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https://www.youtube.com/watch?v=k3SiFsMJ0kM

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Indirect discrimination is when a healthcare or care provider has a practice, policy or rule which applies to all it's patients and clients, but it has a worse effect on some people than others becuase of who they are. You can challenge indirect discrimination if it has a worse effect on you because of your: age

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Direct discrimination in schools is when a child is treated less favourably on the grounds of gender, disability, race, sexual orientation, religious belief or age. For example, assuming a child may not be able to reach a certain level of work because they are disabled.

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Direct discrimination refers to the action of treating a person differently (often unfavourably) due to a specific physical or mental characteristic: such as age, gender or disability.
Not only is this form of treatmentmorally wrong in the workplace; it presents a legal issue in the context of employment law.
https://www.brighthr.com/articles/equality-and-discrimination/direct-discrimination
pj donnelly

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Pregnancy and maternity: It would be unlawful for an employer to manage and monitor absences from work due to morning sickness and count these towards triggers for action under their attendance management protocol. This is direct discrimination against pregnancy and maternity.

Gender reassignment: Let’s say a male employee informs their employer that are planning major surgery in order to live the remainder of their life as a woman, because it is causing them severe psychological trauma. After the discussion, the employer attempts to relocate the employee to a non-client facing role, against the employee’s wishes. This is direct discrimination against gender reassignment.

https://www.brighthr.com/articles/equality-and-discrimination/direct-discrimination

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Examples of direct discrimination would include:•An estate agent refuses to give details of a rental property to an Asian family because the landlord has said that he or she doesn’t want an Asian family living ...•A letting agent insists that a Polish couple provide guarantors and a double deposit for a property but does not require either from British or Irish applicants.•A landlord tried to evict his tenant when he finds out that the tenant is gay.

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Examples of direct discrimination would include:•An estate agent refuses to give details of a rental property to an Asian family because the landlord has said that he or she doesn’t want an Asian family living ...•A letting agent insists that a Polish couple provide guarantors and a double deposit for a property but does not require either from British or Irish applicants.•A landlord tried to evict his tenant when he finds out that the tenant is gay.

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Jacky
www.housingadviceni.org/examples-discrimination

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positive discrimination

Two people are being interviewed for a position – one has a protected characteristic which you have a quota to fill (e.g. is a person of colour, and you need to employ more people from non-white backgrounds) but is far less qualified than the other. You hire the person with a protected characteristic, even though they are not suitable for the job.

direct discrimination
a male employee informs their employer that are planning major surgery in order to live the remainder of their life as a woman, because it is causing them severe psychological trauma. After the discussion, the employer attempts to relocate the employee to a non-client facing role, against the employee’s wishes. This is direct discrimination against gender reassignment.

indirect

A company has a policy that allows only employees with a postgraduate qualification to be promoted. Although this rule applies to everyone, it disadvantages younger people who are less likely to have that qualification (indirect age discrimination).

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Positive discrimination is generally unlawful in the UK. For example, an employer recruiting a person because he or she has a relevant protected characteristic rather than because he or she is the best candidate would be committing discrimination under the Equality Act 2010. It is also unlawful to set quotas to recruit or promote a specific number or proportion of people with a particular protected characteristic.There are limited circumstances in which it is lawful to require a job applicant or worker to have a particular protected characteristic, for example where an occupational requirement applies. Equality and Human Rights Commission guidance gives the example of a women’s refuge requiring all members of staff to be women.Positive discrimination, should be distinguished from positive action, which is lawful.

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Positive discrimination is generally unlawful in the UK. For example, an employer recruiting a person because he or she has a relevant protected characteristic rather than because he or she is the best candidate would be committing discrimination under the Equality Act 2010. It is also unlawful to set quotas to recruit or promote a specific number or proportion of people with a particular protected characteristic.There are limited circumstances in which it is lawful to require a job applicant or worker to have a particular protected characteristic, for example where an occupational requirement applies. Equality and Human Rights Commission guidance gives the example of a women’s refuge requiring all members of staff to be women.Positive discrimination, should be distinguished from positive action, which is lawful.

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Jacky
https://www.personneltoday.com/equality-diversity/discrimination/positive-discrimination-discrimination/

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Positive discrimination is generally unlawful in the UK. For example, an employer recruiting a person because he or she has a relevant protected characteristic rather than because he or she is the best candidate would be committing discrimination under the Equality Act 2010.

