Updating author: Tina McKevitt

On this page:
Summary
Future developments
Practical example
Action point checklist
Key references
Questions and answers
Advantages of an equal opportunities policy
Example wording of a policy
Training
Advertising jobs
Application forms
Interviews
Terms and conditions
Harassment and bullying
Employees with a disability
Flexible working practices
Family-friendly rights
Third parties
Equal opportunities monitoring

Summary

6.1

• There are many benefits to an employer in having an equal opportunities policy that is effectively implemented and communicated to all employees. It may improve the recruitment process, help retain valued employees and deter acts of unlawful discrimination. (See 6.3 Advantages of an equal opportunities policy)
• The business with the most skilled, flexible and committed workforce has a more competitive edge. It makes sense to ensure that all employees are encouraged to take advantage of relevant training and development opportunities throughout their employment. (See 6.5 Training)
• The aim of any sensible recruitment strategy is to find the right person for the job regardless of race, sex, sexual orientation, religion, disability or age. To do that, organisations need to identify the skills and abilities that are needed to carry out the work, and to make sure that the vacancy advertisement states these clearly. (See 6.6 Advertising jobs; 6.7 Application forms and 6.8 Interviews)
• Employers should consider the equal pay legislation and possible claims of indirect sex discrimination and rights of part-time workers to pro rated benefits. (See 6.9 Terms and conditions)
• Where an employer does not have and implement a policy which deals with the consequences of discriminatory actions by its employees, it may be found to be liable for those actions. (See 6.10 Harassment and bullying)
• A policy that confirms the employer's commitment to employ disabled workers, to comply with the requirements of equal treatment and to make reasonable adjustments raises awareness among managers and the workforce and is a major step in removing disability discrimination from the workplace. (See 6.11 Employees with a disability)
• Employers should have procedures to deal with requests for flexible working made in accordance with rights introduced under the Employment Act 2002. The Employment Act also introduced statutory rights to paternity and adoption leave and pay. (See 6.12 Flexible working practices)
• In the changing employment climate employers are frequently attracting and keeping better staff by offering flexible working arrangements. This could include part-time work, job-sharing and homeworking. (See 6.12 Flexible working practices)
• A policy dealing with these family-friendly arrangements may avoid disputes as to the procedures to be followed and should make management more aware of the increasing number of statutory rights on which an employee can rely. (See 6.13 Family-friendly rights)
• The monitoring of applications for the purpose of equal opportunities is a practice recommended by the discrimination commissions. This can be an important tool for any organisation to enable it to ascertain at an early stage whether or not there appear to be any areas of its work from which certain disadvantaged groups are excluded. (See 6.15 Equal opportunities monitoring)

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Future developments

6.2 Equality Bill: Existing discrimination legislation is to be consolidated into a single Equality Act in order to provide a simpler, more consistent legal framework for preventing discrimination.