MATURITY MATRIX SUBMISSION - Investing in Ethnicity | Racial equity and ethnic inclusion in the workplace

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A: Leadership & Commitment

Exec Sponsor

[AA1/start] Identify an Exec Sponsor to champion ethnicity throughout the organisation.

The Exec Sponsor needs to be a visible and engaged Executive Committee member. It is recommended that they report directly to the CEO who should be prepared to use their influence to mobilise resources and remove barriers.

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[AA2/start] The Exec Sponsor must have spoken on the ethnicity agenda at an internal event at least once in the previous 12 months.

This should form a basic part of the role of the Exec Sponsor. It could be any type of event, but the sponsor will need to talk about the commitment to the agenda.

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[AA3/basic] The Exec Sponsor meets with the chairs/leaders of the multicultural network at least once a quarter.

It is important to involve the Exec Sponsor in strategy and outline clear areas of support.

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Resourcing

[AB1/start] Establish a ring-fenced budget set annually to support diversity and inclusion work, with a dedicated budget for ethnicity strategy.

The agenda needs to have appropriate dedicated resources to drive change.

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[AB2/start] Employ dedicated permanent Inclusion and Diversity Expert(s) with a specific ethnicity accountability.

In order to drive change in medium and larger organisations you will need dedicated headcount to champion, organise and support your plan.

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[AB3/advanced] The dedicated individual or team should report directly to Executive leadership, board or the CEO.

The dedicated individual or team should report directly to Executive leadership, board or the CEO.

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Visibility

[AC1/start] The CEO or Exec Sponsor should make at least one annual statement committing the organisation to making progress and highlighting strategy and progress so far.

This could form part of a wider communication, but should specify ethnicity work. It should highlight any progress or changes in the previous year.

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[AC2/basic] Quarterly communications should be sent to all colleagues from the Exec Sponsor or suitable Board representative updating on progress around the ethnicity agenda.

To continue to demonstrate commitment, the organisation should consistently feedback on their actions and commitments. This could form part of a wider communication but should be specify to ethnicity work.

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Describe how many times?

[AC3/advanced] Publicly report on progress of the ethnicity plan annually to external stakeholders. Findings should be included in the annual report and on external website.

The report should be based on your existing ethnicity strategy and action plan to report on progress.

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Add link to annual report, noting where this information is included

[AC4/advanced] Ensure that your annual report includes ethnic representation across the firm.

The public report uses ethnicity data capture to help identify areas in which to implement strategy. Publishing data can include a comparison to local working age population. Where possible, it is advisable to break down your data in ethnic groups according to the census categories.

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[AC5/outstanding] Ensure that your annual report includes a breakdown of Board, Executive Committee, Senior management, early careers and other groups of internal grades.

The public report uses ethnicity data capture to help identify areas in which to implement strategy. Publishing data can include a comparison to local working age population. Where possible, it is advisable to break down your data in ethnic groups according to the census categories.

Completed

Planned

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[AC6/outstanding] Ensure that your annual report includes a breakdown of hiring, promotion and attrition rates for general population, and a break down of ethnic groups across the organisation.

The public report uses ethnicity data capture to help identify areas in which to implement strategy. Publishing data can include a comparison to local working age population. Where possible, it is advisable to break down your data in ethnic groups according to the census categories.

Completed

Planned

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Other

Strategy

[AD1/start] Have an ethnicity inclusion strategy plan, with aspirational targets on representation, that is reported on annually and is owned/sponsored by Board, CEO, Executive Committee or equivalent leadership groups.

The inclusion strategy can span many different diversity aspects, but it will need to have a stream of work focused on ethnicity. It should align and support your organisation’s strategy. It should include measures or KPIs that can be reported on. It could include: aspirations to improve representation; completing training; improving trends from surveys; improving hiring, retention, attrition or aspects of talent management.

Completed

Planned

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Other

Please include your strategy plan (optional)

Drop files here or

Max. file size: 60 MB.

[AD2/basic] Have a longer term strategy that covers a three-year period.

A multi-year approach of diversity measures needs to be outlined to change culture and create and embed sustainable change.

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[AD3/advanced] Have a dedicated inclusion committee or ethnicity task force with a clear remit on progressing ethnicity, made up of key stakeholders who are responsible for driving inclusion.

The committee should be made up of internal stakeholders, those in leadership roles and those whose roles involve progressing the ethnicity agenda and implementing strategy.

Completed

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[AD4a/advanced] If currently under-represented, make a commitment for a percentage increase in ethnic representation overall.

If the organisation is under-represented in ethnic diversity, the organisation should commit to year-on-year improvement, with the CEO and Executive Committee responsible for progress. If representation is unknown, please tick 'no'. If you do not have a problem with ethnic representation, please tick 'completed'.

Completed

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Other

[AD4b/outstanding] If currently under-represented, make a commitment for a percentage increase in ethnic representation on the Board.

HR data should be used to help to identify gaps. At a minimum you should compare representation of different ethnic groupings to that within similar businesses and at different levels within your business. Alternatively ensure that representation is reflective of your local working population.

Completed

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Other

[AD4c/outstanding] If currently under-represented, make a commitment for a percentage increase in ethnic representation in Executive Committee or equivalent.

HR data should be used to help to identify gaps. At a minimum you should compare representation of different ethnic groupings to that within similar businesses and at different levels within your business. Alternatively ensure that representation is reflective of your local working population.

Completed

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Other

[AD4d/outstanding] If currently under-represented, make a commitment for a percentage increase in ethnic representation in senior management.

