Race

All organisations want to recruit from the widest pool of talent and help them progress. It is key to future productivity and performance.The Cabinet Office’s Ethnicity facts and figures websiteand theBusiness in the Community (BITC) Race at Work Surveyhighlight that ethnic minority staff still encounter significant disparities in employment and progression. The government sponsoredMcGregor-Smith reviewfound that greater progress and positive outcomes are needed to ensure all organisations benefit from the wealth of diverse talent on offer.

1. Appoint an Executive Sponsor for race
   Executive Sponsors for race provide visible leadership on race and ethnicity in their organisation and can drive actions such as setting targets for ethnic minority representation, briefing recruitment agencies and supporting mentoring and sponsorship.
2. Capture ethnicity data and publicise progress
   Capturing ethnicity data is important for establishing a baseline and measuring progress. It is a crucial step towards an organisation reporting on ethnicity pay differentials.
3. Commit at board level to zero tolerance of harassment and bullying
   The Race at Work Survey revealed that 25 per cent of ethnic minority employees reported that they had witnessed or experienced racial harassment or bullying from managers. Commitment from the top is needed to achieve change.
4. Make clear that supporting equality in the workplace is the responsibility of all leaders and managers
   Actions can include ensuring that performance objectives for leaders and managers cover their responsibilities to support fairness for all staff.
5. Take action that supports ethnic minority career progression
   Actions can include embedding mentoring, reverse mentoring and sponsorship in their organisations.
   
   * Please note it is not a requirement to complete the Race at Work survey before signing the Race at Work Charter.

TheBITC Race at Work 2018 Scorecard Report, in collaboration with YouGov, found that employees said only 11% of employers were currently capturing ethnicity and pay data. Without this important indicator, businesses will not be able to diagnose and take action to deal with their ethnicity pay gaps.

Download our toolkit –Monitoring ethnicity: A comprehensive guide for employers

Inclusion, belonging and voice are key priorities for the BITC race campaign. TheRace at Work Black Voices Reportfound that only 66% of black employees felt included within their teams compared to 70% of white employees.
Everyday Inclusion is not just about words, it is about behaviours and actions.

Find our how BITC can support you to take action.

VIEW ALL EVERYDAY INCLUSION RESOURCES AND EVENTS

Racism happens every day, and we need advocates and allies that are prepared to take action at all times, not just when violence reaches the media and brings it to the front of our minds. People in every workplace need to learn about their role in ensuring their company is a safe, inclusive place for all kinds of people to work. This can be done through education, examining biases, and becoming a bystander that can intervene when racism occurs at work. Organisational culture has an important role to play when we consider what behaviours are allowed, what behaviours are encouraged, and what behaviours are forbidden.

Our research shows:

Leaders and executive sponsors should encourage their employees to declare their ethnicity, set targets for representation and publish and pay data by ethnic group¹

Leaders should engage in reverse mentoring.²

The executive team and board members should make a personal commitment to bring the issue of race equality to the top table within their organisation and to the attention of their peers.³

The Race at Work 2015 and 2018 surveys found that ethnic minority employees value mentorship and 31% of black employees said they want a sponsor. They are more likely to want a mentor and more likely to value the impact of having one. also have a greater desire to expand their personal networks.

We need leaders to act as active sponsors, using their influence to mention the names of black, Asian and ethnic minority people when development or progression opportunities are being discussed – especially when there are no people from black, Asian or ethnic minority backgrounds in the room during these conversations.

The desire to take part in a fast-track programme is significantly higher among ethnic minority employees, 43 percent, compared to 20 percent of white employees⁶.

One in eight of the UK working-age population is from an ethnic minority background, but only one in ten are in the workplace⁴.

Only one in 13 people at management levels in the private and public sector are from an ethnic minority background⁴.

OurBrave New World reportshowed there is aconsiderable gap in the representation of technical roles with digital technologies positioning society at a cross-roads towards greater equality.

There is a risk that an accelerating pace of development will further exclude groups already facing considerable barriers to employment and social mobility. Digital technologies do though offer democratisation of access. People can teach themselves skills that are in high demand for free without the need for formal education. Although face-recognition technologies and other AI have been shown to often struggle recognising non-white faces, given the biased data they were trained on, they can offer companies the opportunity to reduce human bias in their recruitment process.

狗万买球下载在社区的业务数字部负责siness programme works
with organisations to ensure that this digital transformation is ethical, sustainable and inclusive and that their innovations are developed in recognition of these challenges.

^1,2,3,5,6,Race at Work Report 2015
Available on request

⁴Race At The Top 2014
Available on request