Reed in Partnership – Skills v2 June 2011
Diversity Policy
All Co-Members, including associates and subcontractors must agree to adhere to this policy
as a condition of their engagement.
Statement of Intent
There are many things we do well that encourage Diversity both within our organisation and in
the wider labour market, of which we can justifiably be proud. However, in work I have
undertaken for the Chartered Institute of Personnel and Development (CIPD) and the Institute
of Public Policy Research (IPPR), I have been struck by how much work is still to be done
across the private and public sectors if we are to achieve a truly diverse labour market and
economy in which it can be honestly said that there is equality of opportunity for all based on
merit.
Reed performs an important role in the functioning of the labour market and it is our
responsibility, as part of that role, to ensure that talent is recognised, developed and matched
with business need, whatever the background or circumstances of the individual, irrespective
of age, disability, race, religion or belief, sex, sexual orientation, gender reassignment,
marriage or civil partnership status, pregnancy or maternity or dependents considerations.
This policy sets out our business case for being a progressive force for diversity in the UK
economy. It also sets out the situation internally within Reed, and it explains what some of the
areas we seek to monitor and address are and how diversity is managed within the Reed
family of companies. A Code of Practice section also provides practical guidance on
supporting Diversity within our workplace and within the wider labour market for all CoMembers. This ensures that no-one is disadvantaged in any way because of a protected
characteristic under the Equality Act 2010.
Protected Characteristics are as follows:
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Age
Disability
Gender
Race (including Nationality and Ethnic Origin)
Religion or Belief
Sexual Orientation
Gender Reassignment
Marital or Civil Partnership status
Pregnancy and Maternity
Appendix A at the end of this Co-Member Handbook provides further guidance on UK
legislation relating to Diversity.
What is Diversity?
Diversity is a concept which recognises the benefits to be gained from differences. This is in
contrast to Equal Opportunities which has traditionally been a concept which sought to
legislate against discrimination. Diversity management therefore not only deals with issues of
discrimination but is also about ensuring that the talents of all Co-Members and Members are
recognised and that they are able to maximise their potential and their contribution to our
organisation and the wider labour market, whatever their background or circumstances in
relation to age, disability, race, religion or belief, sex, sexual orientation, gender
reassignment, marital or civil partnership status, pregnancy or maternity or dependants
considerations.
Extracted from the Reed in Partnership Co-Member Hand book
Reed in Partnership – Skills v2 June 2011
Why is Diversity Important to Reed?
Reed’s success depends, in part, upon our ability to lead and create positive social change in
the labour market. Our businesses:
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 Improve people’s labour market prospects
 Make the labour market fairer and more efficient
Reed therefore performs an important role in the functioning of the labour market and it is our
responsibility, as part of that role, to ensure that talent is recognised, developed and matched
with business need, whatever the ethnic or religious background of the individual, irrespective
of age, sex, marital or civil partnership status, sexual orientation, disability or dependants
considerations. Reed not only seeks to effect change in the labour market but to grow its
businesses and be profitable. In addition to our ethical role in the labour market there are also
clear business benefits for Reed in actively pursuing Diversity.
Accessing Untapped pools of Talent
Older workers, those with disabilities, ethnic minorities and women are under-represented in
the workforce for a variety of reasons. Broadening our appeal to such Members and seeking
to include them in the services we offer can only maximise our chances of providing
employers with the broadest range of talented individuals suitable for their vacancies. In a
tight and competitive labour market such as those in which we operate this can only be to our
competitive advantage.
Diversity increases Creativity
Reed thrives on new ideas and entrepreneurialism. Ideas are often generated when the
different experiences and backgrounds of our Co-Members are brought to bear on a particular
topic. It is not, therefore, just that we value difference but that difference creates value in our
organisation.
Customer Expectations
Our public sector funders clearly expect and require assistance towards meeting their
statutory duty to promote diversity. The employers we work with increasingly view diversity as
an essential part of their own corporate brand and want the same responsible and forward
looking attitude from all their advisers and suppliers.
Need to be Our Own Best Case Study
As a leading provider of welfare to work, skills development and business support services we
need to be our own “best case study” and to exemplify how private sector organisations
should encourage diversity. We need to demonstrate our progressive commitments and
activities to key business influencers, including the media, the political audience and most
importantly to all of our customers. If we cannot demonstrate to our customers that we can do
it for ourselves why is a customer going to be believe that we can do it for them?
