The company's statement of purpose clearly addresses diversity and multiculturalism issues.
2. Leadership and Advocacy
Women, people of color, and members of other underrepresented populations are in leadership positions within the company.
Managers see it as part of their role and function to advocate for diversity and multiculturalism within the company.
Management arebitet with individuals to advocate for a positive workplace climate related to diversity.
The department has clearly articulated policies and procedures relevant to a diverse workforce (e.g., HIV, AIDS, sexual assault, sexual harassment, bias, non-discrimination based on race, ethnicity, religion, age, sexual orientation, nationality, etc.) and distributed them to all employees.
4. Recruitment and Retention
The staffing structure of the departments reflects demographic trends and the diversity of society.
Women, people of color, and members of other underrepresented populations are actively recruited for departmental positions.
Department heads actively support the company in recruiting and retaining a diverse workforce.
Multicultural competencies (i.e., attitudes, knowledge, and skills) are a hiring criterion for employee departments.
Performance evaluations of employees in each department include an assessment of their contributions to creating a multicultural organization.
5. Expectations of Multicultural Competence
Managers have multicultural competencies appropriate to their role and function.
Managers are aware of the specific cultural competencies identified for their respective departments.
Managers know the ethical standards for multicultural practices in their respective departments.
6. Expectations for Multicultural Competence
Managers take responsibility for the continuous development and improvement of their multicultural competencies by keeping abreast of professional literature and taking advantage of continuing education opportunities.
7. Training on Multicultural Competence
Employees are systematically trained in multicultural awareness.
Funding is available for professional development opportunities on multiculturalism (e.g., inviting trainers to companies, attending conferences, training outside the company, etc.).
8. Diversity Activities and Services
Continuing education and event programs are planned and designed to meet the needs of a diverse workforce.
Continuing education programs will include systematic leadership development for women, members of ethnic/racial minorities, the physically disabled, and other underrepresented groups of people.
The annual employee events program reflects an appreciation for diversity and addresses multicultural issues (e.g., New Student Orientation, Black History Month, Women's History Month, Minority Day, Disability Awareness Day, etc.).
Managers and department staff actively support and participate in events that celebrate diversity.
Training offered by the company is accessible and provides interpreters for the hearing impaired and bilingual translators when necessary and/or appropriate.
All company publications, including brochures, flyers, guides, announcements, and publications on the Internet are multiculturally sensitive in their use of language, photos, and illustrations.
Employees are multiculturally sensitive in the distribution of printed materials such as advertisements and flyers, and in publications on the Internet and social media.
9. Physical Environment
All offices and spaces used by the company are physically accessible.
Company goals are reviewed annually for multiculturalism.
The effectiveness of multicultural programs, policies, and interventions will be systematically evaluated.
Evaluation of the company's services includes a multicultural component.
What did the completion of this checklist indicate about your organization's level of ‘social inclusion and diversity’?
What areas of strength did your organization identify through the completion of this checklist?
Please note that this checklist template is a hypothetical appuses-hero example and provides only standard information. The template does not aim to replace, among other things, workplace, health and safety advice, medical advice, diagnosis or treatment, or any other applicable law. You should seek your professional advice to determine whether the use of such a checklist is appropriate in your workplace or jurisdiction.