W100 - Inclusivity & Diversity Survey

Introduction

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* 1. What is your gender?

Female

Male

Decline to state

Other (please specify)

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* 2. What is your age?
(This is to make a note of any generational differences in experience)

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* 3. In which sector does your organisation sit?

Public

Private - large organisation

Private - medium organisation

Private - small organisation

Third Sector

Other (please specify)

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* 4. What is your position in the organisation?

Senior leader

Senior management

Middle management/leader

Junior management/leader

Shop floor worker

Other (please specify)

Ethical leadership and achieving better talent management

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* 5. Does your organisation have a declared leadership ethos that covers ethical issues such as equality and diversity?

Yes

Don’t know

Other (please specify)

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* 6. Does your organisation have a values and standards policy?

Yes

Don’t know

Other (please specify)

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* 7. Does your organisation have an equality and diversity policy?

Yes

Don't know

Other (please specify)

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* 8. Who within the organisation contributes to the formulation of these policies?
Please add all that apply

All staff

The Human Resources department

Senior managers

Unions/trade associations/professional organisations within the organisation

No one – the policies are taken off the shelf and not amended to reflect the organisation’s needs

Other (please specify)

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* 9. How do you find out about changes and updates to these policies?
Please add all that apply

Policy changes are circulated directly to all the staff.

Line managers update their teams.

The changes are posted on actual or virtual noticeboards – I have to look for the information.

The changes are not circulated or advertised in any way – I have to search or ask for information.

I do not know.

Other (please specify)

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* 10. How are these policies communicated to the workforce?
Please add all that apply

During recruiting process

Work place induction

Training and education

Visible communications campaign (Social media, posters etc)

Events

Continuously – the organisation’s ethos and ethics are evident in all aspects of its activity

Don’t know

Other (please specify)

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* 11. Does your organisation’s leadership and management actively and visibly demonstrate ethical leadership?

Yes

Sometimes

Don’t know

Other (please specify)

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* 12. How does your organisation’s leadership and management actively and visibly demonstrate ethical leadership?
Please add all that apply

Statements of support for the policies

Engagement in training and education

Involvement in mentoring/reverse mentoring

Overt support to those who have been mistreated

Oversight of the correct application of disciplinary and administrative actions where policies have been breached

The leadership and management do not actively and visibly demonstrate ethical leadership

Other (please specify)

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* 13. How does your organisation deal with those who fail to meet the ethical standards required by the organisation?
Please add all that apply

The policies lay out clear strategies and actions to remedy failure to comply

Leaders and managers are expected to set the standard and lead by example

Leaders and managers are expected to actively deal with these failures

Human Resources are expected to actively deal with these failures

The organisation generally fails to deal effectively with failure, at all levels, to comply with its stated ethical policies

The organisation sometimes covers up unethical behaviour or failure to conform with the policies

The organisation only applies the policies to more junior employees

Senior members of the organisation are not subject to sanction if they fail to comply

Senior members of the organisation are subject to greater sanctions if they fail to comply

Don’t know

Other (please specify)

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* 14. How effective are the policies? 1= None 10= A great deal

Clear

i We adjusted the number you entered based on the slider’s scale.

The Power of Networking

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* 15. Does your organisation support and encourage formal networks?

Yes

Don’t know

Other (please specify)

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* 16. What formal networks does your organisation have?
Please add all that apply

Gender (Eg. Female, LGBTI)

BAME

Trade, professional, Trades Union

Hierarchical (Eg. Senior management)

Cross-hierarchy

Cross-age group

No formal networks

Other (please specify)

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* 17. What impact do the formal networks have on: (1=None - 10=A great deal)