Positively Support our Legal Obligations
We need to positively support our legal obligations to Co-Members and other stakeholders.
The reward for being a trusted expert on recruitment and employment legislation is that our
reputation and business are enhanced, whereas the costs of non-compliance can be
considerable. Employee dissatisfaction and ultimately Employment Tribunals could consume
large amounts of management time and entail legal costs quite apart from the damage to our
reputation and ability to win new business.
Better Recruitment, Retention and Morale among Co-Members
Co-Members want to work for a company that is seen to treat its staff fairly. Fair and equal
treatment and a positive picture of diversity in Reed improves morale and consequently
retention and makes us a more attractive place to work for potential applicants. Only by
becoming a more diverse place in which to work will we become an employer of choice.
Local Labour Market Expertise
Extracted from the Reed in Partnership Co-Member Hand book
Reed in Partnership – Skills v2 June 2011
In order to maximise our business success our Co-Members need to understand the local
labour markets and business environments in which they operate. Co-Members from diverse
backgrounds that reflect different perspectives from within that labour market, whether white,
ethnic minority, disabled, male, female, young or old can only increase our understanding of
complex local labour markets and businesses.
Extracted from the Reed in Partnership Co-Member Hand book
Reed in Partnership – Skills v2 June 2011
Reflecting the local community
Many of our operations are open to the general public. Where Members, funders, employers
and partners have the choice, many would rather work with a company that represents their
local communities than one that doesn’t.
Brand positioning
By being positive in this area we move our brand towards the acquisition of previously
underutilised human capital and customers that would not otherwise have come to us.
20.4 How is Diversity Managed within Reed in Partnership?
Policy
All Reed companies have a broadly similar diversity policy which applies to them. The policy
is continuously reviewed against best practice and updated regularly in the light of regulatory
and legislative changes. The Diversity Officers (see below) will notify the legal department if
they become aware of any operational, regulatory or legislative change which may require a
revision of the policy. All Co-Members have the opportunity to make suggestions regarding
the diversity policy at any time and this will be encouraged.
Diversity Officers
Lawrence Carter, Director of HR, Learning & Development is Reed in Partnership's Diversity
Officer and he reports to Chris Melvin, The Chief Executive of Reed in Partnership. As
Diversity Officer he is responsible for the implementation of the Diversity Policy, for ensuring
compliance with Diversity and Discrimination legislation, and operating a diversity strategy
based on this policy within Reed in Partnership.
Communications
The initial chain of communication for Diversity issues is detailed above. A copy of this
Diversity Policy will be available to all Co-Members on the intranet as part of the Co-Member
Handbook. Any changes to the policy will be communicated to Co-Members by the most
appropriate means, whether hard copy information sheets or soft copy such as e-mail.
Department and Business Managers will be responsible for drawing the contents to the
attention of their staff. Advice on Diversity issues may also be disseminated through Reed
News, Reed’s weekly electronic newsletter. The relevant Diversity Officer or their nominated
Diversity Administrator, normally located in your HR or People Department, will be available
to answer queries on Diversity issues. The Diversity Officer has access to a number of
additional technical and helpline resources including the Employers Forum on Disability
Helpline.
Reed and External Organisations
Reed is and has been actively involved with a number of government, voluntary and
academic institutions for the purposes of increasing our knowledge of Diversity,
benchmarking practice and performance and promoting Diversity within Reed and more
broadly in the labour market. Reed works with the Employers Forum on Disability on issues
relating to disability, with the Institute of Public Policy Research on Racial Equality and
Diversity in the Private Sector and with a number of organisations attached to the Department
for Work and Pensions on age, gender, parenting and disability issues. Communications with
statutory bodies such as the Commission for Equality and Human Rights are always
conducted through the Legal Department in the first instance. Co-Members should not make
representations to such organisations on behalf of Reed without the explicit authorisation of
the Legal Department.