HR data should be used to help to identify gaps. At a minimum you should compare representation of different ethnic groupings to that within similar businesses and at different levels within your business. Alternatively ensure that representation is reflective of your local working population.

Completed

Planned

Not Completed

Other

[AD4e/advanced] If currently under-represented, make a commitment for a percentage increase in ethnic representation across all levels, including middle management and early careers.

HR data should be used to help to identify gaps. At a minimum you should compare representation of different ethnic groupings to that within similar businesses and at different levels within your business. Alternatively ensure that representation is reflective of your local working population.

Completed

Planned

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Other

Understanding

[AE1/advanced] Give executive and senior teams the opportunity to hear lived experiences by initiating listening groups.

To improve understanding for individuals in senior management, listening groups are facilitated sessions where ethnically diverse colleagues will share their experiences. (Code: ED4)

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Planned

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Other

[AE2/advanced] Have a reverse and reciprocal mentoring programme or similar programme in place.

To improve understanding for individuals in senior management, ethnically diverse colleagues should share their experiences in regular 1:1 mentoring sessions.

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Other

[AE3a/basic] Ensure that senior executive teams have access to ethnicity inclusion training, either integrated into existing programmes or a stand-alone programme.

The executive teams must have a good understanding of inclusion, systemic and institutional barriers and bias in relation to ethnicity. Training should include practical tips and examples to use in day-to- day decision making.

Completed

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Other

[AE3b/advanced] Ensure 50% of teams have completed.

Understanding The executive teams must have a good understanding of inclusion, systemic and institutional barriers and bias in relation to ethnicity. Training should include practical tips and examples to use in day-to- day decision making.

Completed

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Other

[AE3c/outstanding] Ensure 90% of teams have completed.

The executive teams must have a good understanding of inclusion, systemic and institutional barriers and bias in relation to ethnicity. Training should include practical tips and examples to use in day-to- day decision making.

Completed

Planned

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Other

Accountability

[AF1/advanced] Include diversity and inclusion as a key performance indicator (KPI): All senior business leaders should have clear diversity and inclusion objectives included in their annual appraisal.

The measure will need to be aligned to the overall diversity strategy. It should be SMART (Specific, Measurable, Attainable, Relevant, Time- based). It should also be taken into account when considering any remuneration as a factor.

Completed

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Other

[AF2/outstanding] Include direct accountability for improving ethnicity representation for their business.

If the team is under-represented in ethnic diversity, each leader should commit to improving representation in their team year-on-year or have an individual target.

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[AF3/advanced] Business leaders must cascade their own inclusion commitments to business lines. These should cover specific ethnicity commitments.

To demonstrate that the internal support is shared across the executive team, it should not fall just to the Exec Sponsor or HR to talk about ethnicity - it should be a shared commitment.

Completed

Planned

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Other

[AF4/advanced] Business leaders must role model expected behaviour, communicate expectations and discuss how they are learning more by highlighting programmes and initiatives they are taking part in.

To demonstrate that the internal support is shared across the executive team, it should not fall just to the Exec Sponsor or HR to talk about ethnicity - it should be a shared commitment.

Completed

Planned

Not Completed

Other

ETHNICITY AWARDS & SUPPORTING INFORMATION (optional)

LEADERSHIP & COMMITMENT: Please provide any additional information or innovation you would like included that demonstrates impact based on leadership and commitment

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Further Information (optional)

Any further information regarding work you are doing on the ethnicity agenda or supporting information can be added here. This will be useful for our further research and will help us formulate your report (members only).

Further information can be included by text (optional)

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Leadership & Commitment Points

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Policy & Data Points

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Culture & Inclusion Points

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Network Group Points

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Employee Life Cycle Points

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External Impact Points

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Total Points

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Level 1: Investing in Ethnicity Employer

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Level 2: Star Employer

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Level 3: Advanced Employer

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Level 4: Exemplary Employer

We reserve the right to spot check evidence and ask for case studies to be submitted on particular areas to help others with the ethnicity agenda. To find out about receiving a full report, or your accreditation certificate and badge, please email margaret@spmgroup.co.uk

MATURITY MATRIX SUBMISSION 2023

Information

A: Leadership & Commitment

Exec Sponsor

Resourcing

Visibility

Strategy

Understanding

Accountability

ETHNICITY AWARDS & SUPPORTING INFORMATION (optional)

Policy & Data

Policy

Data

Reporting

ETHNICITY AWARDS & SUPPORTING INFORMATION (optional)

Culture & Inclusion

Visibility

Recruitment

Understanding

ETHNICITY AWARDS & SUPPORTING INFORMATION (optional)

Network Group

Strategy

Events

Engagement

Business

External

ETHNICITY AWARDS & SUPPORTING INFORMATION (optional)

Employee Life Cycle

Attraction

Selection

Recruitment

Retention

Progression

ETHNICITY AWARDS & SUPPORTING INFORMATION (optional)

External Impact

Supply Chain

Visibility

Activities

Customers & Clients

ETHNICITY AWARDS & SUPPORTING INFORMATION (optional)

Further Information (optional)

Submit for a basic report

Additional Information

Ethnicity Awards Top 10s and Outstanding Employer

ETHNICITY AWARDS & SUPPORTING INFORMATION (optional)

The Maturity Matrix endorsed by Governance And Inclusive Leadership APPG

Investing in Ethnicity & Ethnicity Awards

Investing in Ethnicity
& Ethnicity Awards