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

Please tick ‘completed' if you have completed the recommendation within the past 12 months, ‘planned' if you plan to complete the recommendation in the next 12 months or ‘other' if you are have partially completed or completed a task with similar outcomes to the recommendation (you may get additional points for including information). You will receive an indication of total points and your level by email, however this may change once we go through any comments under 'other'. Please use the guidance notes for additional information. You can also add notes or further information at the end of the submission (by file or text). Accreditation is an indication and will be confirmed by the team, a submission of your summary will be emailed on completion.

Step 1 of 9 - Informations

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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.

[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.

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

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.

[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.

[AB3/advanced] The dedicated inclusion team should report directly to Executive leaders.
As the inclusion strategy forms an integral part of the business strategy, aligning the dedicated headcount to report either to the CEO or the HR Executive leader will help to drive change.

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.

[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 to the agenda, the organisation should talk about what has been happening. This could form part of a wider communication, but should specify ethnicity work.

[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.

[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.

[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.

[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.

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.

[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.

[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.

[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 'yes'.

[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.

[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.

[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.

[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.

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. (ED4)

[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.

[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.

[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.

[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.

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.

[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.

[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.

[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.

Policy & Data

Policy

[BA1/start] Ensure that ALL your HR Policies are audited to align to the Equality Act and include a zero- tolerance policy approach to harassment and bullying related to race or ethnicity.
Reviewing your HR policies on an annual basis will help you to adapt language and be reflective of a changing environment for inclusion.

[BA2/start] Have explicit examples of racist behaviour and microaggressions in the bullying/harassment policy or FAQs.
The examples should give managers guidance on what harassment and bullying looks like when it is not explicit in language or action.

[BA3a/advanced] Make training available for line managers which covers the bullying and harassment policy, including how it relates to culture, racism and ethnicity.
Line managers need to understand how to protect people within the organisation from bullying and harassing behaviour.

[BA3b/advanced] Ensure 50% have completed.
Line managers need to understand how to protect people within the organisation from bullying and harassing behaviour.

[BA3c/outstanding] 90% have completed.
Line managers need to understand how to protect people within the organisation from bullying and harassing behaviour.

[BA4/start] Have the procedure for reporting grievances clearly outlined and accessible.
Ensure that colleagues are aware of how to report confidential complaints or grievances and ensure it is clearly detailed what the next steps would be.

[BA5/basic] Have a feedback mechanism for all colleagues regarding policies to identify any issues for colleagues with different ethnicities.
Policies can sometimes cause unforeseen problems. Having a clear and well-signposted feedback mechanism will allow you to react. This could be an email inbox or through a helpdesk, for example.

[BA6/advanced] Frequently monitor Employee Relations information regarding disciplinary cases. Compare the proportion cases involving ethnically diverse employees to non-ethnically diverse in your organisation. You may consider also including Performance Improvement Plans in this analysis.
Put a process in place to ensure transparency of the disciplinary process. If the percentage of ethnic minority employees involved in the disciplinary process is higher than the overall average for all employees, then investigate the causes.

[BA7/start] Have a policy to allow holidays for colleagues from different religious/cultural backgrounds.
Colleagues should be able to request culturally significant holidays as leave without hindrance from line managers. They may need to use holiday to cover the days, or exchange UK recognised holidays – if the organisation allows.

Data

[BB1/start] Include Census categories in your HR data capture.
Reviewing your HR policies on an annual basis will help you to adapt language and be reflective of a changing environment for inclusion.

[BB2/start] Use HR data to analyse ethnically diverse representation at all levels and this use to inform strategy.
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.

[BB3/advanced] Have a detailed comms plan aimed at increasing disclosure rates, which communicate the need for data.
Consistent communications and explaining why data is important is imperative to aid good disclosure rates. It is recommended that disclosure rates should be over 70%, achieved by using a consistent comms campaign.

