subject of intolerance – Tolerance in an Intolerant World). For many, we are in culture where they feel obliged to tiptoe around complex issues. They fear offending or being – in the new parlance – cancelled. There is an intolerance to debate and yet if someone disagrees then they are seen as intolerant. This intolerance is driving friends, families and colleagues apart. It is hurtful and damaging. The undeniable truth is trauma brought about by being a member of some protected group is very real. I am reminded of the examples of trauma though intergenerational racism. Or where misogyny and sexism, as well as other forms of hate and oppression have affected people.

Being trauma informed will better support a motivated, included, and valued workforce. One where staff from all backgrounds have equal access to career opportunities. As well as receive fair treatment in the workplace. It might even help build a more tolerant society. After all, that’s what we, as ED&I professionals, strive towards.

JD

We need Grown-up Conversations About Race in the Workplace

Across the country, our workplaces are well overdue grown-up conversations about race.

You will find those who refuse to engage because they don’t want to be uncomfortable. Some refuse to have their preconceived perceptions challenged. Whilst there are others who celebrate diversity but don’t challenge racism. Then there are those who hide behind a veneer of inclusive leadership.

If you want to make a real difference in the workplace then go beyond celebrating diversity. Don’t only invest in Black History Month instead invest in Black futures. Check your Black representation at senior levels and make improvements to that.

Then, don’t put all responsibility for solving racism on the shoulders of your Black staff. Here’s the uncomfortable truth, it is for white people to challenge racism in the workplace. Whats more, it is for us to pay attention to our own lens for seeing the world, that lens is often shaped by decades of external influence.

Terms are being misused, sometimes deliberately. Recently, I read an interesting article on LinkedIn by David McQueen, where he spoke passionately about social justice and how it addresses ensuring there is fairness for all. Then, he speaks about what it means ‘being woke’, where we need to wake up and recognise that our boundaries need to be checked and not stepped over. Similarly, he explains privilege as being about recognising systems that work in your favour and how you can leverage those to help others.

Even so, as David explains, in far too many discussions these terms have been weaponised with the purpose to stifle, deflect or deter meaningful conversations on seeing how we can all be aware of and build systems to reduce racial bias.

We must make the changes necessary to create inclusive workplaces. We need to be in this together or nothing will change.

Here the CIPD offer helpful guidance on how to talk about race at work.

If you want to read further on the topic, it is hard to find a better book than White Fragility: Why It’s So Hard for White People to Talk About Race, by Robin Diangelo (Beacon Press, 2018).

Alternatively you can click here to watch the excellent video explainer by Robin DiAngelo where she explains why white people should stop avoiding conversations about race because of their own discomfort, and how ‘white fragility’ plays a key role in upholding systemic racism

Take a look at the short video below: John Amaechi: Let’s Talk about Race

JD

The Stonewall debate – trans rights versus gender-critical beliefs

In recent months, Stonewall – Europe’s leading LGBTQ Rights organsaition – have found themselves at the centre of some very public controversy regarding trans rights. It doesn’t look like it is going away anytime soon either.

In brief, Stonewall have been accused of shutting down gender-critical beliefs (and subsequent debate over trans rights) as transphobia, subsequently the Government equalities minister (Liz Truss) has urged government departments to withdraw from Stonewall’s flagship Diversity Champions programme.

According to the Guardian the debate centres on trans rights campaigners on one side and gender-critical feminists – who disagree with the view that gender identity should be prioritised over biological sex – on the other.

The debate is a complex one but in recent months critics believe Stonewalls stance on trans rights is over-aggressive and seeks to shut down debate but which the charity and its defenders believe is putting it on the right side of history.

In law, ‘Gender identity or trans status’ are not protected, only ‘gender reassignment’ is protected under the Equality Act 2010. However, Matthew Parris, one of Stonewall’s 14 founders, wrote in the Times that the charity had been “cornered into an extremist stance” on the subject of trans rights. He argued that Stonewall should stay out of the issue, sticking to LGB rights without the T. Whilst the right to change one’s legal gender was established in the UK in the 2004 Gender Recognition Act, it was only six years ago that Stonewall announced that it would work for trans equality and apologised for its past failure to do so.

