Sharing stories of a variety of colleagues, their life, career journeys and challenges helps to build more understanding and visibility of the different challenges presented by ethnicity.

Sharing stories of a variety of colleagues, their life, career journeys and challenges, helps build more understanding and visibility of the challenges, differences and similarities presented by ethnicity when it also intersects with other areas of difference such as gender, sexual orientation, disability or class.

The communication needs to be accessible by - or sent directly to - all colleagues. It could be part of a wider communication, but should have direct references to ethnicity. This could include an update on your work, strategy or commitments to being ethnically diverse.

The communication needs to be accessible by - or sent directly to - all colleagues. It could be part of a wider communication, but should have direct references to ethnicity. This could include an update on your work, strategy or commitments to being ethnically diverse.

The resources need to be available to all colleagues to use when they need it. For example, this could could be in the form of e-learning, signposting to articles or bespoke intranet pages. They should include information to help at specific points in time and materials around being culturally sensitive and the use of language.

This will help the organisation avoid making a mis-step and could also be applied with a wider inclusion lens. It is particularly important if the comms team lacks diversity. It can be as simple as making sure that company-wide emails/communications are shared with someone who is ethnically diverse.

This will help to test potential managers’ views on diversity and inclusion, and discover how they would deal with relevant scenarios within a management role.

This will help to test the views of every potential hire on diversity and inclusion.

In all your onboarding materials and programmes, make sure that your commitment to ethnic diversity is clear. This could include sharing your strategy, information on network groups and highlighting any information you have shared externally.

The event should encourage colleagues to have inclusive conversations and understand negative behaviours, but should be designed to have wide appeal. This could be achieved by having a senior executive, guest expert or celebrity speaker. The invitation should make it clear that everyone is invited, and state the importance of allies as part of the discussion.

Reviewing existing management training and embedding messages of inclusion, and specifically ethnic diversity, as part of the fabric of any general management course will help to embed it into the DNA of the organisation.

If managers have objectives for which they are held accountable by their line manager, this will help to embed change. This should ideally be SMART (Specific, Measurable, Attainable, Relevant, Time-based).

Provide training to help colleagues understand sensitivities, and to build confidence when talking about race and ethnicity. Give practical tools to help create actions. This could be face-to-face or e-learning, but it must be available to all staff. It could form part of a wider training session. The aim is to make this training mandatory.

Provide training to help colleagues understand sensitivities, and to build confidence when talking about race and ethnicity. Give practical tools to help create actions. This could be face-to-face or e-learning, but it must be available to all staff. It could form part of a wider training session. The aim is to make this training mandatory.

Understanding Provide training to help colleagues understand sensitivities, and to build confidence when talking about race and ethnicity. Give practical tools to help create actions. This could be face-to-face or e-learning, but it must be available to all staff. It could form part of a wider training session. The aim is to make this training mandatory.

Provide training to help colleagues understand what inclusion is and how to be ethnically inclusive. This could be face-to-face or e-learning, but it must be available to all staff. It can form part of a wider training session. The aim is to make this training mandatory.

Provide training to help colleagues understand what inclusion is and how to be ethnically inclusive. This could be face-to-face or e-learning, but it must be available to all staff. It can form part of a wider training session. The aim is to make this training mandatory.

Provide training to help colleagues understand what inclusion is and how to be ethnically inclusive. This could be face-to-face or e-learning, but it must be available to all staff. It can form part of a wider training session. The aim is to make this training mandatory.

Provide training to help colleagues understand what allyship is and how to be an ally to people who are ethnically different to them. This could be face-to-face or e-learning, but it must be available to all staff. It can form part of a wider training session. It can also be part of a wider allyship programme with a lens on ethnicity (ie include areas such as privilege, understanding microaggressions and tools to advance advocacy).

Provide training to help colleagues understand what allyship is and how to be an ally to people who are ethnically different to them. This could be face-to-face or e-learning, but it must be available to all staff. It can form part of a wider training session. It can also be part of a wider allyship programme with a lens on ethnicity (ie include areas such as privilege, understanding microaggressions and tools to advance advocacy).

Provide training to help colleagues understand what allyship is and how to be an ally to people who are ethnically different to them. This could be face-to-face or e-learning, but it must be available to all staff. It can form part of a wider training session. It can also be part of a wider allyship programme with a lens on ethnicity (ie include areas such as privilege, understanding microaggressions and tools to advance advocacy).