Tive was to present the proposal of indicators

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tive was to present the proposal of indicators elaborated by the panel of experts and, eventually,those indicators were validated. It is important to highlight that the panel of expertselaboratedindicators on a participatory basisand were reviewed by the validation group according tothree criteria: suitability, versatility and adaptation to reality (i.e., whether an indicator can be usedfor all the organizations participating in the process) and its priorization (or level of importance-high,medium-low), (see chapter 8.4).Development of Fieldwork. The starting point was the matrix of organizations elaborated by the vali-dation group and the panel of experts. Oberaxe with the collaboration of the panel of experts tried tocontact most of them so as to gather more information and learn first hand about the experience. As aresultthirty-one interviews were conducted,covering almost half of the companies proposed. Field-work was undertaken between June and July 2011 on the grounds of a questionnaire of approximately90 minutes long which contained 46 questions to collect information for the elaboration of the indicatorsystem.Elaboration of a panel of indicatorsrelated to diversity management in companies that provided thesystematization of information of the different organizations under analysis and established a set ofevaluation criteria to make the selection of successful cases and good practices easier. The indicatorssystem had a twofold objective. On the one hand, it had to be an objectiveevaluation toolfor the poli-cies on diversity management developed by organizations. And on the other hand, it had tobecomea diagnosis tool,which supported companies in the elaboration of policies on diversity management.The proposed indicators have been applied to the group of thirty-one participant organizations. A ma-trix with the validated indicators was elaborated prior to the consensus on prioritization (high, medium,low) and experts individually evaluated the thirty-one experiences to later expose in a meeting theirown evaluations and then choose the eight case studies that were more remarkable in general andthose that were more remarkable on each section.
71GUIDE TO MANAGING DIVERSITY IN THE WORKPLACEThe set of indicators proposed contribute to one of the objectives of the GESDI Project “create tools tosupport organizations in the analysis of the working conditions of immigrants and ethnic minorities”, asa part of PHASE 4 thereof: “elaboration of a diagnosis and analysis tool on managing cultural diversity inthe workplace.”The project has been developed througha continuous process of counselling froma panel of experts and a validation group,through the development of indicators toevaluate the case studies.
72GUIDE TO MANAGING DIVERSITY IN THE WORKPLACE6.3. STARTING POINTS IN THE USE OF INDICATORSAn indicator is a variable or feature, a sign by which we come close to learn about a circumstance, prop-

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Sociology, Discrimination, diversity management

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