Co-Member Surveys
Reed has a regular programme of surveying Co-Members both on general issues of morale
and specific employee relations topics. From time to time specific surveys are carried out of
cross-sections of the workforce to examine Co-Member attitudes to diversity policies,
practices and procedures. Employee survey data is also broken down by diversity statistics to
examine differences in attitudes between different cross-sections of the workforce.
Extracted from the Reed in Partnership Co-Member Hand book
Reed in Partnership – Skills v2 June 2011
Monitoring
Diversity monitoring is carried out both for the entire Reed family of companies and for each
individual Operating Company. The objective of this monitoring is to ensure that:
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our procedures are fair to all groups;
we identify and address any barriers to equality of opportunity, which could be
unlawful;
we are making best use of the full range of talents available within the community and
within our existing workforce.
our diversity policy is effective.
our Co-Members reflect the local demographic to best support members.
Reed collects and analyses the following data:
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whether and where people of each sex, from ethnic minority backgrounds and people
with disabilities.
are in Reed’s workforce and Candidate or Member base.
whether there are differences in the pay rates of different groups.
whether the likelihood of being selected for training, transfer or promotion is different
for different groups.
whether we provide accessible premises.
whether people from one group are more likely than others to leave Reed’s
employment.
Much of this information is reported as part of the general Management Information Reporting
that occurs. The Monitoring information is benchmarked at this stage against a variety of
regional and national statistical databases. The data used for this monitoring derives from the
HR files held electronically within the group. This information remains confidential at all
stages. Individuals are never identified and monitoring data is produced in a statistical form
only. Data held on HR files derives in some cases from Co-Members initial applications to
Reed and in other cases from Confidential monitoring forms circulated by HR teams. This
information is sensitive personal data and is treated as such as per the Data Protection Act
1998. Co-Members are not legally obligated to provide Reed with this information, however it
is helpful for us if they do.
Training
Training and ongoing advice and instruction are delivered through staff induction programmes
and other short courses, as well as Reed News. Business and Department Managers will be
responsible for more site- or business specific Diversity training. Each Manager will ensure
that each new Co-Member is made aware of the Diversity policy as part of their induction
process Training on Discrimination Law forms an essential part of the formal Induction
process of all Co-Members and all management training includes extensive training on good
people management practices of which diversity awareness and diversity management form
part. All our designer/deliverers both for internal and external courses are trained in disability
awareness and the needs of disabled people in the training environment.
Breach of the Policy
 Any apparent breach of the policy by a Co-Member will be dealt with through the
Disciplinary Procedure.
 Proven discrimination will be treated as Gross Misconduct.
Reed’s Grievance Procedure should be used if you believe that you may not have been
treated equally in line with the policy. You will note that it first asks you to take up the matter
with the individual against whom you have the grievance. However, you may also talk
confidentially with someone from your HR team if the nature of your complaint makes the first
course of action particularly difficult.
Extracted from the Reed in Partnership Co-Member Hand book
Reed in Partnership – Skills v2 June 2011
Reviewing the Policy
Achieving diversity is an evolutionary process. It is necessary to review what we do regularly
to keep pace with cultural change. If at any time any Diversity issue should arise which
exposes a weakness in Reed’s Diversity Policy, the Policy will be subjected to review. The
legal department will be responsible for the revision of this document; revisions will be made
with the guidance of the Diversity Officer. If you have suggestions on how equality of
opportunity might be improved within Reed, or in relation to the service provided to
Employers, Members or other customers, you should use Reed’s suggestion scheme,
ReedThink, to promote your ideas.
Code of Practice
An essential part of this policy is the Code of Practice which follows. Failure to abide by any
article of the following Code of Practice will result in the application of the Disciplinary Policy
as per 20.4.9 above. The following Code of Practice demonstrates how the Diversity policy is
implemented. In many respects this goes beyond what the law requires and is based on best
practice in recruitment and training. However Co-Members should not forget that if they break
the law criminal prosecutions or civil claims may be brought against Reed and against them
as an individual. Compliance with the law requires an understanding of the relevant statutes
and regulations. Further guidance on applicable UK legislation is contained in Appendix 1 at
the end of this Handbook. Co-Members, however, are not employed to act as legal advisors.
If you are ever in any doubt about what to do, always refer to a higher level. Where Reed
companies carry out functions of a public nature Reed will be compliant with the public sector
equality duty set out in the Equality Act 2010.
