Pictured above: Sandra Wallace
Embracing equality and diversity can be a work winner,
businesses have been told.
But conversely a failure to treat the issue seriously is likely
to prove extremely costly, warns Sandra Wallace, employment partner
at the Birmingham office of law firm DLA Piper.
Her comments follow the passing of the Equality Act - pulling
together anti-discrimination laws but also incorporating new rights
and remedies to protect individuals.
In particular it addresses pay discrimination against women;
looks to tackle the stigma too often faced by job-seekers with
disabilities; extends beyond the workplace to cover the provision
of goods and services to consumers in relation to sexual
orientation; and makes it unlawful to offer less favourable
treatment on the ground of age without justification.
DLA Piper has launched an Equality Act Survival Guide designed
to help businesses through the maze.
Ms Wallace said: "The implications of not embracing equality and
diversity can be serious - the risk is that policy failings and
other problems will lead to claims, litigation, financial loss and
damage to corporate reputations and brands.
"Problems occur when organisations either don't understand the
legal requirements or fail to treat such issues with the care and
commitment they require. Managing and embracing diversity and
equality need to become second nature.
"It is also important to remember that this isn't only about
avoiding the negative implications - treating equality and
diversity seriously can have a beneficial effect.
"For example, most large employers already have policies and
commitments that protect employees and the company, enabling it to
be promoted as an 'employer of choice' and helping attract and
retain high calibre staff.
"And companies that can demonstrate an impressive equality
record may be at a distinct advantage when bidding for public
sector - and increasingly private sector - contracts."
Ms Wallace highlighted two particular challenges - addressing
the equal pay agenda given a gender gap of 17 per cent for
full-timers and working to "do the right thing" while ensuring
costs are not prohibitive.
She cautioned: "The economic climate is making it more difficult
for organisations to justify employing diversity managers who can
champion inclusiveness and equality from within.
"So it is essential that executives, front-line managers, HR and
other professionals fully understand and then effectively
communicate and implement key initiatives. The real danger is that
if such issues are pushed down the list of priorities, the risk of
problems and discrimination-related litigation increases
significantly."