	1	2	3	4	5	6	7	8	9	10
The efficiency of the business	The efficiency of the business 1	The efficiency of the business 2	The efficiency of the business 3	The efficiency of the business 4	The efficiency of the business 5	The efficiency of the business 6	The efficiency of the business 7	The efficiency of the business 8	The efficiency of the business 9	The efficiency of the business 10
The ability of the workforce to shape organisational practices	The ability of the workforce to shape organisational practices 1	The ability of the workforce to shape organisational practices 2	The ability of the workforce to shape organisational practices 3	The ability of the workforce to shape organisational practices 4	The ability of the workforce to shape organisational practices 5	The ability of the workforce to shape organisational practices 6	The ability of the workforce to shape organisational practices 7	The ability of the workforce to shape organisational practices 8	The ability of the workforce to shape organisational practices 9	The ability of the workforce to shape organisational practices 10
The ability of the workforce to shape organisational ethical practices	The ability of the workforce to shape organisational ethical practices 1	The ability of the workforce to shape organisational ethical practices 2	The ability of the workforce to shape organisational ethical practices 3	The ability of the workforce to shape organisational ethical practices 4	The ability of the workforce to shape organisational ethical practices 5	The ability of the workforce to shape organisational ethical practices 6	The ability of the workforce to shape organisational ethical practices 7	The ability of the workforce to shape organisational ethical practices 8	The ability of the workforce to shape organisational ethical practices 9	The ability of the workforce to shape organisational ethical practices 10
The ability of the workforce to share ideas and knowledge	The ability of the workforce to share ideas and knowledge 1	The ability of the workforce to share ideas and knowledge 2	The ability of the workforce to share ideas and knowledge 3	The ability of the workforce to share ideas and knowledge 4	The ability of the workforce to share ideas and knowledge 5	The ability of the workforce to share ideas and knowledge 6	The ability of the workforce to share ideas and knowledge 7	The ability of the workforce to share ideas and knowledge 8	The ability of the workforce to share ideas and knowledge 9	The ability of the workforce to share ideas and knowledge 10
The ability to of the workforce support colleagues	The ability to of the workforce support colleagues 1	The ability to of the workforce support colleagues 2	The ability to of the workforce support colleagues 3	The ability to of the workforce support colleagues 4	The ability to of the workforce support colleagues 5	The ability to of the workforce support colleagues 6	The ability to of the workforce support colleagues 7	The ability to of the workforce support colleagues 8	The ability to of the workforce support colleagues 9	The ability to of the workforce support colleagues 10
Mentoring/Reverse mentoring	Mentoring/Reverse mentoring 1	Mentoring/Reverse mentoring 2	Mentoring/Reverse mentoring 3	Mentoring/Reverse mentoring 4	Mentoring/Reverse mentoring 5	Mentoring/Reverse mentoring 6	Mentoring/Reverse mentoring 7	Mentoring/Reverse mentoring 8	Mentoring/Reverse mentoring 9	Mentoring/Reverse mentoring 10
The progression of members of the network (Promotion, involvement in high-profile projects etc)	The progression of members of the network (Promotion, involvement in high-profile projects etc) 1	The progression of members of the network (Promotion, involvement in high-profile projects etc) 2	The progression of members of the network (Promotion, involvement in high-profile projects etc) 3	The progression of members of the network (Promotion, involvement in high-profile projects etc) 4	The progression of members of the network (Promotion, involvement in high-profile projects etc) 5	The progression of members of the network (Promotion, involvement in high-profile projects etc) 6	The progression of members of the network (Promotion, involvement in high-profile projects etc) 7	The progression of members of the network (Promotion, involvement in high-profile projects etc) 8	The progression of members of the network (Promotion, involvement in high-profile projects etc) 9	The progression of members of the network (Promotion, involvement in high-profile projects etc) 10

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* 18. What informal networks exist within your organisation?
Please add all that apply

Social (Eg. Holiday, pub/dining)

Sports (Eg. Five-a-side, sailing etc)

Clubs (Eg. Masonic, Roundtable)

Other (please specify)

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* 19. What impact do the informal networks have?
Please add all that apply

The efficiency of the business

The ability of the workforce is to shape organisational practices

The ability of the workforce is to shape organisational ethical practices

The ability of the workforce is to share ideas and knowledge

The ability of the workforce is to support colleagues

Mentoring/Reverse mentoring

The progression of members of the network (Promotion, involvement in high-profile projects etc)

Other (please specify)

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* 20. Are you a member of a formal network?

Yes

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* 21. Are you a member of an informal network?

Yes

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* 22. Do you believe that these networks have the power to positively influence your organisations?

Sometimes

Don’t know

Yes - which networks and why?

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* 23. Do some networks have undue influence?

Don’t know

Yes – which networks and why?

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* 24. Does your organisation have a formal mentoring/reverse mentoring programme?

Yes

Don't know

Other (please specify)

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* 25. How well do the mentoring programmes work? (1=none - 10=a great deal)

	1	2	3	4	5	6	7	8	9	10
Mentoring	Mentoring 1	Mentoring 2	Mentoring 3	Mentoring 4	Mentoring 5	Mentoring 6	Mentoring 7	Mentoring 8	Mentoring 9	Mentoring 10
Reverse mentoring	Reverse mentoring 1	Reverse mentoring 2	Reverse mentoring 3	Reverse mentoring 4	Reverse mentoring 5	Reverse mentoring 6	Reverse mentoring 7	Reverse mentoring 8	Reverse mentoring 9	Reverse mentoring 10

Don't know

What is Peer advocacy and how can it be influenced? 
Peer advocacy is the empowerment of a group to support each other in education and the workplace; its premise is based in positive support to others to increase the output, efficiency and results of the team

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* 26. Does your organisation have peer advocacy structures?