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Positive discrimination is generally unlawful in the UK. For example, an employer recruiting a person because he or she has a relevant protected characteristic rather than because he or she is the best candidate would be committing discrimination under the Equality Act 2010. It is also unlawful to set quotas to recruit or promote a specific number or proportion of people with a particular protected characteristic.

There are limited circumstances in which it is lawful to require a job applicant or worker to have a particular protected characteristic, for example where an occupational requirement applies. Equality and Human Rights Commission guidance gives the example of a women’s refuge requiring all members of staff to be women.

https://www.personneltoday.com/equality-diversity/discrimination/positive-discrimination-discrimination/
pj donnelly

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You hire the person with a protected characteristic, even though they are not suitable for the job. You run a women's shelter and only hire female staff. Your profession has very few women, so you run an open day for women to raise awareness about the industry.
https://www.perkbox.com/uk/resources/blog/what-is-positive-discrimination

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Sarah, who has been on maternity leave, puts in a flexible working request to her employer. She wants to reduce her hours so she can look after her child instead of using childcare. Her manager refuses her request and says everyone that does her job must work full-time.
https://www.brighthr.com/articles/equality-and-discrimination/indirect-discrimination-with-examples

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Examples of indirect discrimination include: A housing authority has a policy that all applicants must attend an interview, but refuses to interview a Nigerian applicant because he does not speak English could be guilty of indirect discrimination.

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Examples of indirect discrimination include: A housing authority has a policy that all applicants must attend an interview, but refuses to interview a Nigerian applicant because he does not speak English could be guilty of indirect discrimination.

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Jacky
www.housingadviceni.org/examples-discrimination

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https://www.bigthinkedge.com/diversity-in-the-workplace-4-common-challenges-and-solutions/

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Consists of:

1. Information-based

You won’t know if your diversity efforts are successful unless you have a means to track your success. By establishing clear goals and monitoring their progress, your business can hold leaders and managers responsible for their decisions and encourage key decision makers to keep diversity a priority.

2. Mentoring

According to research compiled by Frank Dobbin and Alexandra Kalev, mentoring programs — particularly those that actively match participants across genders, races, and ages — can greatly improve workplace and managerial diversity. On average, an effective mentorship program can increase the representation of black, Hispanic, and Asian-American women, and Hispanic and Asian-American men in managerial positions by 9 to 24 percent.

3. Targeted recruiting

As part of the same project, Dobbins and Kalev also identified targeted recruiting programs as a useful diversity tool. Based on their findings, if your business launched a diversity-focused college recruitment program this year, by 2022 your company would likely have increased the number of women and ethnic minorities in managerial roles by almost 10 percent.

4. Diversity and inclusion training

You should offer diversity education to everyone in your business, not just managers. This approach will not only reinforce the importance of inclusion to your corporate culture, it will also empower everyone on staff to identify and respond to discriminatory behavior before it can take root or cause further issues.

5. Diversity managers

One of the most proactive measures your business can take is to appoint a company diversity manager — someone who is responsible for monitoring and enforcing corporate standards regarding diversity, inclusion, and tolerance.

6. Frequent reassessment

Even if your diversity program is perfect for today, it likely won’t be sufficient for tomorrow. Establish set time periods (e.g., quarterly, annually) where you review all of your existing policies and programs for diversity and inclusion.

https://everfi.com/insights/blog/6-elements-successful-workplace-diversity-program/

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Diversity issues in the workplace.

Acceptance and Respect

Accommodation of Beliefs.

Ethnic and Cultural Differences.

Gender Equality.

Physical and Mental Disabilities

Generation Gaps.

Language and Communication.

https://www.thiswayglobal.com/blog/top-diversity-issues-in-the-workplace/

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What is diversity?

Diversity aims to recognise, respect and value people’s differences to contribute and realise their full potential by promoting an inclusive culture for all staff and students.
https://www.ed.ac.uk/equality-diversity/about/equality-diversity

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the issue of ethnic diversity and race discrimination among elementary school teachers in Ireland. It examines both the historical precedents of this discrimination and uses the current experiences of Immigrant Internationally Educated Teachers (IIETs) living in Ireland to explore the phenomenon contemporaneously. The chapter begins by delineating the historical context of immigration in Ireland and more recent population data. It then explores the relevant legislative provisions to address employment and race discrimination in the Irish contex

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the issue of ethnic diversity and race discrimination among elementary school teachers in Ireland. It examines both the historical precedents of this discrimination and uses the current experiences of Immigrant Internationally Educated Teachers (IIETs) living in Ireland to explore the phenomenon contemporaneously. The chapter begins by delineating the historical context of immigration in Ireland and more recent population data. It then explores the relevant legislative provisions to address employment and race discrimination in the Irish contex

