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21 DIVERSITY, INCLUSION AND EQUALITY The value of people


Can a standard which recommends engaging employees as individuals help solve the UK’s low productivity conundrum? Dr Mark Loon, Deputy Pro- Vice Chancellor for Research and Enterprise at Bath Spa University, thinks so and explains why


W


hen BS 76005, the code of practice for valuing people through diversity and inclusion, was published in 2017, the members of the


panel behind it were clear that they wanted it to contribute to a new approach to human resources management (HRM). Dr Mark Loon, Deputy Pro-Vice Chancellor


for Research and Enterprise at Bath Spa University, was one of the expert panel members. He was the Chair of the UK Mirror Committee to ISO TC 260 leading the development of standards in Human Resource Management, stepping down towards the end of 2019 after almost four years in the role. Dr Loon sees the development of BS 76005 as part of a move away from a purely transactional and operational HRM model to one where people are valued as individuals. “Both BSI and Chartered Institute of Personnel Development (CIPD) have a clear view of what HRM should look like,” said Dr Loon. “Of course technology and management science are important in the workplace;


these are tools to make things work effi ciently. However, it is important to realize that people are not machines and deserved to be valued for their differences. The


standard goes above and beyond the mechanical to employee


engagement, developing potential and looking after health and wellbeing.”


Although the BSI panel believes this is the right thing to do, it is also based on the view that if people are valued as individuals and engaged with, it will increase the productivity and the sustainability of the business. In the UK, low productivity is a real issue and one to which many people are trying to fi nd the solution. The Economic and Social Research council is providing £3.8m of funding to fi ve institutions for research into transforming productivity through management practices and employee engagement.


“The funding was provided on the back of


current research that suggests a completely transactional way of working in which


employees are simply economic units does not work as effi ciently as one in which employees are engaged,” said Dr Loon. “The aim is to have something more robust in place than anecdotal evidence.” The standard itself is a combination of elements in which certain things are not negotiable, such as fair and equal treatment irrespective of race, gender or disability, and a more nuanced approach depending on the context and the organization. “An SME wouldn’t be expected to apply the standards in the same way as a large organization because of a difference in resources. An SME would typically make changes of a much longer period of time,” said Dr Loon.


BS 76005 EXPLAINED CLICK TO READ


MEASURING HUMAN CAPITAL


Dr Mark Loon


CONTENTS


CONTACT THE TEAM


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