[BB4/basic] Ensure that HR reports and data are seen by the Executive Sponsor, Executive Committee and Board at least annually.
The reporting should include as much detail as possible; our annual reporting guidance gives thorough detail on what should, and can, be included.

[BB5/outstanding] Use HR data to annually monitor hiring, progression and attrition of ethnically diverse employees at all levels of the business. Use data to inform strategy.
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.

Reporting

[BC1/advanced] The HR report to internal stakeholders should include a detailed break-down by individual ethnic group across the firm.
Reporting should break down overall representation of ethnic groupings across all levels and departments/businesses. Where possible break down the ethnic heritage groupings to identify if there are differences in experience for specific ethnicities.

[BC2/outstanding] The HR report should cross reference a breakdown by levels: Board, Executive Committee, senior management, early careers and other groups of internal grades.
Reporting should break down overall representation of ethnic groupings across all levels and departments/businesses. Where possible break down the ethnic heritage groupings to identify if there are differences in experience for specific ethnicities.

[BC3/advanced] The HR report should cross references a break- down of early careers.
Reporting should break down overall representation of ethnic groupings across all levels and departments/businesses. Where possible break down the ethnic heritage groupings to identify if there are differences in experience for specific ethnicities.

[BC4/outstanding] The HR report should cross reference a break- down of hiring, promotion and attrition rates vs general population.
Reporting should break down overall representation of ethnic groupings across all levels and departments/businesses. Where possible break down the ethnic heritage groupings to identify if there are differences in experience for specific ethnicities.

[BC5/outstanding] The HR report should cross reference a break- down of hiring, promotion and attrition rates vs general population for senior management and other groups of internal grades.
Reporting should break down overall representation of ethnic groupings across all levels and departments/businesses. Where possible break down the ethnic heritage groupings to identify if there are differences in experience for specific ethnicities.

[BC6/advanced] Utilise ethnicity pay gap data to inform and support equal pay for equal work and address anomalies.
All roles should be paid equally for equal work by law – this report may help to identify areas for you to address. It should split your population by ethnic groupings, as a minimum by white and ethnic minorities.

[BC7/outstanding] Break down pay gap reporting by ethnic heritage groups and share in detail.
Where possible, break down the ethnic heritage groupings to identify if there are differences in experience for specific ethnicities.

[BC8/outstanding] Publish your Ethnicity Pay Gap, aligning data with clear commitments to improve figures where necessary.
Publishing your Ethnicity Pay Gap - alongside gender statistics - helps with transparency, especially when accompanied by a strategy-based action plan.

Culture & Inclusion

Visibility

[CA1/start] Profile stories and case studies on your intranet that show your ethnically diverse employees as role models.
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.

[CA2/basic] Profile stories and case studies on your intranet that include your ethnically diverse employees as intersectional role models.
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.

[CA3a/start] Send one company-wide communication that includes ethnicity news within a 12-month timeframe.
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.

[CA3b/basic] Send a quarterly company-wide communication that includes ethnicity news.
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.

[CA4/basic] Include specialist information and resources on race, ethnicity and culture to support ‘Just in Time’ learning for colleagues, customers and line managers.
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.

[CA5/advanced] Introduce a checkpoint or review to ensure all internal comms strategy has an ethnicity lens, and has been seen by the inclusion team or similar representatives.
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.

Recruitment

[CB1/basic] Ensure inclusion-related questions are posed to all potential managers in a standard interview.
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.

[CB2/advanced] Ensure inclusion-related questions are posed to all hires in a standard interview.
This will help to test the views of every potential hire on diversity and inclusion.

[CB3/start] Explicit commitment to ethnic inclusion should be included in all onboarding processes.
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.

Understanding

[CC1/start] Hold an internal event to start or continue conversations on the ethnicity agenda that is open to ALL employees. It should reference the importance of allies.
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.

[CC2a/basic] Ensure management programmes have inclusion embedded in to the modules, with specific reference to ethnicity.
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.

[CC2b/advanced] Such programmes ensure that managers walk away with specific commitments to challenge negative behaviours and support the ethnicity agenda.
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).

