Part 03: Harnessing data \for change

Part 03

Harnessing data for change

Data dynamics in DEI initiatives

In order to advance diversity, equity and inclusion in the workforce, employers need good quality data. Data enables companies to identify areas of poor DEI-related performance and to develop data-driven strategies which address these weaknesses. Importantly, data allows organisations (and their employees) to measure the impact of DEI initiatives over time. However, while data is critical, collecting this type of personal data can be challenging.

The research finds that the vast majority of employees in the UK and Ireland have been asked to disclose at least one piece of personal data by their employer, the most common being age, nationality, sex and marital status. Employees identifying as being in any minority more frequently reported being asked to disclose personal data by their employer

For example, 55% of those who identify as being in a racial minority say they have been asked to disclose personal data about race or ethnicity compared to 37% of those who don’t identify as being in any minority group. Likewise, 41% of people who identify as being a member of a sexual minority report being asked for personal data about their sexual orientation, compared to 25% of people who don’t identify as being in any minority group. This discrepancy would require further investigation to explain fully.

The most common methods to ask employees for personal data are through job application questionnaires, or via self-declaration such as updates on an HR system.
Other methods for data collection cited by employees include employee engagement surveys that include sections on diversity, new joiner surveys, diversity-specific surveys and as part of appraisals and performance review processes.
On the whole, employees express high levels of comfort sharing most types of personal data with their employer for diversity initiatives. More than 80% of people feel comfortable sharing data relating to their nationality, gender identity, race or ethnicity, sex, age and marital status.People who identify as being a member of one or more minority groups report slightly lower levels of comfort at sharing these types of personal data than those that don’t. However, the figures still remain high, at around 80%. Interestingly, employees are least comfortable sharing data relating to their socio-economic class, economic background, and pregnancy or potential pregnancy.

Responses from people who identify as…

	Persons with physical disabilities	Persons with cognitive/ mental disabilities or impairments	Ethnic minority	Racial minority	Religious minority	Sexual minority	Gender minority	None of the above
Base:	118	151	276	203	205	179	169	1236
Age	50%	58%	59%	54%	55%	58%	50%	56%
Nationality	51%	54%	59%	56%	49%	54%	53%	48%
Sex	42%	46%	49%	45%	43%	55%	44%	41%
Marital status	41%	44%	42%	45%	44%	34%	34%	42%
Race or ethnicity	44%	44%	50%	55%	42%	44%	37%	37%
Gender identity	36%	38%	47%	44%	41%	48%	49%	34%
Physical disability or impairment	47%	40%	35%	30%	27%	35%	28%	27%
Sexual orientation	32%	40%	36%	36%	34%	41%	32%	25%
Religion or religious beliefs	32%	34%	40%	37%	43%	37%	37%	23%
Family and dependents	30%	27%	27%	29%	32%	27%	26%	26%
Cognitive / mental disability or impairment	23%	37%	23%	23%	22%	21%	28%	14%
Economic background	21%	21%	19%	19%	24%	17%	20%	8%
Pregnancy or potential pregnancy	11%	12%	8%	12%	12%	7%	14%	8%
No, none of the above	9%	9%	8%	7%	10%	6%	9%	28%

The research shows a clear link between level of seniority within an organisation and comfort disclosing personal data. More junior employees (junior managers, executive or administrative-level employees) are significantly less comfortable sharing data about their socio-economic class, economic background, religious
beliefs, disabilities and impairments (both physical and cognitive/mental) and sexual orientation.As many as 87% of employees point to at least one factor that would discourage them from disclosing personal data to their employer.

The biggest reason for not sharing data is a lack of clarity from an employer about how the data will be used and why it needs to be collected. Other concerns relate to anonymity and how personal data will be stored. Almost one in five employees admit that they would be concerned that disclosing personal data could impact their job safety and career advancement. A similar number point to a lack of confidence that data will be used to actually improve
diversity practices as a reason for not sharing personal data with their employer.