Company Commitments to Co-Members on Recruitment, Training and Development
 All recruitment and selection, whether internal or external, will be conducted on a
non-discriminatory basis and monitored by your HR team.
 In so far as is reasonably practicable your HR team will ensure that a competency
based and meritocratic approach is followed for the recruitment and selection of CoMembers.
 All internal vacancies whether for newly-created positions or existing positions
becoming vacant will be advertised internally and applications invited on a nondiscriminatory basis.
 Our primary means of advertising vacancies both internal and external is via webbased systems (internet and/or intranet). We aim to ensure that our websites are
accessible to those with visual impairments and HR teams will on request consider
alternative forms of access where appropriate.
 All training and development activities will be planned and executed on a nondiscriminatory basis and will be made available to as many Co-Members as possible.
 All promotions will be made on a non-discriminatory basis and each HR team will
ensure that in so far as is reasonably practicable a competency based and
meritocratic approach is followed.
 No vacancies circulated to or from Co-Members will contain any directly or indirectly
discriminatory statements.
 Training in non-discriminatory recruitment, selection and appraisal will be provided as
widely as possible to Co-Members.
 All recruitment materials, including application forms, will be designed to eliminate
discrimination and promote equality of opportunity. All such materials will also be
available, on request, in alternative formats for Co-Members/ applicants with
disabilities at the discretion of the relevant HR team.
 Appraisals are intended to form the basis of Co-Member career development and will
be conducted to ensure equality of opportunity.
 Any ability or psychometric testing used in recruitment and selection will be free of
bias. Tests will be benchmarked for adverse impact before introduction and will be
monitored whilst in use to ensure that no adverse impact is evident. All testing
materials will also be available, on request, in alternative formats for Co-Members/
applicants with disabilities at the discretion of the relevant HR team.
 Monitoring of recruitment, selection, promotion, remuneration and release will be
undertaken by HR teams to assess the success of this policy.
Extracted from the Reed in Partnership Co-Member Hand book
Reed in Partnership – Skills v2 June 2011
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All recruitment, selection and promotion meetings, events and interviews, whether
external or internal, will upon request, be carried out at locations or offices accessible
to those with disabilities. Further reasonable adjustments to facilitate recruitment
whether internal or external will be made as necessary, following discussion with the
applicant and the relevant HR team.
Reasonable adjustments for Co-Members with disabilities will be made following
discussions with the Co-Member concerned and the relevant HR team to ensure they
are treated fairly.
We will endeavour to provide appropriate workplace reintegration for those CoMembers becoming disabled whilst in our employ and will make appropriate and
reasonable workplace adjustments to ensure that the Co-Member is able to continue
working for Reed. This may entail job re-design, retraining, flexible working hours,
and phased return to work.
Co-Members and management should challenge inappropriate behaviours wherever
they find them, either within the organisation or externally. In particular they should
seek to challenge negative assumptions regarding the capacities of people with
disabilities both within our organisation and in the wider labour market. Disabled
people are as reliable and productive as any other employee group.
Management Reviews, appraisals and board meetings will include discussion of
diversity to assess the contribution of management teams to building a diverse
workforce.
Wherever practicable, property will be sourced that is fully accessible to disabled CoMembers, Members, Employers or Partners.
Reed offers flexible retirement options for Co-Members. The Pension Scheme does
not mean that you cannot retire earlier than your 65th Birthday and we will seek to
accommodate flexible working practices both for those approaching the traditional
retirement age and for those interested in continuing to work for us after that age.
Wherever practicable, Reed will provide facilities, time and resources for religious
observance during working hours. Reed will give priority to Co-Members religious
festivals in the allocation of holiday leave.
Company Commitments on Terms & Conditions of Employment
 Whilst these may be different for different Co-Members they will be designed to
reflect the policy and to promote it.
 All terms & conditions of employment will be regularly reviewed to ensure their
alignment with the policy.
 Wherever possible, working patterns will take account of caring commitments, and/or
other requirements that may be related to a disability, pregnancy, religious
observance or gender reassignment.
 The implementation of employment policies which are attractive to new parents will
be given high priority.
Managers’ and Supervisors’ Responsibilities
 All managers and supervisors are responsible for the day-to-day implementation of
the policy including the Code of Practice.