[CC3a/basic] Make awareness and action-based training on ethnicity available for all colleagues.
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.

[CC3b/advanced] Ensure 50% of colleagues have completed.
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.

[CC3c/outstanding] Ensure 90% of colleagues have completed.
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.

[CC4a/basic] Make inclusion training with an ethnicity lens available for all colleagues.
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.

[CC4b/advanced] Ensure 50% of colleagues have completed.
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.

[CC4c/outstanding] Ensure 90% of colleagues have completed.
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.

[CC5a/basic] Develop and make allyship training with ethnicity as a focus available for all colleagues.
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).

[CC5b/advanced] Ensure 50% of colleagues have completed.
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).

[CC5c/outstanding] Ensure 90% of colleagues have completed.
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).

Network Group

Strategy

[DA1/start] Have an active multicultural/ethnicity-focused network group in place within your organisation.
Establish or have already an employee-led network or resources group with a focus on ethnicity. This may include being part of a multicultural group.

[DA2/start] Appoint network chairs or leads, and a leadership group with clear governance. Revise the committee to accommodate network growth and new deliverables on an annual basis.
Ensure that the network is led by employees, with a clear leadership structure and a leadership committee or group. Best practice would see new applications for appointments advertised to all and encouraged as with any role.

[DA3/basic] The network should set ambitions/goals/ deliverables in line with the company’s strategy and policies. If network terms are already established, then they should be revised annually.
Ensure the network has a clear mission statement, objectives and terms of reference. Make sure the network is as effective as possible by aligning to company goals and revisiting strategy to accommodate any changes. For example: going digital, working from home and wellbeing.

[DA4/basic] Ensure that the multicultural network has its own operating budget.
A dedicated budget will help the network to deliver on its ambitions.

[DA5/advanced] Participation in the network’s committee should be recognised within annual appraisals.
Colleagues will be dedicating time outside of their day-to-day work for the benefit of the firm; this should be recognised in the appraisal process.

[DA6/advanced] set number of days can be allocated to help committee members develop the network group.
For a successful network group, the committee should be allowed to use a set allocation of days per month to help advance the success of the network group.

[DA7/outstanding] Offer training to network group leads or committee members to develop skills.
When appropriate, a skills audit of the leadership group and areas for improvement should be undertaken and addressed with a training programme. This could be done in conjunction with other network groups.

[DA8/advanced] The network should run an annual survey to understand the needs and interests of its members.
This will ensure that the network continues to meet the needs of its members. The survey can also help improve understanding and give insights for the business.

Events

[DB1/start] Formulate a series of events which cover the main cultural holidays or ‘awareness days’.
Develop a calendar of events which build awareness and celebrate diverse cultures and ethnic groups. Make the events open to the entire organisation.

[DB2/Basic] Hold at least one network event aimed at allies within your organisation.
Ensure that events help to build awareness and understanding. This could be through workshops or by introducing speakers. Subject matter can help allies take action around bias, microaggressions, and better understand privilege, equity, systemic and institutional discrimination in the workplace.

[DB3/advanced] Develop a programme of events to help build awareness and understanding for allies within your network.
Ensure that events help to build awareness and understanding. This could be through workshops or by introducing speakers. Subject matter can help allies take action around bias, microaggressions, and better understand privilege, equity, systemic and institutional discrimination in the workplace.

[DB4/basic] Hold at least one internal or external network event every 12 months with an Executive Sponsor.
The network sponsor should be visible in speaking about the importance of the agenda, but should also be encouraged to engage beyond a single event.

[DB5/advanced] The network should hold a professional development event for ethnically diverse members within a 12-month period.
Development events will help to develop colleagues.

[DB6/outstanding] Have a programme which supports career growth.
[DB7/basic] Career growth programmes help to build colleague skills. Programmes can include skills development, mentoring, etc.

