Public and Commercial Services Union

---

How to use the minimum standards

The minimum standards can be seen as a checklist which summarises the range of action involved in considering, planning and implementing a racial equality programme.

Given the range of organisations with which PCS negotiates these minimum standards are not meant to and cannot be prescriptive.

In the same way that they have been adapted from the original document we would urge negotiators to work, in partnership, with employers to develop standards that meet the needs of the particular organisation in question.

The basic principle is that no members of PCS should have to work in a workplace where minimum standards on racial equality do not apply.

---

What to do next

If you don’t already have one secure a partnership agreement with your official side to develop and implement strategies for race equality in the workplace.

Use the minimum standards for racial equality as a starting point for your discussions with the official side. This will enable you to clearly establish what precise issues need to be addressed.

Use the milestones for racial equality as a step by step approach for gathering information, setting tough but achievable targets and for measuring progress.

Keep in regular contact with members on the issues being addressed and the progress being made.

Keep the equality, health and safety department at PCS HQ informed of any progress.

Arrange training for your negotiators on using the minimum standards by contacting Kim Burridge, director of PCS learning services.

---

Commitment to racial equality

Does the organisation have a written racial equality policy, or a section on race equality within an equal opportunity policy, clearly linked to the organisation’s aims and objectives?

Is there a clear public commitment at the highest level of the organisation, emphasising the value placed on equality of opportunity?
Has the policy been reviewed/negotiated with the union?

Does the organisation communicate the policy and programme to:

• employees
• applicants and potential applicants
• customers and clients
• suppliers of goods and services
• the public

 

Does the organisation have an action plan covering:

• the role of senior management
• who is responsible for implementing the policy
• resources needed to make changes
• objectives and targets, and who is accountable
• timetables and time scales
• methods of measuring progress
• consultation with:
• all staff and trade unions
• groups and institutions in the wider community, including ethnic minority organisations
• the role of line managers, and local or devolved units
• the rights and responsibilities of individual employees?
• Action

 

Does the organisation collect information by ethnic origin on:

• key areas of personnel practice including pay
• staff in post
• applicants
• the labour market
• users of services and customers, through market profiles.

 

Does the organisation use this information to analyse:

• the current position
• the effects of the organisation’s employment practices on different ethnic groups, and the reasons for these effects
• gaps in the service provided, and the reasons for these
• what objectives and targets to set

 

Does the organisation, as an employer, review the following in detail

• recruitment channels
• job criteria against the requirements of the job
• selection methods, including tests, against required performance
• training needs
• promotion routes and procedures
• disciplinary action
• staff appraisals
• pay levels
• selection for dismissal, redundancy, transfer or redeployment?

 

Does the organisation, as a purchaser and provider of goods and services, review the following in detail:

• its purchasing policy-
• giving ethnic minority-led businesses a fair chance
• setting standards for contractors where this is legally permitted
• its marketing plans -
• reaching all sections of the community?

 

Does the organisation conduct detailed reviews of:

• its progress in achieving objectives
• its action plans, including targets, objectives and timetables?

 

Has the organisation introduced or reviewed policies and procedures covering:

• racial harassment or victimisation
• reporting and recording racist incidents (including 24 hour reporting facilities)
• grievances
• disciplinary matters
• health and safety (taking account of language and cultural factors)
• dismissal
• redundancy
• transfer or redeployment?

 

Does the organisation provide training on the action programme for:

• managers
• human resources or personnel managers and equal opportunity staff
• recruitment and selection personnel
• trainers
• other staff involved in the programme?

 

Does the organisation encourage ethnic minority staff to develop particular skills, including management skills in areas where they are underrepresented? For example by using:

• Targeted training
• Support systems

 

Does the organisation include ethnic minority communities in its business and community links or in its programme of corporate citizenship? For example activities such as:

• Links with schools, universities and colleges, community groups, etc.
• Work experience opportunities such as external mentoring or ‘shadowing schemes’.
• Co-operating with other employers in developing and sharing good practice, such as local employers’ equal opportunities networks.
• Pre-employment training schemes.
• Sponsoring awards or bursaries for individuals from ethnic minority groups, where this is legally permitted.
• Providing staff and other resources to community groups.
• Encouraging ethnic minority-led business to tender for contracts.
• Sponsorship of ethnic minority community projects.
• Outcomes

 

Has the organisation, as an employer, been able to show, for example, that:

• it has removed unfair barriers to entry and progress in the organisation
• it has attracted staff from diverse backgrounds
• there is a better understanding of race issues among staff and greater appreciation of the advantages of diversity
• ethnic minority staff feel more appreciated
• staff are more confident about expressing their views and concerns because they know they will be heard
• it has a reputation as a good employer, and attracts diverse applicants
• there is a good atmosphere at work because the harassment policy and procedures are effective, and staff know their rights and responsibilities
• recruitment and other selection is more cost-effective because of lower staff turnover
• grievances are fewer, or dealt with more effectively?

 

Has the organisation, as a supplier or purchaser of goods or services, been able to show, for example, that:

• it has more ethnic minority customers and clients (where appropriate)
• services to minority groups in the UK have improved
• it has persuaded other employers to develop effective equal opportunity policies?

 

Has the organisation, as a corporate citizen, been able to show, for example, that:

• there is more good will towards it among all the local communities
• it gets favourable publicity
• it is widely recognised as an active participant in the community
• it is becoming known as an organisation with a genuine commitment to racial equality?

---

Milestones for racial equality

Level 1

Plans have been made to collect ethnic origin data, following consultation with union representatives, including ethnic minority staff.

The areas to be audited have been identified, and the scope of each audit, and type of analysis is determined.

Publicity has been given to the monitoring programme, and the reasons for it explained.

Level 2

Information has been collected about sex and ethnic origins of:

• Staff in post
• Applicants for jobs, promotion and training.
• Customers and clients using market profiles

Analysis by ethnic origin and sex has been done on data concerning:

• Staff in post (by level, function, section, location, etc).
• Incidents and complaints of harassment.
• The data on clients and customers have been analysed, to find out how much they benefit from the goods and services provided.

Level 3

Analysis has been done of the data on applicants and success rates for jobs, promotion, redundancies and training

Data has been collected and analysed by ethnic origin and sex on:

• Grievances
• Disciplinary action
• Performance appraisal
• Pay
• Training
• Staff dismissed or leaving for other reasons.

Progress is being regularly assessed and annual reports have been submitted to the most senior levels on the following:

• Participation ratios, seniority ratios.
• Application ratios
• Career progression rates.

Revisions have been made to the racial equality programme to deal with barriers in areas such as:

• Selection and assessment criteria
• The range of or services.

New targets have been set for short-, medium- and long term goals, and overall objectives revised.

Level 4

Employee surveys are being conducted at regular intervals, and after the introduction of new systems and programmes.

Profiles of service users and clients have been checked to assess the impact of the racial equality programme.

The organisation’s programme has been assessed in the light of external developments.

Level 5

The action taken by the organisation as a corporate citizen is being regularly evaluated.

The monitoring results are being published in the annual report, or as a separate document.

Improved staff attitudes towards the organisation have been reflected in surveys.