Formal

Informal

No structures

Don’t know

Other (please specify)

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* 27. What type of peer advocacy structures are available in your organisation?
Please add all that apply

Age based

Gender

BAME

Trade/professional

Other (please specify)

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* 28. Is social media used to engage individuals in peer advocacy?

Yes

Don’t know

Other (please specify)

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* 29. How effective is peer advocacy? (1= None - 10=a great deal)

Clear

i We adjusted the number you entered based on the slider’s scale.

Unconscious Bias and Stereotyping

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* 30. Has your organisation traditionally had a bias in employing, or an image as being solely for a single gender (Eg. Armed Forces/Males)?

Yes

Don't Know

Other (please specify)

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* 31. Do you believe there is unconscious bias and stereotyping of females within your organisation recruitment and selection processes? (1=none - 10=a great deal)

Clear

i We adjusted the number you entered based on the slider’s scale.

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* 32. Do you believe there is unconscious bias and stereotyping of females within your organisation’s promotion processes? (1=none - 10=a great deal)

Clear

i We adjusted the number you entered based on the slider’s scale.

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* 33. What policies and strategies does your organisation employ to counter Unconscious Bias and Stereotyping?
Please add all that apply

Organisational ethos, values and standards

Equality and diversity

Directed recruiting (Eg.’blind’ recruiting, or actively targeting a particular demographic)

Directed promotion (Eg. inclusion of females on selection boards)

Training and education

Coaching and Mentoring

No policies or strategies

Don’t know

Other (please specify)

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* 34. How does your organisation tackle the reported lack of self-belief in the female workforce?
Please add all that apply

Training and education

Coaching and Mentoring

Use of role models

No policies or strategies

Don’t know

Other (please specify)

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* 35. How effective are the policies and strategies? (1=none - 10=a great deal)

Clear

i We adjusted the number you entered based on the slider’s scale.

Influencing Organisational Culture, Behaviours and Policy

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* 36. Is there a core of individuals within your organisation viewed as resistant to change?

Yes - and they are influential in preventing change

Yes - but they are in a minority and have little impact

Don’t know

Other (please specify)

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* 37. What policies and strategies does your organisation have in place to influence culture, behaviours and policy?
Please add all that apply

Organisational ethos, values and standards policies

Equality and diversity policies

Training and education

Coaching and Mentoring

Change champions and management

Careful selection of recruiting and promotion board members

No policies or strategies

Don’t know

Other (please specify)

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* 38. How are those who resist cultural, behavioural and policy changes challenged and encouraged to change?
Please add all that apply

Through the active example and intervention of the leadership

Through the active break up of networks that support the status quo

Removal from positions of influence

Training and education

Mentoring and reverse mentoring

Use of formal Human Resource mechanisms including sanctions and removal from post

Promotion of those who embrace the policies, cultural and behaviours required

There is no expectation that these individuals will change - they will just retire in due course. The organisation has no appetite to challenge the behaviours

The issue is ignored

Don’t know

Other (please specify)

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* 39. How effective are the policies and strategies in influencing culture, behaviors and policy? (1=none - 10=a great deal)