[DB7/basic] Ensure that, where possible, all appropriate events are intersectional and inclusive. Involve other employee network groups where possible.
Any events held should be intersectional where appropriate and work with any other employee networks or resource groups for maximum impact.

Engagement

[DC1/start] Have a communication plan in place. Share updates on ethnicity news with network members on a quarterly basis.
Regular communications from the network should be shared on the appropriate platform. They could focus on the network aims and activities and progress against them, or on national days, current events, memorials, etc.

[DC2/basic] Have a strategy to engage existing and potential new allies from the entire organisation.
Have a comms plan on how to engage allies which will aid awareness and understanding.

Business

[DD1/basic] The network should help support any business communications relating to ethnicity and the wider ethnicity agenda.
The network group can utilise its reach to help with company communications on the ethnicity agenda, for example to help with the communication plan to aid data disclosure rates.

[DD2/advanced] The network should be consulted by HR about relevant policy changes.
Engage the network to ensure nuances are thought of when policies change. The network can also give feedback on language and tone.

[DD3/outstanding] The network should give feedback on marketing campaigns, products or service development within the company.
Engage the network to give feedback on the organisation’s external work with customers, clients and end users on campaigns, products or service developments.

[DD4/outstanding] The network should be consulted by HR to give feedback on the organisation’s wider ethnicity strategy.
HR should engage the network to ensure feedback on wider ethnicity strategy.

External

[DE1/basic] The network should collaborate with peers from other organisations.
Collaboration brings external knowledge into the organisation. This could be done through a third-party initiative.

[DE2/advanced] The network should committee should meet with peer mentors from other organisations’ network groups.
You should also share knowledge and understanding with other organisation that are not as far along in their ethnicity journey.

[DE3/basic] The network should open its activities and events externally where possible.
Opening up events to external attendees allows members to network with a wider audience. You should hold at least two events per year which are open to external guests.

[DE4/advanced] The network leads should speak at external conferences or events.
Network leads or committee members should represent their organisation by speaking at external opportunities and sharing their knowledge.

[DE5/advanced] The network should connect with a relevant charity (or charities) and help to build awareness and fundraise for their cause.
The network group should find ways to support relevant charities. There are many different commitments that could be signed up to, but this should be a public commitment to support relevant external charitable organisations or NGOs.

Employee Life Cycle

Attraction

[EA1/start] Ensure the imagery and language used within recruitment campaigns are reflective of ethnically diverse communities.
Your recruitment marketing should appeal to a diverse candidate pool. Imagery is important to help potential candidates see that your organisation is taking diverse representation seriously.

[EA2/start] Revise wording on job specifications to ensure that plain English is used and that it demonstrates an accurate reflection of the skills required.
The recruitment process should be accessible to a diverse candidate pool. Using language that is concise and easy to understand will help to ensure that certain candidates are not disadvantaged through the application process.

[EA3/basic] Have a strategy to promote early career job opportunities to ethnically diverse communities. For example, through job fairs, demographic- specific advertising at schools and universities with higher porportions of ethnic representation.
This will ensure that career opportunities are seen by the widest talent pool possible. Challenge yourselves every year to think about different ways to reach external talent pools.

[EA4/advanced] Promote jobs via ethnicity job boards or specialist recruiters who understand your goals around ethnic representation.
These tools are a great way to be able to reach talent pools that you may not have considered previously. They should be able to provide reporting and feedback to help you improve your processes.

Selection

[EB1/basic] Ensure diverse recruitment panels for senior roles.
If you are using a panel-based interview approach, ensure a diverse interview panel. Alternatively, every senior hire should have been interviewed by at least one ethnically diverse interviewer.

[EB2/advanced] Ensure interview panels are ethnically diverse at all levels.
This should be measured and tracked internally. If you don't use interview panels, ensure that you are tracking the representation of candidates by ethnic group at all stages of recruitment.

[EB3a/basic] At least one person on the recruitment panel must have completed recruitment and selection training that included unconscious bias.
Interviewers and the recruitment team should be able to understand the concept of bias and how to challenge it. They should be able to identify bias at every step of the process, from job design, through job description, to interviewing to hiring. They should be able to interrupt and address any issues. The aim is to work towards making this training mandatory.