In recent months, Liz Truss, the equalities minister, urged all government departments to quit the Diversity Champions programme. This was followed by a report that accused Stonewall of giving incorrect advice on equality law. This was further complicated when the Equality and Human Rights Commission (EHRC) quit the Diversity Champions programme in May 2021.

Yet, suggestions emerged that employers were leaving the Diversity Champions programme because of disquiet over its transgender inclusion training. The Telegraph reported that six public-sector organisations had left out of about 850 members listed on Stonewall’s website, although those exits were since 2019 and none had publicly cited the issue of trans rights as motivation for leaving.

Stonewall accused the Equality and Human Rights Commission (EHRC) of defending gender-critical beliefs and suggesting that they are “protected beliefs” under the Equality Act, a position the signatories said was a “kick in the teeth to trans people”.

Prof Kathleen Stock, a professor of philosophy at the University of Sussex who has written a book criticising theories of gender identity, said Stonewall had encouraged a definition of transphobia that was far too wide. “Through its Diversity Champions scheme it’s disseminated this very widespread idea that an attack on the theory – or an attack on the particular interpretation – of identity is an attack on trans people. And that has really made the whole discourse incredibly toxic, given its enormous reach within national institutions,” she said.

In a recent interview with the BBC, Nancy Kelley, head of Stonewall, attracted more criticism by comparing gender-critical beliefs to antisemitism. She said, “With all beliefs, including controversial beliefs, there is a right to express those beliefs publicly and where they’re harmful or damaging – whether it’s antisemitic beliefs, gender-critical beliefs, beliefs about disability – we have legal systems that are put in place for people who are harmed by that.”

Kelley, who said Stonewall believed in freedom of speech but “not without limit”, said the comparison was apt as people were protected on the basis of their gender identity in the same way as people are on the basis of their race.

On the antisemitism comparison made by Kelley, veteran gay rights campaigner Peter Tatchell said. “Those who deny trans people’s existence, misgender them and advocate anti-trans discrimination echo the prejudice of racists and homophobes.”

The question for UK based organisations is do they continue with their association with Stonewall and the Diversity Champions Programme? If your organsaition has a strong stance on supporting trans people will staying with stonewall support that, or does the organsaition risk being dragged into a debate regarding gender-critical beliefs?

JD

Voice, Power, Advocacy and Change – Effective Staff Networks

Staff networks provide a safe and practical space where generating and sharing new ideas, and exchanging information can be expressed in an informal environment. They also provide peer support, networking opportunities and social activities. Their activities can help to open the door to changing the culture of an organisation.

Effective staff networks are self-governed, and their terms of reference, leadership and membership arrangements are determined by their own members. However, these networks should operate with the full support of the organsaition and a framework is recommended so there is clarity, coherence and consistency of approach in the operation of all staff network groups.

Staff networks can be a powerful tool for empowering minority groups to have an effective voice in an organisation. In the context of diversity and inclusion, a minority group is a group of individuals who are known to have been discriminated against on the basis of a shared characteristic. It is worth noting that these groups may not be a minority in terms of numbers as in the case of women, who are a minority group, despite comprising over half of the UK population.

According to Advance H.E. (formally the Equality Challenge Unit), staff networks may not work in every workplace and/or for all minority groups, and their viability and success will depend on the culture and demand within individual organisations.