 Professional advice should be sought from your HR team where necessary.
 Training of managers and supervisors to ensure their skills and knowledge
encompass the principles and practices of diversity will be given high priority.
 Managers and any interested Co-Member with an employment and disability related
question has access to the Employers Forum on Disability Helpline via the Diversity
Officer for their company.
Delivering services to Members and Employers
All dealings with Members and Employers will be conducted in accordance with the Diversity
policy, as well as the law, and will be monitored by your line management.
Extracted from the Reed in Partnership Co-Member Hand book
Reed in Partnership – Skills v2 June 2011
Taking Vacancies from Employers
 Where appropriate measures will be taken to bring this policy to the attention of
employers.
 All job vacancies, temporary assignments and work trials from employers will be
accepted and handled on a non-discriminatory basis only. Where this basis is in any
doubt, or you have any suspicions that a client may think otherwise, line management
should be informed immediately, prior to any further action being taken.
 There are limited situations in which discrimination is permitted. It is however unlikely
that these will be applicable to any job handled by Reed and if a client claims a
Genuine Occupational Requirement (GOR) 1 or other legal exception this should be
referred to your line manager immediately for verification. If you are unsure as to why
a client has specified a particular criteria which may appear discriminatory, a question
such as: "Are you claiming a Genuine Occupational Requirement or other legal
exception?" will help to establish the general situation. If the client maintains they
have a GOR ask them to confirm the GOR in
 writing and seek advice from your Business Manager and HR Department.
 If no GOR. or Other Legal Exception is given, it is best to keep a friendly tone and say
something like "I'm sure you wouldn't want me to break the law," or, "I can only
accept such instructions if a valid Genuine Occupational Requirement or other legal
exception exists".
 Explain to the Employer that you must put forward only the most suitably qualified
Members for the job and the Employer must therefore amend the vacancy details to
exclude the discriminatory instruction. If the employer insists that the instruction
should stand, you should take no further action on the vacancy and inform the
employer that you must refer the matter to your Business Manager. The Business
Manager should attempt to resolve the matter but must refuse to work on the vacancy
if the employer refuses to amend their instruction. The Business Manager must also
make a written record of the occurrence. If we accept or act on discriminatory
instructions we may be found guilty of aiding and abetting a discriminatory
 act.
 Before registering a vacancy genuinely covered by a GOR, Co-Members must seek
advice/authority from your Business Manager and HR Department who must ensure:
that the GOR or other legal exception exists in law; that the employer has taken
reasonable steps to ascertain that no other working arrangement is possible; that the
employer is prepared to give us written authority stating the facts; and that we take
advice from the Legal Department as to whether the information obtained constitutes
a reasonable enquiry on our part, and a reasonable defence on the employer's part.
 Where unlawful discrimination is suspected, at any stage in the recruitment process,
Line Management, strictly in consultation with the HR team, will be responsible for
informing the Employer that discrimination is unlawful. HR teams will record such
instances.
 It is important that the employer should understand that you cannot, and will not,
accept a discriminatory instruction. For the sake of an easy life some recruitment
organisations and welfare to work providers have, in the past, accepted such
instructions, intending not to work on filling the job. That defence has always sounded
rather implausible when the employer turned out to be a journalist engaged on a
mystery shopper exercise. The Department for Business, Innovation & Skills also
regularly undertake such exercises, so it is important to remain vigilant. The DBIS
ultimately have the power to prevent a recruitment agency or welfare to work provider
from trading.
 In addition to the above Co-Members will specifically refuse to act on indirectly
discriminatory instructions from employers - i.e. that requirements or conditions
should be applied that would have a disproportionately adverse effect on applicants
of a particular group and which cannot be shown to be justifiable. Employers will
normally agree to change such requirements and will in most cases have been
genuinely unaware that they were discriminatory. Some will need to demonstrate to
your line manager that they are justified and
 some will harden their stance into one of direct discrimination, in which case the
process outlined above should be followed.
Extracted from the Reed in Partnership Co-Member Hand book
Reed in Partnership – Skills v2 June 2011
Common examples of indirectly discriminatory items are below:
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Excessive Language Requirements/Accents/Clear Voice. Watch out for criteria
such as
"Excellent English required", where the job seems unlikely to require such a high
standard of
English.
