engaging staff in dispersed - stonewall · 15 april 2016 engaging staff in dispersed locations ......
TRANSCRIPT
Page 3
What’re we going to talk about?
15 April 2016 Engaging staff in dispersed locations
► EY – Tim Jarman
► EY – Cara Heaney
► The Home Office – John Lucy Muir
► Q&A
► Practical discussion and report-back
► Wrap-up and challenge
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EY - Who we are
15 April 2016 Engaging staff in dispersed locations
► Global professional services firm
► 210,000 people
► Over 150 countries
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Some challenges to engaging employees across dispersed workplaces
15 April 2016 Engaging staff in dispersed locations
► Low ‘critical mass’ of LGBT people in some locations
► Often bias towards larger metropolitan centres
► Lack of access to information / resources
► Budgetary constraints
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A strong LGBT employee network group is a key resource
15 April 2016 Engaging staff in dispersed locations
Unity EY’s LGBTA Network
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Explore opportunities for join network activities to combine numbers / resources
15 April 2016 Engaging staff in dispersed locations
Unity EY’s LGBTA Network
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Effectively leverage technology where possible
15 April 2016 Engaging staff in dispersed locations
► Global Unity Yammer group, nearly 1,000 members
► Provides connection for people in more challenging
places
► Local Yammer groups
► Collaborative tool
► Knowledge sharing resource
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Effectively leverage technology where possible
15 April 2016 Engaging staff in dispersed locations
► Look for opportunities for individuals to dial-
in remotely or even video conference-in to
certain events
► Explore whether it’s possible to video
speaker events and then make that video
available on your internal network
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Effectively use communications
15 April 2016 Engaging staff in dispersed locations
► Utilise your employee network newsletter
effectively so that members in all locations
feel connected and in the know about
network activities
► If there are any wider organization-wide
communications / newsletters, see what
opportunities there are to get LGBT-specific
stories featured, which provide details of your
employee network group
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Effectively use physical posters and signage
15 April 2016 Engaging staff in dispersed locations
► Particularly for those places where
individuals may not have ready
access to computers
► Visible posters and noticeboard
communications relating to LGBT
issues and network activities
► Provide clear contact details for
people to learn more / connect
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Engage allies
15 April 2016 Engaging staff in dispersed locations
► Effectively engaging with allies can be a key way to help
increase support for LGBT people, particularly in places
where there may not be a critical mass of LGBT people
Our EMEIA Area has an active allies initiative that has resulted in several locations becoming more confident and visible in their support of LGBT despite there currently not being an active Unity network present in their location
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Leverage LGBT-specific days to bring people together and build a sense of community
15 April 2016 Engaging staff in dispersed locations
► Use an LGBT-specific day,
such as IDAHOT, as an
opportunity to raise
awareness of LGBT issues
► It’s also an opportunity to
explore ways to bring your
LGBT people and allies
together across dispersed
locations to do coordinated
activities on a particular
day
#IDAHOT
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Connect with external LGBT organisations to support your local activities
15 April 2016 Engaging staff in dispersed locations
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Case study: Unity Ireland – Creating regional hubs
Back in 2008 EY had strong LGBT networks particularly in the US and
the UK but no real presence in ROI. Six colleagues in Dublin set about
to change this. Here are some practical tips that really worked for us:
► Senior sponsorship/role modelling - right from the start we had a Dublin
Director leading the charge, making herself visible in the network
► Teaming - Organisations like GLEN and other employers were a great
support and source of ideas for us as we set up
► Buy-in from leadership- Our breakthrough came with Civil Partnership Act
in ROI which raised questions about pension equality at EY. This allowed the
network to really engage with HR and leadership on a business issue
► Identifying and attracting potential members – The pension issue raised
our profile and demonstrated the power of the network and something more
than just social. We are now the second largest Unity membership in UKI
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Case study: Unity Scotland & Newcastle – dealing with low critical mass
In 2014 we had Unity members in all 4 offices but all events were centred
in London and we didn’t even know each other. Our challenge was how
to engage regionally with a network with such low critical mass in each
office. These are some of our tips:
► Local champions – Visible local champions now sit in every office and catch
up regularly and S&N Unity co-chairs feed in to the national Unity network so
we stay connected and share ideas
► External support – Membership is often too small to hold our own events.