	Persons with physical disabilities	Persons with cognitive/mental disabilities or impairments	Ethnic minority	Racial minority	Religious minority
Base:	118	151	276	203	205
Nationality	82%	83%	82%	82%	82%
Gender identity	79%	79%	86%	85%	83%
Race or ethnicity	84%	84%	80%	81%	83%
Sex	83%	81%	82%	79%	78%
Age	76%	82%	82%	80%	80%
Marital status	84%	80%	82%	82%	81%
Family and dependents	70%	71%	75%	74%	75%
Physical disability or impairment	70%	68%	71%	70%	72%
Sexual orientation	74%	72%	75%	76%	75%
Religion or religious beliefs	79%	75%	72%	75%	73%
Cognitive / mental disability or impairment	69%	56%	67%	65%	69%
Socio-economic class	68%	66%	62%	63%	69%
Economic background	72%	66%	59%	61%	66%
Pregnancy or potential pregnancy	58%	58%	58%	62%	67%

Sexual minority	Gender minority	None of the above	C-level or C-level minus 1	Senior or Mid Manager	Junior Manager or Exec or Admin level
179	169	1236	333	802	870
82%	85%	92%	89%	89%	88%
79%	88%	90%	86%	86%	87%
82%	79%	89%	88%	85%	85%
79%	80%	90%	83%	86%	87%
78%	82%	90%	87%	86%	86%
74%	83%	85%	85%	83%	83%
75%	74%	80%	81%	75%	77%
70%	72%	79%	82%	75%	74%
68%	79%	77%	80%	74%	74%
72%	79%	74%	85%	72%	71%
65%	68%	73%	80%	68%	68%
65%	67%	66%	83%	62%	62%
69%	70%	66%	81%	63%	61%
60%	63%	62%	77%	57%	58%

Dr Zaheer Ahmad

Global Head of Diversity, Equity and Inclusion, Haleon

"A major challenge for employers is working out where they are going to focus when there are so many different under- represented groups, each with their own specific circumstances and needs. Many organisations have focused on gender and race and ethnicity, on the back of high profile global movements and campaigns in these areas.

The approach to diversity has always been one of prioritisation. Employers identify the most underrepresented groups in their workforce or leadership team and set goals around boosting their numbers there. And this is understandable, employers can’t create an impact if they’re trying to address 20 dimensions of diversity at the same time. I’ve seen companies try to do this and it just
doesn’t work.

Very few companies are applying an intersectionality lens to diversity. They are still approaching diversity in a binary way, not recognising the multiple identities people can have. So a Black, lesbian woman working in the financial services industry in the UK has a series of protected characteristics and might be facing a number of different challenges as a result.”

Aggie Mutuma

CEO and Lead Consulting Director, Mahogany Inclusion Partners

“When it comes to data, the message from employers should be how data is essential for them to do more and to do better. They need to show how data, both quantitative and qualitative, allows employees to hold their employers to account regarding their DEI commitments.
Employers need to demonstrate a new level of transparency, sharing insights on where improvements are being made, where and why elements of their DEI initiatives are failing, and how they are planning to address these areas.
When employers start providing regular, transparent communications around DEI performance, then employees will become far more comfortable and open to disclosing more personal data.”

Creating comfort with disclosure of personal data

The research details a number of steps that employees believe organisations should take to encourage and reassure them about disclosing personal data.

Most of all, employees feel that employers should be providing them with clear explanations of how their personal data will be used, as well as assurances of confidentiality or anonymity.

Employers should also provide evidence of their dedication to creating a fairer and more inclusive organisation, regular communication regarding data usage, and visible signs of senior leaders being committed to DEI initiatives.

Employees also point to a range of measures that employers can take to increase inclusion within their workforce. Once again, employees attach a lot of importance to being able to see clear evidence that senior leaders care about creating a more inclusive culture. Alongside this, employees feel that strengthening antidiscriminatory policies and creating open communication channels for them to voice concerns can have a positive impact.