Dress Restrictions. Overly-prescriptive dress codes may disadvantage followers of
some religions. Muslim women, for example, may be obliged by their religion to wear
trousers and would not be able to comply with a dress code that forbade trousers.
Geographical Boundaries. For example, "Applicants will be considered from
Bromley but not Lewisham". This may have the effect of excluding certain racial
groups who live in certain areas of a city.
Excessive qualification levels/insistence on qualifications obtainable only in
one Country A qualifications criteria that is excessively high for the job may
discriminate against certain groups. Also, those schooled outside the UK, for
example, are unlikely to have GCE qualifications.
Specific qualification requirements. Specifying that a candidate must have A
Levels or GCSE’s may discriminate against certain age groups and those educated
outside of the UK.
Work History. An instruction such as "must have spent six of the last twelve months
as a Credit Controller" indirectly discriminates against recent mothers looking to
return to work, for example, because of the reference to a particular point in time.
Note, on the other hand, that "must have six months' experience" is not discriminatory
since it does not specify when that experience should have been gained. An
instruction that the applicant must have 10 years experience of credit control or for an
accountant with 5 years post qualification experience will be discriminatory on the
grounds of age.
Job Title. "Warehouseman", "Manageress", “Postman”. Where such job titles are
used, a clear statement that applications from all genders is required. It is however
best practice to avoid them.
Location/Accommodation. For instance: "Must live-in, single accommodation only".
This disproportionately affects married applicants.
Height. For example: "Must be over 5' 10". This would affect women more than men.
Thus, unless the job required a particular height to operate machinery, or for some
similar reason, it would be discriminatory. NB - some organisations such as the Police
and Prison Service are allowed to set height requirements.
Qualification Types. For example: "Must have Woodwork 'O' level or equivalent"
would discriminate against women; just as "must have Domestic Science 'O' level or
equivalent", would discriminate against men. Thus, unless these qualifications were
essential for the job they may be deemed illegal.
Must touch type. This does not explain why touch-typing is essential and may
exclude a capable Member with Repetitive Strain Injury. This could be replaced with
“you will need to produce high quality reports using a word processing package at
regular intervals and at short notice”. This will allow an applicant with RSI to
demonstrate their ability to meet the criteria using voice-activated software.
Must Have a Driving Licence. This does not explain why a driving license is
essential, and may exclude a Member with a visual impairment or arthritis who cannot
drive. Replace with “extensive travel throughout the UK to meet clients is essential”.
The Member may be able to demonstrate how they will meet this requirement by
using alternative methods of transport.
Presenting Members to Employers
 Co-Members should not draw attention to or discuss a Member’s race, religion or
beliefs when recommending applicants unless the employer is trying to attract
applicants of a particular racial group under the exceptions in the Equality Act 2010.
 Wherever possible, Co-Members should not draw attention to or discuss a Member’s
sex. Try to ensure neutrality by talking about "our Member" and omitting names. If an
Extracted from the Reed in Partnership Co-Member Hand book
Reed in Partnership – Skills v2 June 2011
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employer asks you directly about marital or civil partnership status, pregnancy or
dependants, you must reply: "I'm sorry, I am not allowed to divulge that information.
You should not disclose a Member’s age or date of birth to an employer You should
not take ageist instructions, whether directly or indirectly discriminatory, from an
employer.
Where a disabled person has requested a reasonable adjustment to an employer’s
normal recruitment process we should bring this to the attention of the employer. As
we are in no position to ascertain what adjustments (if any) may be required to
undertake the day-to-day activities of any particular job, we must not enter into
discussion on these matters with either the Member or the employer. This can be
resolved only between the Member and the employer during interview.
All pre-selection methods will reflect the policy. When carrying out shortlisting or preselection Co-Members should bear in mind that if a Member appears overqualified
there could be a legitimate reason relating to previous labour market disadvantage for
an individual changing career or seeming to backtrack. Periods of inactivity may for
example be directly related to a disability or caring commitments.
