DIVERSITY AND PROFESSIONAL PRACTICE - LEVEL 5
Describe the skills and techniques leaders can use to overcome prejudice and discrimination
To enable a leader to overcome issues surrounding prejudice and discrimination, it is important first
to understand what each of them means. Therefore, definitions of both are as follows:
Prejudice
A preconceived judgement made without adequate evidence of an individual or group of
individuals.
Discrimination
Less favourable treatment of an individual(s) usually based upon someone else’s prejudice
beliefs in relation to that individual or group of individuals (direct and indirect).
In order to tackle any problem with regards to these two matters, North Wales Police have adopted a
set of Ground Rules for all employees. The Ground Rules lay down basic and common sense
civilities which help to promote an indiscriminate and prejudice free workplace. Should this occur
therefore, there is already a foundation to start from, to improve an individuals understanding of and
necessity to conform with Ground Rules.
The CUDSA conflict management model can be followed working through confronting the problem
and understanding it, providing advice and offering assistance, and finally agreeing a course of
action for improvement. Training within the Force on Diversity issues is available through the
NCALT online training packages. Every attempt should be made through the leader of the team to
improve performance and professional practice n this subject matter before any further proceedings
i.e. misconduct or disciplinary are undertaken. All individuals should be aware that discrimination
will not be tolerated and that as a leader you are prepared to challenge and act upon any instances
which may occur.
Examples of how these issues are communicated are as follows:
Distribution of Ground Rules by email
Posters displayed in offices
Reminders within one to one welfare meetings
Mention in group meetings
Confidential meetings when inappropriate behaviour arises, explanation of procedures
Grievance and misconduct – option to refer to Union for advice, notification to my own
manager that something has occurred. Possibly an offer of mediation to attempt to resolve
the matter quickly and “in house” if appropriate. *
* This process has recently been undertaken when a member of staff conveyed a
discriminatory point of view to a member of my team, in an email, causing stress, loss of
confidence and anxiety, and shortly afterwards a period of absence. This was immediately
challenged by myself and the process followed through the correct channels. This matter
remains unresolved at this time.
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Describe the skills and techniques leaders can use to overcome prejudice and discrimination
To enable a leader to overcome issues surrounding prejudice and discrimination, it is important first
to understand what each of them means. Therefore, definitions of both are as follows:
Prejudice
A preconceived judgement made without adequate evidence of an individual or group of
individuals.
Discrimination
Less favourable treatment of an individual(s) usually based upon someone else’s prejudice
beliefs in relation to that individual or group of individuals (direct and indirect).
In order to tackle any problem with regards to these two matters, North Wales Police have adopted a
set of Ground Rules for all employees. The Ground Rules lay down basic and common sense
civilities which help to promote an indiscriminate and prejudice free workplace. Should this occur
therefore, there is already a foundation to start from, to improve an individuals understanding of and
necessity to conform with Ground Rules.
The CUDSA conflict management model can be followed working through confronting the problem
and understanding it, providing advice and offering assistance, and finally agreeing a course of
action for improvement. Training within the Force on Diversity issues is available through the
NCALT online training packages. Every attempt should be made through the leader of the team to
improve performance and professional practice n this subject matter before any further proceedings
i.e. misconduct or disciplinary are undertaken. All individuals should be aware that discrimination
will not be tolerated and that as a leader you are prepared to challenge and act upon any instances
which may occur.
Examples of how these issues are communicated are as follows:
Distribution of Ground Rules by email
Posters displayed in offices
Reminders within one to one welfare meetings
Mention in group meetings
Confidential meetings when inappropriate behaviour arises, explanation of procedures
Grievance and misconduct – option to refer to Union for advice, notification to my own
manager that something has occurred. Possibly an offer of mediation to attempt to resolve
the matter quickly and “in house” if appropriate. *
* This process has recently been undertaken when a member of staff conveyed a
discriminatory point of view to a member of my team, in an email, causing stress, loss of
confidence and anxiety, and shortly afterwards a period of absence. This was immediately
challenged by myself and the process followed through the correct channels. This matter
remains unresolved at this time.
Page - 1
