INCLUSION & DIVERSITY
While organisations have worked hard to recruit men and women in equal proportions, the number of women in senior positions is still comparatively small, as is representation of ethnic minorities. What is happening in the career path between college leaver and senior manager that means fewer women are promoted into the top jobs? How can we ensure that vital talent is not lost or overlooked? asks Marianne Curphey.
T
he Parker Review of diversity within Britain’s largest firms makes sobering reading. Only 53 of Britain’s largest listed firms on the London Stock Exchange have at least one director from an ethnic minority,
according to figures compiled for the second annual update. That is a small increase from the 49 companies that had met the target since the review was launched in 2017. In addition, the Hampton-Alexander Review has set a target
of 33 per cent representation of women on FTSE 350 Boards and in Executive Committee and Direct Reports by the end of this year, but many companies are unlikely to meet this figure. While some firms are doing their best to increase representation
of women and ethnic minorities at the management level, many are still complacent or slow to make changes. Yet there is a social shift happening that recognises how much talent is wasted by not using the skills and insights of all employees. It is movement that is gathering force. For example, diversity in the creative industries is a hot topic at the moment, after Joaquin Phoenix and Prince William, Duke of Cambridge spoke out at the recent Bafta film awards. “Whether we’re talking about gender inequality or racism or queer rights or indigenous rights or animal rights, we’re talking about the fight against injustice,” Mr Phoenix said. Prince William was even more to the point, “In 2020, and not
for the first time in the last few years, we find ourselves talking again about the need to do more about diversity in the sector and in the awards process,” he said. “That simply cannot be right in this day and age.”
HELPING DIVERSITY TO FLOURISH While diversity targets are important to bring about change more quickly, recruiting diverse boards is a waste of time if organisational cultures don’t then allow these diverse brains to work at their best, says Kate Lanz, neuropsychologist, CEO of Mindbridge and author of All the brains in the business: The engendered brain in the 21st century organisation. It’s not enough to recruit a diverse team and then sit back and
wait for change to happen. In fact, if the culture doesn’t change then these diverse voices won’t be heard. “Promoting more women to board level – and supporting more women to pursue these positions – isn’t all about recruitment,” says Ms Lanz. “The potential of your diverse team will be completely wasted if your
organisational culture inadvertently prevents all of the brains in the business from doing their best thinking.” She argues that companies need to create cultures and environments where all of the brains in the business can thrive.
CUSTOMERS ARE DIVERSE, TOO There are multiple proven business benefits to gender inclusivity, from increased engagement and productivity to decreased staff turnover, Ms Lanz says, “In an era where everything is examined and scrutinised, your diversity statistics are also vital for your reputation. Perhaps most importantly, a workforce with diverse viewpoints and approaches will help you to appeal to a wider customer base.” In fact, a business is much more likely to be successful if it
is more diverse, says Suki Sandhu OBE, founder and CEO of boutique executive search firm Audeliss and INvolve, an inclusion organisation that helps businesses transform their cultures and create more inclusive workplaces. Mr Sandhu set up Audeliss in 2011 because he didn’t believe enough was being done to combat the lack of diversity across the boards and leadership teams of some of the biggest companies operating in the UK and internationally. “It’s difficult to comprehend why the UK’s biggest companies
aren’t doing more to ensure their leadership is as diverse as their customer base,” he says. “Aside from being morally unacceptable, our economic research shows that companies with a diverse leadership are actually significantly more successful. “Unfortunately, this isn’t just limited to the boardroom. Our
recent analysis has found that across the FTSE 100, only five CEOs are from an ethnically diverse background – and all five are men. It also highlighted that the FTSE 100 only has five women CEOs. “I’m not saying we should fire all the old white men. However,
simply encouraging diversity is no longer enough and we need to ensure that organisations aren’t just making token hires for the sake of ticking boxes. There is an abundance of diverse talent out there and so processes need to be put in place to boost both women and ethnic minorities’ applications for senior roles. Simple ways include anonymising the application process or diversifying the recruitment panel.”
➲ “
We find ourselves talking again about the need to do more about diversity in the sector and in the awards process. That simply cannot be right in this day and age.” Prince William
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