No Co-Members must make remarks, either verbal or written, which could result in
direct or indirect discrimination. In particular Co-Members should be aware of the
effect which generalised assumptions, stereotypes and prejudices can have on their
treatment of members of particular groups, (for example gender stereotyping,
assumptions about ability based on race, or on working practices based on religion)
and should seek to avoid forming views on Members abilities based on anything other
than demonstrated skills attributes and qualifications for the role in question.
Member Registration, Contacts and Complaints
 If a Member alleges discrimination by Employers or colleagues, complaints of this
nature must always be brought to the attention of your Business Manager. Under no
circumstances should you take sides or offer advice.
 If a Member asks us to reveal information to an employer that might be considered
likely to aid or abet discrimination (e.g. a devout Muslim), we should decline to do so
and advise the Member to inform the employer personally if they so wish.
 The registration process for Members will however specifically seek to establish
whether there are any health-related barriers to work for that Member and will directly
ask such questions. However it should be made clear during registration that such
information will not be directly passed on to an employer without this previously
having been discussed with the Member.
 Prior to a job offer, only information regarding adjustments required to attend
interview should be communicated to the employer with the Member's permission.
Other health or disability related details should only be passed to the employer with
the Member's permission subsequent to a job offer (conditional or unconditional).
 Information on branch and office accessibility is available by contacting the branch or
office. In the rare circumstances where a branch is not fully accessible it will be
possible to arrange a meeting at the Member’s convenience at a nearby Reed
location or other suitable accessible location.
 All application, registration and testing materials, are available in alternative formats
upon request. Should you receive such a request please contact your HR team who
will organise this. Testing may prove complex in such cases and Members should be
asked whether the test itself will prove problematic as a result of any disability.
 Members whether they have a visible disability or not should be asked whether
adjustments are necessary to enable them to compete fairly in any recruitment
process. This question should be asked as part of the registration process for all
Members, however you may find it useful to enquire earlier if a Member is arranging a
time to register. Co-Members should avoid asking particular Members (and not
others), on the basis of visible health impairments, whether they have a disability or
not, or enquiring into the nature of that disability. Such selective questioning is likely
to lead to accusations of discrimination.
 When dealing with Members, Co-Members from Reed in Partnership may well find it
beneficial to ask direct questions regarding a Member’s disability (once they have
declared this to you), however this is for the purposes of establishing whether this
Extracted from the Reed in Partnership Co-Member Hand book
Reed in Partnership – Skills v2 June 2011
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may be a barrier to work, and questions that do not relate to how their disability
impacts upon their ability to work should be avoided.
Currently IT systems include a question asking date of birth in a mandatory field. You
should continue to ask for and complete this information on the system. If a Member
queries why you are asking their date of birth you should explain that the information
is required under the Eligibility to work legislation and the Conduct of Employment
Agencies and Employment Business Regulations. You should make it clear to the
Member that this information is not forwarded to employers and Reed does not
discriminate in any way in the provision of its services.
Many deaf people prefer to use sign language. It is a language like any other, with its
own grammar. Interpreters should be provided if deaf people are present at meetings
or in an official interview situation. Find out if you need BSL (British Sign Language)
or SSE (Signed Supported English) interpreters. You should allow at least three
weeks to book such an interpreter through partner organisations, and/or a text phone
if the Member requests one, as both these items can be difficult to get hold of at short
notice. You should make it clear to the Member that they will not have to pay for this
service.
Co-Members should respect Members membership of faith communities. This does
not mean that you are expected to know what may or may not be permitted in certain
religions. However if a Member informs you that their membership of a particular
religion or faith may impact upon their day to day work you should make a note of this
as part of the registration process.
Co-Members should respect Members sexual orientation. The sexual orientation of
Members should not be discussed with Employers.
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Advertising
 All advertising, including window cards, leaflets, printouts, free standing or wall
mounted displays and adverts, both online and in printed media (newspapers,
magazines etc), whether written by Reed or an employer, (including client paid
advertising), should not include any wording or images that suggest, explicitly or
implicitly, that applications from any particular group, including age groups will not be
considered or will be treated more or less favourably than others. The only exception
is where a GOR applies and this has been established correctly as per the above
guidelines, or for purposes of positive action, i.e. to encourage applicants with
protected characteristics in order to improve diversity
 This approach to advertising applies to all age groups including young and old.
