Dialogue social et gestion de la diversité

Abstract

This communication's aim is to take stock of the aspect of the social concertation in the framework of policies of diversity management. It rests in particular on the work of a commission created by the AFMD, in partnership with ORSE. The commission has involved several larges French companies. Meetings occurred between the representatives of the different employers' and workers' organisations. Another source is the numerous actions led by the labour unions in Belgium in the framework of the Consortium Diversité Wallonie, which exists since 2007. This communication aims to remind some objectives of social concertation in regards to policies of diversity management, to take stock of the legal constraints on concertation in regards to particular targets, to show the multiple conceptions of this notion of diversity management among social partners, to give an overview of the content of the agreements, and to present the steps of a social concertation sensible to diversity. 1 Literature review The International Labour Organisation (ILO) defines social dialogue as all types of negotiation, consultation and exchange of information between, or among, representatives of governments, employers and workers on issues of common interest […]. It can be informal or institutionalised, and often is a combination of the two. It can take place at the national, regional or at enterprise level. It can be inter-professional, sectoral or a combination of these. The main objective of the social dialogue as such is to encourage the formation of a consensus between the different main actors of the world of employment as well as their democratic participation. 1 Although employers and labour unions are important stakeholders in the fight against discrimination and policies of social inclusion, there are very few articles on diversity and social concertation.

Making Change Happen: Exploring the Change Discourse of Managers in a CSR Context

“…Diversity policies have the potential to transform practices and institutions (Cornet & Warland, 2008). As such, conducting diversity policies within organizations is more an art than a science (Cheung-Judge & Holbeche, 2011), and involves a change process (Bender, 2004;Montargot & Peretti, 2014).…”

Projet de mise en place d’un réseau de femmes au sein d’un établissement bancaire : facteurs clés de succès et attentes des talents féminins

“…Ils ont comme objectif de favoriser la diversité et l'inclusion et de promouvoir l'égalité professionnelle entre les femmes et les hommes. L'intégration des réseaux de femmes est également un moyen pour faire avancer la carrière des femmes au sein des organisations (Burke, 2005;Cornet et Warland, 2008;Hersby, Ryan et Jetten, 2009;O'Neil, Hopkins et Sullivan, 2011) et pour stimuler l'emploi. Scotto et al, (2019) ont également étudié l'apport des réseaux sociaux internes d'entreprise à la promotion de l'égalité professionnelle.…”