Networks need to be led by the staff groups that they represent. However, there is a role for institutions to facilitate and support the development of networks:

  • Involve staff and discuss the need for staff networks. This could be linked to specific times of year to maximise impact, for example discussing the possibility of a women’s network on international women’s day. A specific event gives the opportunity to discuss whether it is viable and to look for volunteers to take the network forward.
  • Provide a budget. From refreshment for meetings, to organising specific events or training and development, a budget of any size helps to ensure the network is sustainable and effective.
  • Ensure senior management are open to dialogue. Networks can provide a useful perspective on institutional practice. Consultation should be genuine and views of the network taken seriously.
  • Publicise networks to all staff. A dedicated area on your website/intranet means that all staff are aware of support and opportunities. Promote the networks during staff inductions to maximise membership and ensure all staff are able to benefit.
  • Create a culture of acceptance for participation. It can be intimidating to join a network and there can be a perception that members of networks are ‘troublemakers’.
  • Ensure line managers encourage staff to attend meetings in work hours. Senior management engagement can help to legitimise the group, and positive endorsement can underline that taking part is worthwhile.

Aims and Objectives

1. Sharing experiences and providing advice and support in a confidential safe space

Often a staff network is the opportunity staff members have to discuss the challenges they have faced at work. To meet this aim, it is likely that membership will be limited to people with the particular shared characteristic. Organisations need to carefully consider how, when and where the group will meet, and how to get a balance between giving an opportunity to share personal experiences while retaining momentum and developing positive solutions.

2. Working collectively towards improving institutional policies and practices and implementing change

Networks with this aim can be useful for their members and their institution. They can raise concerns from members, act as a consultation group for policies and practice and help to generate ideas and solutions. However, to be successful and to maintain momentum, the organisation has to listen to the network and genuinely involve them in decision making and policy review.

Terms of Reference

Networks can have a variety of terms of reference, depending on their aims and context. These may also develop over time as the group evolves. The language used in describing and naming networks can also be crucial in their success and who joins.

However you approach staff networks in your organisation it is important to remember that an effective staff network is one that is run by staff for the benefit of staff.

JD

Supporting staff who observe Ramadan 2021

Ramadan 2021

This year, the month of Ramadan will begin on the evening of Tuesday 13th April and end on the evening of Wednesday 12th May 2021.

Ramadan involves a daily period of fasting for Muslims starting at sunrise and finishing at sunset over the month. This means abstaining from food, drink (including water) and smoking. While fasting is an important part of Ramadan, it is also a time of self-reflection and self-evaluation for Muslims.

This year will be very different for staff who are Muslim and observe fasting during Ramadan, as traditionally communal activities and prayer are observed and encouraged. Due to the current Covid-19 crisis, access to prayer facilities, quiet rooms and multi faith rooms internally and externally have been largely suspended. These restrictions may have a negative impact on staff wellbeing during an already difficult period. Line managers should encourage staff to talk to their chaplaincy team for support.

Accommodating religious belief and practices during Ramadan is about being responsive to employee’s needs. It does not necessarily mean extra time off; it is about offering flexibility around existing holiday entitlement, working patterns or break periods. Unlike previous years, this may prove more challenging if resources are reduced due to staff absence from self-isolation and illness.

Similarly, staff should also be aware of the health issues related to fasting, so that they are able to make more informed choices, minimise complications and maximise the benefit of their fast as well as operational effectiveness. Those who are ill with COVID-19 won’t be able to take part in daily fasting, as fasting is not compulsory or advisable for anyone who is ill or has a medical condition.

Frequently asked questions on Ramadan

What is Ramadan?

Ramadan is the 9th month of the Islamic lunar year and is the month of fasting. Fasting is a duty upon all adults and healthy Muslims. In the UK this year Ramadan will start on 13rd April 2021.  This means that no water or food is to be consumed from sunrise to sunset this totals to almost twenty hours per day without food or drink. People that are ill, those that are travelling long distance, pregnant and breast feeding women may be exempt.

One of the main benefits of Ramadan is an increased awareness of God. It is an opportunity for self-purification and reflection and a renewed focus on spirituality; and for compassion for those in need of the necessities of life. Muslims also appreciate the feeling of togetherness shared by family and friends throughout the month. Perhaps the greatest practical benefit is the yearly lesson in self- restraint and discipline that can carry forward to other aspects of a Muslim’s life such as work and education.

