Diversity Issues

Business plans:

87% of benchmarking organisations have a business case for diversity and inclusion, with 77% updating it annually

Fewer organisations have a specific business case for race (60%) and for gender (61%)

59% of organisations have a separate diversity business plan per business unit

84% of organisations have a diversity strategy, but less than half of these (48%) place it in the public domain

More positively, the diversity strategy of 86% of these organisations is driven by an action plan
Accountability & leadership:

Employers are slightly more likely to make senior leaders accountable for delivering gender diversity, equality and inclusion strategies than for ethnicity strategies

Heads of Functions are more likely to have performance-related pay linked to achieving diversity and inclusion objectives for gender than for ethnicity (65% and 58%, respectively)

Only 57% of organisations have a board level Champion for gender and for race

Only 57% of organisations have a race champion at board or equivalent level, yet 67% have a race champion at senior manager, diversity or HR professional levels

Over three years, benchmarking organisations have recorded benefits of agile working: 47% have seen an increase in morale, 39% have seen increased retention, and 36% have seen reduced absenteeism
Organisations with more female managers are more likely to highlight senior agile workers as role models (61% of these organisations do this)
Organisations with more female managers are more likely to invest in technology to make agile working viable (89% of these organisations do this)
The proportion of male agile workers (21.4%) in benchmarking organisations is catching up with the proportion of women (35.1%), particularly in the public sector at 29.5% and 36.3% respectively
Key findings
Unconscious bias continues to play a role during all the stages of recruitment of BAME candidates, from application, through shortlisting and interview to job offer.
There is a significant drop-off in the proportion of BAME graduates and apprentices progressing from application to hire stages of recruitment.
White candidates overall tend to progress from application to hire in similar proportions. This proportion increases among apprenticeship applications and is largest among graduate applicants.
The number of organisations ensuring ethnically diverse interview panels (where possible) has nearly doubled in three years (2012 – 2014), but fewer than 50% of organisations ensure this
Organisations where the rate of conversion from applying to being hired is similar between BAME and white candidates do the following:
- Target diverse candidates at recruitment fairs;- Mandate unconscious bias training during recruitment;- Ensure ethnically diverse recruitment panels;- Use a variety of recruitment sources to attract a wider pool of applicants.
Key findings
•    BAME women are least likely to hold executive directorships and non- executive directorships•    BAME women are more likely to be promoted than BAME men •    Executive directorships are less likely to be diverse by gender and ethnicity than non-executive directorships•    White employees are more likely to be promoted than all other groups 
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Key findings
•    Women are twice as likely to make formal complaints than men •    BAME employees are more likely to make formal complaints than white employees•    BAME women are most likely to make a formal complaint •    Organisations are taking more steps to turn ‘zero-tolerance’ policy into lived reality •    Increase in number of organisations monitoring and action planning to make proactive interventions 
114 organisations took part in the 2014 Gender and Race Benchmark; 27 from the public sector and 87 from the private sector. 86 organisations submitted data on ethnicity. 
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