	1	2	3	4	5	6	7	8	9	10
Equality and diversity policies	Equality and diversity policies 1	Equality and diversity policies 2	Equality and diversity policies 3	Equality and diversity policies 4	Equality and diversity policies 5	Equality and diversity policies 6	Equality and diversity policies 7	Equality and diversity policies 8	Equality and diversity policies 9	Equality and diversity policies 10
Ethos, values and standards policies	Ethos, values and standards policies 1	Ethos, values and standards policies 2	Ethos, values and standards policies 3	Ethos, values and standards policies 4	Ethos, values and standards policies 5	Ethos, values and standards policies 6	Ethos, values and standards policies 7	Ethos, values and standards policies 8	Ethos, values and standards policies 9	Ethos, values and standards policies 10
Through the active example and intervention of the leadership	Through the active example and intervention of the leadership 1	Through the active example and intervention of the leadership 2	Through the active example and intervention of the leadership 3	Through the active example and intervention of the leadership 4	Through the active example and intervention of the leadership 5	Through the active example and intervention of the leadership 6	Through the active example and intervention of the leadership 7	Through the active example and intervention of the leadership 8	Through the active example and intervention of the leadership 9	Through the active example and intervention of the leadership 10
Through the active break up of networks that support the status quo	Through the active break up of networks that support the status quo 1	Through the active break up of networks that support the status quo 2	Through the active break up of networks that support the status quo 3	Through the active break up of networks that support the status quo 4	Through the active break up of networks that support the status quo 5	Through the active break up of networks that support the status quo 6	Through the active break up of networks that support the status quo 7	Through the active break up of networks that support the status quo 8	Through the active break up of networks that support the status quo 9	Through the active break up of networks that support the status quo 10
Removal from positions of influence	Removal from positions of influence 1	Removal from positions of influence 2	Removal from positions of influence 3	Removal from positions of influence 4	Removal from positions of influence 5	Removal from positions of influence 6	Removal from positions of influence 7	Removal from positions of influence 8	Removal from positions of influence 9	Removal from positions of influence 10
Training and education	Training and education 1	Training and education 2	Training and education 3	Training and education 4	Training and education 5	Training and education 6	Training and education 7	Training and education 8	Training and education 9	Training and education 10
Mentoring and reverse mentoring	Mentoring and reverse mentoring 1	Mentoring and reverse mentoring 2	Mentoring and reverse mentoring 3	Mentoring and reverse mentoring 4	Mentoring and reverse mentoring 5	Mentoring and reverse mentoring 6	Mentoring and reverse mentoring 7	Mentoring and reverse mentoring 8	Mentoring and reverse mentoring 9	Mentoring and reverse mentoring 10
Use of formal Human Resource mechanisms including sanctions and removal from post	Use of formal Human Resource mechanisms including sanctions and removal from post 1	Use of formal Human Resource mechanisms including sanctions and removal from post 2	Use of formal Human Resource mechanisms including sanctions and removal from post 3	Use of formal Human Resource mechanisms including sanctions and removal from post 4	Use of formal Human Resource mechanisms including sanctions and removal from post 5	Use of formal Human Resource mechanisms including sanctions and removal from post 6	Use of formal Human Resource mechanisms including sanctions and removal from post 7	Use of formal Human Resource mechanisms including sanctions and removal from post 8	Use of formal Human Resource mechanisms including sanctions and removal from post 9	Use of formal Human Resource mechanisms including sanctions and removal from post 10
Promotion of those who embrace the policies, cultural and behaviours required	Promotion of those who embrace the policies, cultural and behaviours required 1	Promotion of those who embrace the policies, cultural and behaviours required 2	Promotion of those who embrace the policies, cultural and behaviours required 3	Promotion of those who embrace the policies, cultural and behaviours required 4	Promotion of those who embrace the policies, cultural and behaviours required 5	Promotion of those who embrace the policies, cultural and behaviours required 6	Promotion of those who embrace the policies, cultural and behaviours required 7	Promotion of those who embrace the policies, cultural and behaviours required 8	Promotion of those who embrace the policies, cultural and behaviours required 9	Promotion of those who embrace the policies, cultural and behaviours required 10

Myth Busting – Access to ‘female minority’ employment. Making the leap from equality to inclusivity

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* 40. Is your organisation one with a female minority of employees?

Yes – at all levels

Yes – but just at middle and senior levels

Yes – but just at senior levels

Don’t know

Other (please specify)

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* 41. Which of these factors do you believe acts as a bar to the employment and promotion of females in your organisation?
Please add all that apply

General lack of diversity

It is in a traditionally male sector

Practical factors such as physical and mental capacity

Attitude of the existing workforce to the employment of females

The image of the organisation (even where it is very keen to employ women)

Bias against females who might take maternity leave

Reluctance of females to become involved in male-dominated organisations

Lack of female role models

Absence of active policies to recruit and retain female employees

Lack of suitably qualified women

The organisation’s leadership are unaware of the value of diversity in the workplace

Factors outside of the control of the organisation (Societal pressures, education etc)

Other (please specify)

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* 42. How does your organisation seek to encourage females to join and stay with the organisation?
Please add all that apply

Directed advertising and targeted recruiting

Female positive policies

Use of diverse recruit selection and promotion boards

Use of role models

Use of mentors and reverse mentors

Training and education

The organisation does nothing to encourage females

Don’t know

Other (please specify)

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* 43. How effective are the recruiting and retention policies? (1=none - 10=a great deal)

	1	2	3	4	5	6	7	8	9	10
Grade	Grade 1	Grade 2	Grade 3	Grade 4	Grade 5	Grade 6	Grade 7	Grade 8	Grade 9	Grade 10
Comment	Comment 1	Comment 2	Comment 3	Comment 4	Comment 5	Comment 6	Comment 7	Comment 8	Comment 9	Comment 10

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* 1. What is your gender?