[EB3b/advanced] Ensure 90% of panel interviewers have undergone bias training.
Interviewers and the recruitment team should be able to understand the concept of bias and how to challenge it. They should be able to identify bias at every step of the process, from job design, through job description, to interviewing to hiring. They should be able to interrupt and address any issues. The aim is to work towards making this training mandatory.

[EB3c/advanced] Ensure 90% of in-house recruiters have undergone bias training.
Interviewers and the recruitment team should be able to understand the concept of bias and how to challenge it. They should be able to identify bias at every step of the process, from job design, through job description, to interviewing to hiring. They should be able to interrupt and address any issues. The aim is to work towards making this training mandatory.

[EB4/advanced] Introduce and use blind CVs for all recruitment.
The recruitment process needs to be accessible to a diverse candidate pool. You should remove as much identifying information as possible to prevent bias from entering the process. Name, address, employment history and schooling should all be removed. This leaves a focus on the skills the candidate can bring to the role.

Recruitment

[EC1/basic] Monitor ethnicity representation at all stages of the recruitment process: application, shortlist, interview and appointment. This will help you to identify and action opportunities to improve your process.
Tracking candidate journeys into organisations can provide valuable insight into why ethnically diverse candidates are not converting into hires. Interventions can be put in place based on insights at the relevant stages of the recruitment process.

[EC2/basic] Ensure that candidate pools are ethnically diverse for job opportunities at all levels.
Recruiters should be tracking ethnicity at every stage of the hiring process, where possible. When using recruitment firms, ask them to bring diverse long and short lists. If you are a hiring manager, refuse to accept non-diverse hiring pools.

[EC3/basic] Actively ensure a diverse long and short list from headhunters and recruitment agencies for all senior recruitment positions.
Recruiters should be tracking ethnicity at every stage of the hiring process, where possible. When using recruitment firms, ask them to bring diverse long and short lists. If you are a hiring manager, refuse to accept non-diverse long and short lists.

[EC4/outstanding] Ensure all recruitment suppliers demonstrate a commitment to diverse representation and have taken bias awareness training.
Recruitment agencies and suppliers should understand the need for diverse recruitment pools and should be able to understand the concept of bias and how to challenge it. They should be able to support hiring managers and help them to remove bias at every step of the process from job design, through job description, through to interviewing and hiring.

[EC5/outstanding] Market Map to identify roles with the most potential for ethnically diverse candidates and target them when they are available.
Understand where you have the most opportunity to make a difference. This is particularly effective for senior roles.

[EC6/advanced] Develop an alumni programme for ethnically diverse former employees.
Engage with talent that has left the organisation, sending them communications which include job openings, events and company updates.

[EC7/advanced] Include an update on recruitment activities to all colleagues at least annually.
Your updates should include information about the work that you do to attract ethnically diverse talent.

Retention

[ED1/basic] Identify areas within the business where there is under-representation.
Retention Take action to address any issues of under-representation by encouraging and supporting diverse talent to engage with training and recruiting programmes.

[ED2/advanced] Measure and report on ethnically diverse representation in redundancy or restructuring plans.
Monitor whether marginalised groups are disproportionately included in any redundancy or restructuring plans.

[ED3/start] Hold a series of focus groups or listening sessions to better understand the lived experiences of ethnically diverse employees. Use the outputs to inform your strategy and back up areas where data is showing under-representation.
In effect, this is a miniature culture audit. The groups should be open to all levels and feedback should be anonymous. They should help to identify the barriers to progression and any issues that exist. A report should be formed using findings from the groups, which should contribute to an action plan or overall strategy.