We joined Stonewall Scotland in 2014 and through their network we now host
and attend events with other employers throughout the year
► A virtual network – ‘S&N’ Unity Yammer page just launched giving us a
virtual space where we can share information about events, connect with
colleagues in other offices and feel like a community even when we can’t be
in the same place
► Allies – Allies are really important but especially in offices where critical mass
is low. Our #IDAHOT photo competition is always a great way to engage in a
fun and visible way with the wider staff in our local offices
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Unity S&N – A virtual community, virtual visibility
Cara Heaney | Director | People Advisory Services I support inclusion
Ernst & Young LLP
Ten George Street, Edinburgh EH2 2DZ, United Kingdom
Office: +44 (0) 13 1777 2279 | Mobile: +44 (0) 75522 71223 |
EY/Comm: 65279
Website: http://www.ey.com
Rachel Hopkins | [email protected] | +44(0)12 1535 2267
Our virtual S&N Yammer
community was really easy
to set-up and a great way to
share information when you
can’t meet up face to face
When network critical mass
is low something as simple
as an e-mail signature can
provide visibility and be used
by members and allies alike
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Practical discussion
15 April 2016 Engaging staff in dispersed locations
► Discuss on your tables possible solutions / programmes
you could use in your organisations to better engage
employees in dispersed workforces
► Note down your thoughts on the post-it notes provided
► As a table, decide on your top three and note them down
on the flip-chart paper
► Nominate a table spokesperson
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Stonewall Workplace Conference
Engaging staff in dispersed locations
April 2016
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Engaging staff in dispersed locations
Today
• Who we are & what we do
• Scale of challenge in the UK
• Solutions we employ
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• Who we are & what we do
• The Home Office leads on immigration and passports, drugs policy,
crime policy and counter-terrorism and works to ensure visible,
responsive and accountable policing in the UK.
• Home Office is a ministerial department, supported by 29 agencies and
public bodies.
• Border Force is a law enforcement command within the Home Office.
We secure the UK border by carrying out immigration and customs
controls for people and goods entering the UK.
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Engaging staff in dispersed locations
• The Challenge
Liverpool
Heathrow
Portsmouth and Southampton
Dover and Folkestone
UKVI Asylum UKVI Complex Casework UKVI Premium Services
Calais and Coquelles
Glasgow
Passport Applications Lost and Stolen
Ipswich
Juxtaposed Controls Freight Examination
Croydon
London
HQ
Terminals 2-5
Visa Operations Premium Services
Coventry
Fast Parcel Hub
Border Controls Cutter Operations Freight Examination
East Midlands
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Engaging staff in dispersed locations
The Solutions - Top Tips
Doing things in an affordable way
•Staff support network - Regional Reps
•Working with internal comms.
• Using the intranet, posters, newsletters, getting them displayed on news-
boards
• Ensuring all materials are readable on all types of devices
• Deep Dives - talking to staff !
• Ensuring leadership at local level with E&D SPOCs in each team - Getting
diversity issues on team meeting agendas
• Staff groups – BF Trans Group
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Engaging staff in dispersed locations
• Border Force Trans Focus Group
• Our aim is to support the delivery of high levels of
customer service and staff engagement by raising
awareness of diverse needs of Transgender
Border Force employees and customers.
• Some key objectives:
• To facilitate and support passengers with their Trans related needs and
requirements as appropriate.
• To provide guidance and training to staff members to understand needs
and requirements of Trans staff and passengers.
• To represent the views and interests of Trans staff
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