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* 2. What is your age? (This is to make a note of any generational differences in experience)

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* 3. In which sector does your organisation sit?

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* 4. What is your position in the organisation?

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* 5. Does your organisation have a declared leadership ethos that covers ethical issues such as equality and diversity?

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* 6. Does your organisation have a values and standards policy?

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* 7. Does your organisation have an equality and diversity policy?

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* 8. Who within the organisation contributes to the formulation of these policies?Please add all that apply

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* 9. How do you find out about changes and updates to these policies?Please add all that apply

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* 10. How are these policies communicated to the workforce?Please add all that apply

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* 11. Does your organisation’s leadership and management actively and visibly demonstrate ethical leadership?

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* 12. How does your organisation’s leadership and management actively and visibly demonstrate ethical leadership?Please add all that apply

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* 13. How does your organisation deal with those who fail to meet the ethical standards required by the organisation?Please add all that apply

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* 14. How effective are the policies? 1= None 10= A great deal

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* 15. Does your organisation support and encourage formal networks?

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* 16. What formal networks does your organisation have?Please add all that apply

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* 17. What impact do the formal networks have on: (1=None - 10=A great deal)

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* 18. What informal networks exist within your organisation?Please add all that apply

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* 19. What impact do the informal networks have?Please add all that apply

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* 20. Are you a member of a formal network?

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* 21. Are you a member of an informal network?

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* 22. Do you believe that these networks have the power to positively influence your organisations?

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* 23. Do some networks have undue influence?

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* 24. Does your organisation have a formal mentoring/reverse mentoring programme?

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* 25. How well do the mentoring programmes work? (1=none - 10=a great deal)

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* 26. Does your organisation have peer advocacy structures?

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* 27. What type of peer advocacy structures are available in your organisation?Please add all that apply

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* 28. Is social media used to engage individuals in peer advocacy?

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* 29. How effective is peer advocacy? (1= None - 10=a great deal)

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* 30. Has your organisation traditionally had a bias in employing, or an image as being solely for a single gender (Eg. Armed Forces/Males)?

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* 31. Do you believe there is unconscious bias and stereotyping of females within your organisation recruitment and selection processes? (1=none - 10=a great deal)

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* 32. Do you believe there is unconscious bias and stereotyping of females within your organisation’s promotion processes? (1=none - 10=a great deal)

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* 33. What policies and strategies does your organisation employ to counter Unconscious Bias and Stereotyping?Please add all that apply

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* 34. How does your organisation tackle the reported lack of self-belief in the female workforce?Please add all that apply

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* 35. How effective are the policies and strategies? (1=none - 10=a great deal)

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* 36. Is there a core of individuals within your organisation viewed as resistant to change?

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* 37. What policies and strategies does your organisation have in place to influence culture, behaviours and policy?Please add all that apply

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* 38. How are those who resist cultural, behavioural and policy changes challenged and encouraged to change?Please add all that apply

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* 39. How effective are the policies and strategies in influencing culture, behaviors and policy? (1=none - 10=a great deal)

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* 40. Is your organisation one with a female minority of employees?

* 2. What is your age?
(This is to make a note of any generational differences in experience)

* 8. Who within the organisation contributes to the formulation of these policies?
Please add all that apply

* 9. How do you find out about changes and updates to these policies?
Please add all that apply

* 10. How are these policies communicated to the workforce?
Please add all that apply

* 12. How does your organisation’s leadership and management actively and visibly demonstrate ethical leadership?
Please add all that apply

* 13. How does your organisation deal with those who fail to meet the ethical standards required by the organisation?
Please add all that apply

* 16. What formal networks does your organisation have?
Please add all that apply

* 18. What informal networks exist within your organisation?
Please add all that apply

* 19. What impact do the informal networks have?
Please add all that apply

* 27. What type of peer advocacy structures are available in your organisation?
Please add all that apply

* 33. What policies and strategies does your organisation employ to counter Unconscious Bias and Stereotyping?
Please add all that apply

* 34. How does your organisation tackle the reported lack of self-belief in the female workforce?
Please add all that apply

* 37. What policies and strategies does your organisation have in place to influence culture, behaviours and policy?
Please add all that apply

* 38. How are those who resist cultural, behavioural and policy changes challenged and encouraged to change?
Please add all that apply

* 41. Which of these factors do you believe acts as a bar to the employment and promotion of females in your organisation?
Please add all that apply

* 42. How does your organisation seek to encourage females to join and stay with the organisation?
Please add all that apply