But many of the changes will be because companies see it as just something that has to be complied with. My take on it is rather different.
On closer inspection equality is a business issue that has a direct impact on the success of organisations of all sizes, in all sectors. It is about creating and maintaining a competitive edge with real, measurable outputs - not simply ticking boxes to comply with new and changing legislation.
At the core of this thinking is that the changing face of the UK's workforce (and so customer base) is not a future phenomenon but something that has been happening for the past decade and will continue to happen.
The result of these changes is that the traditional view of the workforce - white, male and able bodied - is no longer credible. Indeed, only 20% of the working population is white, able bodied, male and below the age of 45; 20% of the workforce (some 6.9 million people) has some form of disability or impairment; and three million workers of retirement age expect that they will continue to work beyond 65.
While the workforce has changed so, in turn, have the customer and supplier base. For organisations in competitive sectors and battling with tough economic conditions this means that equality at work needs to be integrated with all aspects of management and operation.
A good practical example of how integrating equality at work can help generate a competitive advantage is recruitment. By recruiting from the widest pool of potential employees, using all available communications channels and accepting the broadest range of candidates, organisations can reap clear and very measurable benefits. The total time to recruit should reduce as more candidates will be available; the first time selection rate should improve as more experienced candidates will be considered; and each post should attract more applications.
We also see improved retention rates among organisations that implement equality at work, and an increase in internal promotions and moves, as companies become better at recognising and developing the potential in employees. Plus, with a workforce that has more minority and protected groups, staff turnover reduces along with internal complaints and tribunals.
There are also two significant external benefits for organisations operating a more diverse and equal workforce.
First, they will be in a much better position to understand what their customers want from them. Organisations with the most diverse workforce will attract the business from the broadest possible customer base. This diverse customer base is actively looking for something different, and stopping and listening to what they want will gain valuable insights that can inform everything from recruitment, product development, communications and even the premises that they operate from.
Second, diverse organisations benefit from stronger and longer-term relationships with suppliers, in an environment when the very best, top-tier suppliers can pick and choose who they work with.
Other areas of operations positively impacted by equality at work include: communication; the working and built environment; and goods and services. The positive impact of a diverse and equal workforce can all be measured using a combination of existing and new techniques that can be created in-house or with the aid of external suppliers.
So in summary, the changes in the UK workforce and customer base are not just around the corner; they are here now. It is important to respond to them now so that the measurable commercial and competitive advantages can be reaped and a platform for long-term success established.
Les Venus is board member of UK Council for Access and Equality (UKCAE)