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Workplace positive actions, trans people’s self-esteem and human resources’ evaluations

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Workplace positive actions, trans people’s self-esteem and human resources’ evaluations

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The outcomes suggest that trans people’s self-esteem and self-respect are enhanced by policy makers’ positive actions to promote inclusivity in the workplace. In addition, due to these actions trans people feel more accepted, valued and trusted by the government. The authors suggest that a lack of positive workplace actions may be detrimental to trans people’s self-esteem. However, if a workplace policy is perceived to be a recognition of trans people’s worth this may be internalized, resulting in positive self-evaluations. The authors suggest that the 2015 workplace guide aims to ensure that trans people’s self-expressions are not constrained in ways that could cause them self-esteem difficulties.

https://www.emerald.com/insight/content/doi/10.1108/IJM-03-2019-0153/full/html

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In terms of the specific business context of this paper, the flow of migrant workers

in the hospitality sector, towards the outlying regions of Europe, is significant in terms

of scale and pace. Failte Ireland (2005) report that about 25,000 of the country’s

hospitality workers are non-nationals. The equivalent figure for Northern Ireland is

estimated at 2,000 (Jarman, 2004). The rapid and unanticipated pace of migration has

raised many questions for both industry and government. Indeed, both Ireland and the

UK have limited labour market access to workers from the Romania and Bulgaria, the

newest members of the European Union. This change in labour market policy may

reflect the scale of migration towards Ireland and the UK following the accession of ten

new Member States to the EU in May 2004. Therefore both the scale and pace of contemporary labour migration are significant measures. Indeed commentators have used the term tsunami to convey the sheer scale of contemporary labour market flows. Nowhere has this development been more evident than in the hospitality industry.

Consequently, hospitality professionals have had to move beyond the general media

debate on the phenomenon and embrace the challenge of “instant intercultural workplaces”. These efforts have been documented in a plethora of studies (Failte Ireland, 2005; Melia and Kennedy, 2005; Devine et al., 2006). The most recent study, Devine et al. (2006), emphasises the need for further support of the integration and socialisation of international workers with local employees and indeed the wider

community.

https://www.emerald.com/insight/content/doi/10.1108/00400910710762922/full/pdf?title=the-implications-of-contemporary-cultural-diversity-for-the-hospitality-curriculum

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Diversity, inclusion and the workplace-equality index: the ingredients for organizational success

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Diversity, inclusion and the workplace-equality index: the ingredients for organizational success

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Presents organizations with issues to consider regarding inclusion and its importance as well as a well-established index that companies can join in order to make sure that equality is not a mere policy but that it counts in reality in every organization.

https://www.emerald.com/insight/content/doi/10.1108/HRMID-05-2015-0085/full/pdf?title=diversity-inclusion-and-the-workplace-equality-index-the-ingredients-for-organizational-success

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Challenges of Diversity in the Workplace
Taking full advantage of the benefits of diversity in the workplace is not without its challenges. Some of those challenges are:

Communication – Perceptual, cultural and language barriers need to be overcome for diversity programs to succeed. Ineffective communication of key objectives results in confusion, lack of teamwork, and low morale.

Resistance to change – There are always employees who will refuse to accept the fact that the social and cultural makeup of their workplace is changing. The “we’ve always done it this way” mentality silences new ideas and inhibits progress.

Implementation of diversity in the workplace policies – This can be the overriding challenge to all diversity advocates. Armed with the results of employee assessments and research data, they must build and implement a customized strategy to maximize the effects of diversity in the workplace for their particular organization.

Successful Management of Diversity in the Workplace – Diversity training alone is not sufficient for your organization’s diversity management plan. A strategy must be created and implemented to create a culture of diversity that permeates every department and function of the organization

How diversity may affect workplace operations:

Sparking Creativity

Management can use diversity to spark a more creative operating environment. According to a Stanford Graduate School of Business survey by Professor Margaret A. Neale, the conflict resulting from building diverse teams can provide the edge needed to spur creativity. People from diverse backgrounds can offer differing views and experiences that lead to lively debate, which often fosters innovation. In contrast, a more homogeneous team may not handle dissenting opinions as well, as they are not expected and may be viewed as "rocking the boat."

Creating Tension

On the other hand, conflicts created by diversity can create tension in the workplace, which could ultimately affect productivity if not managed effectively. If the workplace is moving from a homogeneous to a more diverse workplace culture, members of the "old guard" may resent the change, which could make it difficult for people to work together. One way management can ward off potentially damaging conflict is to emphasize group goals and values early on in the diversification process.