 Advertisements should not include phrases or images that might perpetuate a
stereotypical view of suitability for a role.
 We will seek to ensure a creative approach to our advertising that reaches a wide and
diverse pool of Members.
 Avoid the use of words or phrases that are designed to appeal to a particular age
group such as; Young, Dynamic, Energetic, Flexible, Fast moving market place, In
touch with the latest thinking, Have boardroom gravitas and presence, Mature, Young
company.
 Other phrases such as junior, senior and experienced should only be used if they are
a recognised term in the relevant industry and can be objectively justified.
 Similarly avoid images and pictures in advertisements or Company literature, or the
selection of publications/media that may appear to favour, appeal to, or be largely
read by a particular age group, gender, ethnicity, nationality, sexual orientation,
religion or belief, or exclude disabled persons. For instance a picture of a group of
twenty-year olds may discourage older workers and be potentially discriminatory. The
exception to this is where we are advertising to seek registration on to a programme
and the programme is specifically contractually targeted at a particular group.
 Requirements for certain qualifications may be discriminatory, for example a
requirement for 10 GCSE’s could suggest that anyone above the age of 35 would be
precluded from applying. Instead use phrases that make clear other factors will be
considered such as “GCSE’s or equivalent”, “graduate or equivalent”, “ideally but not
necessarily” and “pleased to receive applications from outstanding candidates”.
Extracted from the Reed in Partnership Co-Member Hand book
Reed in Partnership – Skills v2 June 2011
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Do not set maximum or minimum amounts of experience in advertisements or role
profiles. For example the phrases such as, “4 years managerial experience is
essential” or, “must have 2 to 4 years post qualification experience”, will not be
acceptable requirements unless they can be objectively justified. Instead focus on the
skills required. For example “the candidate must be able to demonstrate how their
experience is relevant at interview”, and “the successful candidate will have
demonstrable leadership skills”. By placing limits on the experience without objective
justification you can discourage older applicants with more experience who may still
wish to apply and younger applicants who may be suitable for the role but have not
yet obtained the requisite experience.
Focus on the essential skills and aptitudes required for the post, not what is desirable.
Use inclusive language in advertising. For example “any other exceptional candidates
will be considered”.
Make clear that qualifications which are equivalent or similar to those you are
requesting will be acceptable, or be ready to justify your insistence on those
qualifications. Ask yourself; are the qualifications necessary? Are they still current?
And, are there other ways of specifying the skills you require?
Delivering training, development and group work to Members
This section of the Code of Practice applies to all Reed in Partnership programmes as all are
subject to Ofsted inspection. Ofsted regard all of our programmes as operating a publicly
funded training service to Members. Following this section of the Code of Practice ensures
compliance with the Special Educational Needs and Disability Act 2001 (SENDA).
 Where appropriate measures will be taken to bring this policy to the attention of any
partners involved in the design and delivery of courses or other programmes of
training. This may include associate trainers, employers or employer organisations on
whose behalf we are designing courses, funding organisations and any other
individuals involved in the design and delivery of courses or programmes of training.
 All design and delivery of courses or other programmes of training should take place
without any potential trainees being treated less favourably than anyone else. Where
this is in any doubt, or you have any suspicions line management should be informed
immediately, prior to any further action being taken.
 Advertising or promotion of any course or programme of training will be carried out in
such a way that it encourages applications and interest from all individuals.
 All entry on to courses shall be carried out with reference to disability information
disclosed by proposed trainees or applicants, where they have permitted this
information to be used in this way. This is in order to monitor and ensure that the
provisions of SENDA can be applied. However reference to no other sensitive
personal data (e.g. ethnic background) is allowed. Voluntary disclosure of disability
information will therefore be provided for in any data capture forms required in order
to commence a particular course of training and may be confidentially discussed by
the trainer and individual in order to support the provision of necessary reasonable
adjustments.
 Reasonable adjustments will be offered in consultation with the individuals concerned
for both the assessment process for entry on to the course or programme of training
and the programme or course itself. Reasonable adjustments could include, but are
not limited to: changes to course requirements or work placements, changes to
physical features of premises, the provision of interpreters or other support workers,
the delivery of courses in alternative ways, or the provision of materials in other
formats.
Extracted from the Reed in Partnership Co-Member Hand book