Religion and Belief is a protected characteristic of the Equality Act 2010, which means that festivals like Ramadan, as well as Easter, Yom Kippur, Vaisakhi and Diwali, and the other religious days and periods, give us an opportunity not just to support those who observe them, but also to learn and understand more about the people we work with and increase our understanding of the communities we serve.

Fasting, in one form or another, has always been important and often necessary part of religious life, discipline and experience in every faith.  Many of the key fasting considerations transfer to all primary faiths and practices including Christianity and the sacrifices of ‘Lent’ Judaism and fasting during Yom Kippur and Tish’ah B’av.

Working and Ramadan

Working has a great importance and value in Islam.  The importance of lawful earnings is emphasised by numerous instructions of God in the Quran to earn a living through lawful means.

The Prophet Mohammed taught Muslims that one needs to be balanced and harmonised between their worship and work.  Muslims have to remain constant in acts of worship, and also to work hard to earn a living and support their families.  Prophet Mohammed made it clear that being in a position to purchase day to day provisions from one’s own work is actually a commendable act of worship.

Ramadan should not be used as an excuse for not working to one’s usual level of commitment and productivity and it is important to remember one’s obligations to employers.

I manage and/or work with staff that are fasting, what do I need to know?

Fasting in the summer months is combined with disturbances in normal sleep pattern that can leave individuals feeling more tired than normal particularly mid-afternoon and towards the end of the day. Also, towards the latter part of the day some individuals that are fasting might feel a little light headed.

If you have Muslim staff in your department or ward, it may be worth approaching them and allowing them to discuss their needs and the impact this may have on their working patterns.

If it is operationally feasible an agreement to requests for slight adjustments to shift patterns during Ramadan will be appreciated.  For example, many Muslims like to be with their families for the end of the fast therefore may need some flexibility with shift arrangements to enable them to spend this time with their families. To be able to finish early they may prefer to start earlier and/or have a shorter lunch break.

It is very considerate to avoid holding events involving food such as get-togethers which may include food and drink during Ramadan. If it is unavoidable please do not be offended if Muslim staff members are unable to participate in such events. If any training day or a key meeting is unavoidable, any special arrangements for Muslim staff that are fasting will always be greatly appreciated.

It is not necessary for individuals that are not fasting to abstain from eating or drinking in the presence of Muslims that are fasting. However, during the month of Ramadan it would not be appropriate to require a Muslim staff member who is fasting to join you in taking a working lunch for example, or to offer food or drinks

To fast along with Muslim colleagues, even for part of the day, is a good way of enhancing understanding, and can be used as a wonderful way of fundraising for a charitable cause during the month of Ramadan. Ramadan is the month of generosity, giving charity and benevolence.

Many Muslims will endeavour to practice their faith more during Ramadan than they might for the remainder of the year. As a consequence of this more Muslim staff might wish to offer prayers during the day. This will normally be around 1:00 pm and 6:00pm in the summer months for a few minutes each for which the staff member(s) will require a small private area or access to Trust’s chaplaincy facilities for prayer and quiet contemplation.

How do I express best wishes to colleagues and patients?

The appropriate way to express best wishes to a Muslim colleague for Ramadan is to say: “Ramadan Mubarak”

What happens when Ramadan ends?

The end of Ramadan is marked by the festival of Eid-Ul-Fitr for which some Muslim staff members will wish to take leave from work. The actual day that Eid falls on will depend on when the new moon is sighted. For this reason it might not be possible for the staff member to be very specific about the day he/she would like to be away from work and therefore some flexibility may be necessary.

There are different schools of thought who may celebrate Eid on different days depending on which school of thought they follow. This year Eid may fall on 13th  May or 14th May depending on the sighting of the moon, therefore Eid can be celebrated on either days.

Please try to accommodate any requests for annual leave during this time.

The appropriate way to express best wishes to a Muslim colleague for Eid is to say: “Eid Mubarak”

JD