Diversity Issues

This toolkit provides guidance, advice and best practice on how to equalise the earnings and positions of women and men in your organisation and close your gender pay gap.
You’ve calculated your gender pay gap, now you can explore the data in more detail. Why, in 2019, do women earn on average less than men and what’s driving your gender pay gap?
Business in the Community’s Race into Work: the employment status of Black Asian and Minority Ethnic (BAME) leavers from Higher Education in 2011/2012.
Four years ago, Business in the Community’s race equality campaign reported briefly on the success rates of Black, Asian and Minority Ethnic (BAME) graduates finding employment after leaving higher education at the end of the 2008/09 academic year.1 The report found that employment outcomes were substantially different between white and BAME graduates. In particular - that BAME graduates were significantly less likely to be employed even though they were qualified. A review of the same HESA2 data for the academic year ending 2011/12 highlighted some interesting trends but not necessarily of a positive nature:
Business plans:

87% of benchmarking organisations have a business case for diversity and inclusion, with 77% updating it annually

Fewer organisations have a specific business case for race (60%) and for gender (61%)

59% of organisations have a separate diversity business plan per business unit

84% of organisations have a diversity strategy, but less than half of these (48%) place it in the public domain

More positively, the diversity strategy of 86% of these organisations is driven by an action plan
Accountability & leadership:

Employers are slightly more likely to make senior leaders accountable for delivering gender diversity, equality and inclusion strategies than for ethnicity strategies

Heads of Functions are more likely to have performance-related pay linked to achieving diversity and inclusion objectives for gender than for ethnicity (65% and 58%, respectively)

Only 57% of organisations have a board level Champion for gender and for race

Only 57% of organisations have a race champion at board or equivalent level, yet 67% have a race champion at senior manager, diversity or HR professional levels

Over three years, benchmarking organisations have recorded benefits of agile working: 47% have seen an increase in morale, 39% have seen increased retention, and 36% have seen reduced absenteeism
Organisations with more female managers are more likely to highlight senior agile workers as role models (61% of these organisations do this)
Organisations with more female managers are more likely to invest in technology to make agile working viable (89% of these organisations do this)
The proportion of male agile workers (21.4%) in benchmarking organisations is catching up with the proportion of women (35.1%), particularly in the public sector at 29.5% and 36.3% respectively