[ED4/advanced] Ensure listening groups are hosted by executives.
This will help executives understand the issues and enable them to hear lived-experiences from colleagues directly. (Follow on: AE1)

Progression

[EE1/basic] Produce detailed and transparent guidelines on how your organisation’s career ladder works, including pay, promotions and rewards, and make it available to all colleagues.
This allows all colleagues to understand the pathways to internal progression, how your system works and what they need to do in order to advance their career.

[EE2/advanced] Measure and report on ethnically diverse representation on talent development programmes.
Monitor the diversity of your talent pipeline and ensure you have appropriate representation on your programmes.

[EE3/outstanding] Develop a plan to take action on under-representation by implementing diversity-based training and recruiting programmes.
Use data to understand where certain ethnic groups may be under- represented within the business. Take action to address any issues by encouraging and supporting diverse talent to engage with diversity- based training and recruiting programmes.

[EE4a/advanced] Identify ethnically diverse top talent at all levels, and place them on dedicated career or talent programmes.
Supporting talent at all levels to progress in an organisation is important. You could identify talent through a process such as self- nomination or business nomination. Once selected, individuals should be supported with an additional raft of support which could include: sponsorship, mentoring, coaching or dedicated development sessions.

[EE4b/advanced] Ensure that line managers are involved in the talent development process.
Line managers are commonly cited by ethnically diverse employees as being the biggest barrier to progression. Getting line managers involved in the talent development process will encourage better buy- in and engagement with the training process.

[EE5/advanced] Identify top ethnically diverse talent within senior and middle management and allocate a sponsor to aid career growth.
Research has shown that sponsorship is key to supporting diverse top talent to senior roles. The sponsor should be willing to use their influence to help the sponsee progress, acting as their advocate.

[EE6/advanced] Measure and report on ethnically diverse representation in succession plans.
Monitor the diversity of your talent pipeline and ensure you have appropriate representation on your programmes.

[EE7/outstanding] Monitor whether ethnically diverse talent on career programmes are actively progressing up the ladder.
Once colleagues have been in or are going through a talent programme, tracking their progress is key to ensuring the programme is effective. Is the programme having the right impact? If not, use data to understand how you can adjust the programme to get it on track.

External Impact

Supply Chain

[FA1/start] Update or establish a supplier code of conduct to ensure that your supply chain has a strategy to support commitment to ethnic diversity and inclusion with suppliers.
Ensure that you have a code of conduct for all suppliers and that all new suppliers agree to it. At a minimum, the appropriate-sized suppliers should commit to having an inclusion and diversity plan that supports ethnic diversity in their organisations that they can share with you.

[FA2/basic] Monitor and regularly review suppliers to ensure they have the highest diversity standards for ethnicity.
As part of the regular supplier reviews you should ask them to report on the progress they are making against their plans, annually, at a minimum. If they cannot, this should be treated as any other contract breach and steps should be taken to rectify.

[FA3/advanced] Partner with suppliers to promote better ethnic diversity.
Work with your suppliers to co-create positive action. This could be a communication campaign, having a joint event or training activity focused on ethnicity and race.

[FA4/advanced] Track the percentage of supplier spend that is made with companies that are owned by ethnically diverse people.
Looking at where you are spending your money and use it to support businesses with ethnically diverse owners. Supporting these businesses gives back to under-represented communities in a practical way.

[FA5/outstanding] Set targets or goals to monitor and if necessary, improve the percentage of your spend that is directed to ethnic-minority owned businesses.
Increasing the share of your spend to support businesses with ethnic- minority owners can help support these businesses and give back to under-represented communities in a practical way.

Visibility

[FA1/start] The senior sponsor should have spoken at an external event about ethnicity.
Demonstrating organisational and personal commitments to the community is important as an indicator of how seriously you are engaging with the ethnicity agenda.

[FA2/basic] The CEO and other senior executives should have spoken or taken part in an external events about ethnicity.
Demonstrating organisational and personal commitments to the community is important as an indicator of how seriously you are engaging with the ethnicity agenda.

[FA3/advanced] Your social media channels should be used to highlight your support for ethnically diverse communities, awareness building, cultural celebrations, etc.
Use your influence to highlight the importance of culturally significant days for ethnically diverse communities.