Altering Hiring Practices

Implementing a diverse workplace can create the need to change an organization's hiring practices. Companies attempting to add more women to their workforce, for example, may need to alter recruiting practices to focus on attracting qualified female candidates. Companies also need to ensure their recruiting practices are not in violation of anti-discrimination laws relating to attributes such as race, gender, religion, nationality and disability, which could result in legal action.

Planning

Successfully creating a more diverse work environment typically requires planning. In addition to altering hiring practices, planning and implementing diversity training programs may be necessary to prepare a company for a changing workforce and to make the assimilation process successful. The company should also develop an action plan to deal with issues diversifying may create, such as procedures for conflict resolution.

https://smallbusiness.chron.com/diversity-may-affect-workplace-operations-11706.html

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Diversity in the workplace – Diversity refers to everyone being different to each other. Diversity in the work environment promotes acceptance, respect, and teamwork despite differences in race, age, gender, native language, political beliefs, religion, sexual orientation, or communication styles among employees. It's important to take account of diversity and involve people when assessing risk and managing health and safety. The following groups are considered more vulnerable; Migrant workers, Gender, Disability, Young workers, Older workers, New to the job, New and expectant mothers.

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An Overview of Diversity Policies in the Public and Private Sector That Seek to Increase the Representation of Migrants and Ethnic Minorities in the Workplace: The Case of Germany

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An Overview of Diversity Policies in the Public and Private Sector That Seek to Increase the Representation of Migrants and Ethnic Minorities in the Workplace: The Case of Germany

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https://doi.org/10.1108/S2051-233320190000006004

Joana Vassilopoulou, Andreas Merx, Verena Bruchhagen

Key Points within the Doc.
-Integration Policies
-Diversity Policies
-Managing ethnic diversity
-Migrant Ehnic workers
-Ethnicity
-Equality

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Issues and challenges that arise out of equality in the workplace.

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Issues and challenges that arise out of equality in the workplace.

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Workplace diversity is the complex physical, sociological or psychological attributes such as gender, ethnicity, sexual orientation, religious or political beliefs that define an individual or group. Therefore, workplace diversity transcends the recruitment, representation or preferential treatment of people within an organisation. The complexity of workplace diversity  has become one of the most challenging issues currently of critical importance in business and organisational management. Therefore, the paper presents the critical issues currently impacting on workplace diversity  in modern day organisations. It identified and highlighted the various prospects and challenges of workplace diversity . The results revealed that diversity in the workplace enhances the critical thinking, problem-solving, and employee professional skills. Furthermore, it enables organisations to attract talent, improve corporate attractiveness, productivity. However, it is currently hampered by the hostility, disrespect and discrimination people with diverse background encounter in the workplace. Such behavioural attitudes as ascribed to prejudices and biases towards people with varied lifestyle choices, ethnic and cultural differences, disabilities, and generational gaps. These factors can stifle morale, teamwork, profitability and the attractiveness of the organisation. Consequently, modern day organisations need to address the causes of these issues to exploit the benefits of workplace diversity . These can be addressed strategies that foster an empowerment culture, build communication and team spirit with organisations. These efforts will promote acceptance, productivity, and profits in future organisations.
https://www.researchgate.net/publication/327510297_Prospects_and_Challenges_of_Workplace_Diversity_in_Modern_Day_Organizations_A_Critical_Review

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https://www.emerald.com/insight/content/doi/10.1108/09596110710729238/full/pdf?title=managing-cultural-diversity-opportunities-and-challenges-for-northern-ireland-hoteliers

This paper aims to explore the opportunities and challenges faced by hospitality employers in accommodating a culturally diverse workforce in Northern Ireland.
“What opportunities and challenges does a culturally diverse workforce create for hoteliers in Northern Ireland?”.

This research highlights the potential of international workers as an invaluable new source of labour for the hospitality industry, provided that they are properly looked after and managed.

Local employees may be unaware of how to deal with people with different cultures, beliefs and abilities. Torrington and Hall (2002) note that employees often feel threatened by unfamiliar situations. Wood (2004) notes that diversity training can play a major role in breaking down employee ignorance, creating a more culturally enriched environment. An understanding of different cultures should allow hospitality and tourism organisations to maximise beneﬁts of cultural diversity (Lee and Chon, 2000). Thus, the management of diversity should really be as much about changing of attitudes, mindsets, and cultures as about regulations and procedures.