Driving Disclosure Rates

Stonewater’s declaration and data collection rates are currently at 90%, which we are extremely proud of, but there’s always room for improvement. We’ve achieved this by clearly explaining to employees why they should share their data and what we can achieve with it. We believe that this messaging, combined with consistent action, helps instil confidence in our processes. Our employee network groups and senior leaders encourage colleagues to disclose their personal data for inclusion purposes, and this has been key in increasing our rates.
Each year we have ‘data day’ in September (coinciding with National Inclusion Week). On this day, influential groups and leaders, as well as managers, encourage colleagues to check their personal information on our HR system, updating it where necessary. Each network group also runs individual campaigns using the digital channels available to us as an organisation while addressing their specific audiences. A good example of this is a campaign that was tailored for ethnically diverse people who are neurodiverse. This campaign successfully increased the number of ethnically diverse employees registered as neurodiverse. In fact, the data captured led to the institution of a new fund to support Stonewater employees who wish to be tested privately for neurodiverse conditions.
Overall, my perception is that we still have some way to go in terms of addressing concerns that personal data might be used negatively, but as our culture has become more inclusive, I can see that we are obtaining more buy-in across the organisation.

How data has helped Stonewater’s EDI strategy

Ethnicity data has transformed our EDI approach.

By understanding and recording the ethnic diversity of our colleagues, we identified a gap between the diversity of our staff and our customer base. Further analysis of this data supported a change in our recruitment strategy so that we now actively promote ourselves and our careers to specific audiences. An example of this is organising a float at Notting Hill Carnival and our Routes into Stonewater initiative.
Data shows us the bigger picture, but also it can be used to determine if an initiative has been effective. A good example of this is our Opportunity Pledge, which aims to increase the number of women and ethnically diverse people in senior leadership (and above) positions. If job candidates meet minimum criteria and fall under one (or both) of these categories, then they will be guaranteed an interview. This initiative has directly helped us increase the diversity of the talent pool in senior leadership at Stonewater.
The Investing in Ethnicity Maturity Matrix drives substantive change at all levels by giving praise while simultaneously flagging areas for improvement. The accreditation given by the Matrix allows us to express pride and demonstrate the value of EDI to senior leadership, while also driving change where it’s needed.

Listening Sessions

Finally, I’d like to talk about one of our more recent initiatives; our listening sessions run by the employee network groups. These are attended by all levels of the organisation, including senior leadership. While we have established groups for carers, men and the menopause, we also host occasional ‘culture clubs’. At these, the format encourages open and honest discussion, where respecting each other is key.
Last summer we held a culture club covering the riots following the tragic attack in Southport. This session demonstrated that those who were feeling worried or scared weren’t standing alone. It is essential that we foster belonging in our ethnically diverse colleagues, never more so than during such a difficult time. By talking about events beyond the workplace, we create an environment where everyone can truly bring their full selves to work.

If you are thinking about conducting listening sessions, my advice would be:

• Don’t be afraid – whilst sometimes uncomfortable, these will help to create open and honest dialogue between colleagues.
• Have a good moderator facilitate the sessions, who can ensure all voices can be heard.
• Respect is key – we aim for a ‘family environment’ where people may not always agree but they are always respectful.