[FA4/advanced] Have a dedicated space on your external website dedicated to your company’s ethnicity journey and the wider inclusion agenda.
The dedicated space can include relevant reports, action plans and your company’s commitment to progressing the ethnicity agenda.

[FA5/outstanding] Work with your communications team on a press release which states your company’s commitment to ethnic diversity.
Research has shown that media or PR stories are one of the most effective mediums to amplify an organisation’s commitment to diversity.

Activities

[FC1/basic] The organisation has publicly pledged or supported ethnically diverse commitments in the UK.
There are many different commitments that could be signed up to – it could be from the government, regulator, an NGO or other sector- level body – but this should be a public commitment to use the influence of the organisation to drive positive change

[FC2/basic] Partner with charities that support ethnic minority communities in the UK.
Demonstrate your support for the community by partnering with a community project or charity that is focused on supporting ethnically diverse people.

[FC3/advanced] Organisation has sponsored or supported an ethnically diverse conference or event.
It is important to visibly demonstrate your support for the ethnicity agenda by supporting events in the community.

[FC4/outstanding] Help and engage other organisations starting on their journey. Mentor a partner organisation.
Helping other organisations that are not as far along in their ethnicity journey as you is a great way to help to progress the agenda.

[FC5/advanced] Participate in or join a sector-level group to drive change for ethnic diversity.
If possible, use sector-level bodies, or work with national bodies to create change. This could be as easy as joining an existing ethnicity- focused group or by helping to set one up. Next, focus on addressing the issues that relate specifically to your industry.

[FC6/basic] Engage with schools or school-level initiatives to support work experience for ethnically diverse young people.
Give ethnically diverse young people in the community help and support to aspire to a wider range of opportunities by offering work experience placements.

[FC7/advanced] Engage with schools or school-level initiatives to support mentoring of school age ethnically diverse young people.
Give ethnically diverse young people in the community help and support to aspire to a wider range of opportunities. Colleagues can volunteer to be mentors.

[FC8/advanced] Engage with universities to support mentoring of ethnically diverse university students.
Give ethnically diverse young people at university help and support to aspire to a wider range of opportunities. Colleagues can volunteer to be mentors.

[FC9/advanced] Engage with universities to support paid internships for ethnically diverse university students.
Give ethnically diverse young people at university help and support to aspire to a wider range of opportunities by offering paid internships.

Customers & Clients

[FD1/basic] Consult with ethnically diverse customers; and/ or service users; and/or patients; and/or clients to ensure your products or services meet specific needs.
Where appropriate, use opportunities to engage with customers; and/ or service users; and/or patients; and/or clients to understand the specific needs of different communities, and use the insight to help improve your products, services or offering to fit these needs.

[FD2/start] Ensure all marketing and advertising materials contain a range of ethnic representation.
Where appropriate, use your marketing to customers; and/or service users; and/or patients; and/or clients to make sure that you are reflecting the communities that you are serving.

[FD3/advanced] Customer; and/or service users; and/or patients; and/or client-facing colleagues should have undertaken some form of cultural and ethnic awareness training.
Where appropriate, make sure that colleagues who are supporting your customers; and/or service users; and/or patients; and/or clients are appropriately trained to ensure that they can best meet the needs of ethnically diverse communities. This could form part of a wider training course.

[FD4/basic] Customer; and/or service users; and/or patients; and/or client complaints should be monitored for cultural and ethnic trends.
Where appropriate, monitor complaints from customers, service users, patients and clients to inform of any specific issues or barriers which may need to be addressed based on the specific needs of different communities. Use the feedback to help improve your products, services or offering.

[FD5/outstanding] Customer; and/or service users; and/or patients; and/or clients usage of products and services should be monitored to understand trends.
Use marketing insights to analyse usage by ethnically diverse customers; and/or service users; and/or patients; and/or clients. These insights should inform your approach for future marketing.

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).
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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

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