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Lexington Family Tree!

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Emma Langford

on 30 August 2017

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Transcript of Lexington Family Tree!

Diversity & Inclusion
Page 11 - What benefits can diversity bring to the
Lexington Family Tree!
Growing your Awareness
Disability Discrimination
Long Term Absence
Stereotyping & Assumptions
Benefits of Diversity & Inclusion
Appropriate behaviour at work
The Equality Act
Protected Characteristics
Legal risks

Personal Diversity Check
Page 6 - Which of the following have you seen, heard or been part of at work?

Think about your whole working life...

Make a note of how each incident MADE YOU FEEL & please be as honest as you can!
Get to know people as individuals
Whatever our backgrounds, we tend to make assumptions about others.

These assumptions can affect how we behave towards other people.

Page 8 - Write down the first word that comes to mind...

Some of your thoughts & responses will most likely represent stereotypes (assumptions about a person or group of people)
The diversity of our people helps make Lexington a great place to work!

However, it's important that we treat everyone fairly and handle diversity in the correct way...
Where might our
come from?
Our own values
Our parent's attitudes
Stereotypes held in Society
Our background / education
Views expressed in the media
Personal experiences
Page 9 - What problems might assumptions about people lead to in the workplace?
Encourages different perspectives & ideas
creates a vibrant, fresh & constantly evolving workplace
Drives creativity, problem-solving & innovation
Improves customer relations & understanding
Helps match us match our diverse customer base
Reflects our values (value inclusivity & individuality)
Much more fun than working with 'clones' of one another!
Benefits of Diversity & Inclusion
What are
'Protected Characteristics'
under the
Equality Act?
Protected Characteristics
Gender reassignment
Marriage & civil partnership
Pregnancy & maternity
Religion or belief
Sexual orientation
What could someone make a legal claim for?
Direct Discrimination
When someone is treated less favorably than another person because of a protected characteristic
Indirect discrimination
A rule, policy or practice in an organisation that applies to everyone but particularly disadvantages people who share a protected characteristic
When an employee is treated badly because they have made or supported a complaint or raised a grievance under the Equality Act
Disability Discrimination
Must not directly discriminate against a person because of their disability
Must not treat a disabled person less favorably for a reason related to their impairment, unless that treatment can be justified
Must not have policy or practices which, although applicable to everyone, disproportionately disadvantage those who share a particular disability, unless these can be justified
Must make reasonable adjustments in the employment of disabled people e.g. working arrangements, premises or equipment
Key Facts
No required length of service to bring a discrimination claim
Don't need to be an employee to bring a claim against us
Awards for discrimination tribunal claims are uncapped
Largest ever payout was in 2004 for £7.7 million (sex discrimination)
There is NO defence for direct discrimination
Defence for indirect discrimination - 'objective justification'; the employer must show that its unfavorable treatment was a 'proportionate means of achieving a legitimate aim'
What's the definition
of a 'Disability?'
Definition of 'Disability'
A person has a disability if...

They have a physical or mental impairment; and
The impairment has a substantial and long term adverse effect on the person's ability to carry out normal day-to-day activities

If someone is considered 'disabled', it is a legal requirement to make 'reasonable adjustments' before dismissing them on grounds of capability due to ill health.
What are
'reasonable adjustments'?
Reasonable Adjustments
Examples include...

Allocating some of the disabled person's duties to another person
Transferring the person to an existing vacancy
Getting & changing equipment
Providing supervision or other support
Conducting a proper assessment of what reasonable adjustments may be required
Allowing flexible working, such as part-time work, non-standard start and finish times
Allowing a friend or family member to attend formal meetings
Long Term Absence Policy
Definition = any absence lasting 4 weeks or more

Trigger = 4 consecutive weeks off

Employee hits trigger point

Conduct welfare meetings

GP / Occupational Health Report

Reasonable adjustments

Return to work / dismissal for capability
Welfare Meetings
Send formal invitation letter
Arrange a note-taker
Review Fit Notes
Prepare GP consent / Occupational Health paperwork

Structure of the Meeting:
How are they? Has their condition improved?
Are they getting adequate support from their GP?
Advise when sick pay will be exhausted
Any indication when they might return?
Provide any work-related updates
Complete or review GP consent / OH paperwork
What more can we do to support them?
Agree next steps

After the meeting:
Confirm discussions in writing & agreed next steps
Provide copy of the notes

Job role
Site / Department
Time with Company

Occupational Health

Work in pairs
Analyse the reports
Key considerations
Case Study 1
Susan - General Assistant
Case Study 2
Mark - Chef
Case Study 3
James - Kitchen Porter
Long Term Sickness
Trigger point - 4 weeks
Medical information - GP / OH
Make reasonable adjustments

Remember the LexRespect key principles
Drive the LexRespect campaign within your site (posters & workbooks)
Case Study 1
Sara is a General Assistant who's worked at your site for 7 months. She came to you this morning with a resignation letter, which says that she could no longer face working with your Supervisor, Sam, as he's been making inappropriate comments about her and keeps asking her out for a drink after work, which makes her feel very uncomfortable.
Would you accept her resignation?
What action would you take, if any?
What would be the potential risks?
Case Study 3
One of your Chefs, Thomas, has raised a grievance against the Sous Chef, Mike. He claims that Mike calls him nicknames, which he feels are racist. He finds this very humiliating. He says that Mike brushes everything off as 'kitchen banter' and Thomas needs to 'toughen up' if he wants to succeed in his job.

What action would you take?
What are the potential risks?

Case Study 2
Shelagh's worked at your site for around 8 years as a General Assistant. A position has been advertised at another site and Shelagh told your Deputy GM, Karen, that she'd like to apply. Karen was concerned that the client at the other site (an advertising agency) is very trendy and dynamic so she told Shelagh that she thinks they'll probably be looking for someone younger, rather than see her waste her time and be disappointed.

What are the potential risks?
What next steps would you take?
Case Study 4
Your Hospitality Manager, Max, has recently interviewed people for a Supervisor position at your site. This is a really crucial appointment as the last Supervisor only stayed a few months. He came to you today to discuss an applicant - he thinks that she's the most experienced but he's worried that she recently got married and will want to start a family soon.
What would you advise Max to do?
What are the potential risks?

Value inclusivity & individuality...
Get to know people as individuals
Make everyone feel welcome & included
Embrace our differences & diversity

Respect colleagues, customers & clients...
Treat others as you’d like to be treated
Always be kind & polite
Be open to other people’s backgrounds & beliefs

Page 11 - List all the visible & non-visible things that makes us different from one another...
Embrace our differences & diversity!
Make everyone feel welcome & included
Imagine it's your first day in a new job...

Page 10 - List the things that would make you feel really welcome & included...
These are listed on page 5 of your Workbook
Page 5 - Unwanted conduct related to a relevant protected characteristic, which has the purpose or effect of violating an individual's dignity or creating an intimidating, hostile, degrading, humiliating or offensive environment for that individual.
Page 5 - Offensive, intimidating, malicious or insulting behaviour, an abuse or misuse of power through means that undermine, humiliate, degrade or injure the recipient
Treat others as you'd like to be treated
Page 12 - What might someone perceive as 'bullying' and/or 'harassment'?
The Lexington Way - Long Term Sickness
Full transcript