Organisations in the UK and Ireland are making progress in encouraging more diversity in the workplace. Overall, 71% of employees believe that, in the last three years, at least some progress has been made in moving towards a workforce made up of people from a wider range of backgrounds. And a third (33%) feel that their organisation has made significant progress in this regard.
People who identify as being a member of one or more minority groups are marginally less likely to report that their organisation has made significant progress in encouraging more diversity, but as many as 68% still report at least some level of progress.
People who identify as being a member of a sexual minority (i.e. members of the LGBTQ+ community) are least likely to report that their organisation has made progress on diversity (64%), while those who identify as a member of a gender minority are most likely to see progress (78%).
64% of employees in an ethnic, racial or sexual minority feel their organisation has made progress. This was the lowest figure. The highest was 76%, for those in a gender minority.
of employees in an ethnic, racial or sexual minority feel their organisation has made progress. This was the lowest figure. The highest was 76%, for those in a gender minority.
When it comes to inclusion, and organisations’ efforts to create a workforce where differences and unique perspectives are encouraged and shared, the research suggests that progress has been marginally slower.
At an overall level, 71% of employees report some level of progress in promoting inclusion over the last three years. But this figure drops down to 66% for people who identify as being a member of one or more minority groups.
Overall, a significant majority of employees believe that their organisation does a good job of treating all people equally and including them within the workforce culture.
People are most likely to feel that their organisation does a good job of including people from under-represented groups based on their sexual orientation, gender or race. However, employees believe that their organisations are performing less well when it comes to treating people with a disability, either cognitive or physical, equally.
CEO and Lead Consulting Director, Mahogany Inclusion Partners
“It’s no surprise that employees feel progress with inclusion is happening slightly more quickly than with diversity. Employers always need to keep an active focus on diversity as the outcomes are a clear signal of action being taken and change happening. It is easily measurable and tangible. Ultimately, employers can’t really celebrate having an inclusive culture until they have greater diversity. True inclusion occurs when there is diversity and a sense of inclusion across all identities.
However, it’s vital that strategies and actions to create an inclusive culture are a priority as employees from under-represented groups enter the workforce. Employers should take an equity approach, actively seeking to understand the needs of these communities, whether that is improved access to buildings for employees with physical quiet places for worship for those who need it. Employers need to be proactive in engaging with all their employees to understand what they are looking whether that’s in an office, a factory, or working from home.”
Global Head of Diversity, Equity and Inclusion, Haleon
“Inclusion is a far more difficult challenge for employers because it isn’t tangible in the same way as diversity. It’s much harder to track, quantify and measure.
Inclusion encompasses so many things. It’s about fair pay and rewards. It’s about respect and trust, being treated respectfully and being valued within the workplace. And it’s about access to opportunities as well. Inclusion needs to be overlaid with equity, recognizing that some people and some groups within the workforce have greater needs.
Employers also need to recognise that inclusion is dynamic – it changes week to week, month to month, depending on what people need to feel that they belong in the workplace. So one week that might mean somebody feeling like they are respected for who they are and comfortable about being their authentic self at work; the next week it might be about feeling empowered, being paid fairly or having equal access to opportunities.
Lots of organisations are improving when it comes to bringing more diverse talent into the organisation but they haven’t got the inclusion piece right.
People from under-represented groups feel like they don’t belong and they can’t see role models at the top of the organisation. They then lose confidence about their chances of progressing and decide to move on. That’s why many employers suffer from a revolving door syndrome with diverse talent.
To create an inclusive culture or environment, you first need to look at it who is being short-changed and who isn’t getting the right level of access to specific opportunities, whether that be to leadership programmes, promotions or bonuses. The starting point has to be removing the barriers for these people.
You can’t go from the status quo, straight to equality. Equality comes towards the end. First, employers need to bring people in from under-represented groups and help them to integrate into the workplace and feel comfortable and confident. And then they need to identify and eliminate systemic barriers. Only after that can employers start to think about equality.”
of employees who identify as being a member of a minority group have experienced feelings of alienation or of not being welcome in the workplace.
Age is the characteristic employees feel has the largest bearing on their career development and opportunities for advancement. This is followed by sex and race or ethnicity. Significantly, people who don’t identify as being in any minority group are more likely to point to age as a barrier to career development than those who do identify as being in at least one minority group.
It’s clear that where people identify with a particular minority group, they are more likely to see the relevant characteristic as having a bearing on their career and opportunities for advancement. For instance, 32% of employees with a cognitive or mental disability or impairment feel that this characteristic has an impact on their career. The equivalent situation applies for people who identify as being a member of an ethnic, racial, gender or sexual minority.
Interestingly, while employees are looking to their employers to raise their game and take more meaningful steps to deliver greater DEI in their workforce, they recognise the role that they themselves need to play in order to deliver tangible improvements.
of employees agree that organisations cannot make positive change on diversity or inclusion without input from their employees. This belief is held consistently across all sections of the workforce, regardless of seniority and whether or not people identify as being a member of a minority group.
How much do you agree with the following statement: Employers are talking about DEI more than they are taking action.
“Of course, any sustainable programme to tackle diversity and inclusion needs to start with dialogue and discussion. Employers need to listen in order to understand the experiences of employees, particularly those from under-represented groups, and to engage with them on plans and policies to drive greater diversity and inclusion. One of the most positive developments of recent years is the fact that diversity and inclusion are now being discussed in all areas of society, both inside and outside the workplace.
However, there is naturally a limit to how much time people are prepared to discuss these issues without seeing signs of real progress. It’s all very well for organisations to communicate their values and express their commitment to increasing diversity and inclusion, but people are now starting to ask, ‘where is the action?’
Responses from people who identify as...
of employees state that employers are talking about DEI more than they are taking action. This figure rises as high as 70% for employees who identify as being part of a minority group.
While most people report that their employer has made progress in encouraging more diversity and more inclusion over the last three years, the research indicates that there is a growing feeling that organisations aren’t taking the level of action that people want and expect to see.
For some, the very fact that organisations and business leaders have been talking about DEI issues over the last three years may represent progress from how things were previously.
Now, however, there is a strong sentiment across the workforce that employers need to start matching their words with deeds, communicating and demonstrating tangible actions to drive measurable change.
