In the urgent drive for equality for BAME employees, data matters
The devastating death of George Floyd in Minnesota, and subsequent upsurge in support for Black Lives Matter, has once again highlighted how BAME people are treated by the criminal justice system. And the statistics on BAME deaths from Covid-19, and of BAME frontline workers in particular, have reinforced the need for urgent action.
There are many, many reasons behind ethnic inequality in the workplace and in society; certainly, too many to do justice to here. But one critical factor is opportunity – or more specifically, the lack of it.
The workplace doesn’t offer equality of opportunity
In the foreword to her 2017 report, Baroness McGregor-Smith noted: “There is discrimination and bias at every stage of an individual’s career, and even before it begins. From networks to recruitment and then in the workforce, it is there. BAME people are faced with a distinct lack of role models, they are more likely to perceive the workplace as hostile, they are less likely to apply for and be given promotions and they are more likely to be disciplined or judged harshly.”
Her report, and others, clearly back up this view. As the CIPD reported in 2017, BAME individuals in the UK are both less likely to get in, and get on in, the workplace, compared with their white counterparts. One in eight of the working-age population is from a BAME background, yet they occupy only one in sixteen of top management positions. And according to Race at Work 2018: The Scorecard Report, over half of BAME employees believe they will have to leave their current workplace to progress in their career.
Indeed, our own data [CH1] tells a similar story. A recent survey, based on a sample of companies representing over 90,000 UK employees, revealed that 14% were BAME. 70% of these employees were in the bottom income levels, earning less than ￡17,000, and just 4% of them were earning more than ￡50,000.
And while many organisations have clear diversity and inclusion strategies, these tend to have a broad remit, covering issues such as gender, disability and age, as well as ethnicity. If the current focus on BAME rights is to lead to real change, we need to take a more targeted approach. Otherwise, there is a risk that it will get lost within a wider debate about equality, or considered ‘too difficult’ to tackle.
It’s also worth noting at this point that even the term BAME is broader than many would like. Grouping together black, Asian and minority ethnic people as a homogenous group gives the impression that the issues they face are the same. In reality, different ethnic groups, and groups within these groups, have different challenges to overcome.
To change the experiences of BAME employees, we need to track the data
So what’s the answer? In the wake of the Black Lives Matter protests, changes are being suggested. For example, the business network Business in the Community has launched a campaign calling on the government to require organisations to publish their ethnicity pay gap alongside their gender data, to “shine a light on race/ethnicity based inequalities in the workplace so they can be addressed.”
And it shouldn’t just be a question of legislation; the responsibility for opportunity in the workplace also lies in the hands of business leaders. As Sam Gyimah argued recently, “For organisations, there is no need for another government review. Public commitments must be matched by leadership that drives cultural change and objective metrics. Because what gets measured is what gets done.”
But unfortunately, that measurement just isn’t happening. Very few employers are tracking the experiences of their BAME employees. Part of the reason is that most HR systems hold limited data on ethnicity; new starters aren’t required to state their ethnic background, and employers don’t encourage them to do so. And while that’s understandable on both counts, it’s also a missed opportunity.
Proactive data capture shows a willingness to take action
Instead of seeing it as a problem, leaders could take the opportunity to engage with their employees about the benefits of gathering ethnicity data. They could explain that it will allow them to track the progress of groups of employees, to explore any differences and to take action to overcome the barriers that cause them.
In short, they could be clear that the data that is captured will be used to hold the leadership team to account. And not just the data of new starters; capturing this information about current employees and unsuccessful candidates will give leaders even better clarity about the BAME experience and how it can be improved.
Collaboration between companies will give us the full picture
But why stop there? If we really want to change the workplace for BAME employees, we need to think bigger than at organisational level. If companies were to share their learnings, pool their data and collaborate on next steps, it would be far easier to identify what works, and implement it more widely. That’s where we come in.
We’re calling on business leaders to work with us to create a robust set of data that will allow proper tracking and improvement of opportunities and progression for BAME employees, including looking at the different ethnic groups that sit under this term. We’re making a start by creating clear guidelines for how to collect the data, and what data to collect.
We’ll then ask companies to share their results with us, so we can validate that data, report on what we’ve learned, and identify areas for improvement. We’ll also be looking to share examples of best practice, and suggest potential sector-led workstreams, on our HR DataHub platform.
Join us, and help create the change we’re all hoping to see
As Baroness McGregor-Smith concluded: “The evidence demonstrates that inclusive organisations, which attract and develop individuals from the widest pool of talent, consistently perform better. That is the business case. But I believe the moral case is just as, if not more, compelling. We should live in a country where every person, regardless of their ethnicity or background, is able to fulfil their potential at work.”
Clearly, the more data we have, the more robust our insights and conclusions will be. This issue is too important to leave to chance; if you’re willing to take part, and help us acquire the data that could drive lasting change, please get in touch.