Barriers to BAME employee career progression to the top - CIPD
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Report
December 2017
Addressing the
barriers to BAME
employee career
progression to the topThe CIPD is the professional body for HR and people development. The not-for-profit organisation champions better work and working lives and has been setting the benchmark for excellence in people and organisation development for more than 100 years. It has more than 145,000 members across the world, provides thought leadership through independent research on the world of work, and offers professional training and accreditation for those working in HR and learning and development.
Addressing the barriers to BAME
employee career progression to the top
Report
Contents
Foreword 2
Executive summary 3
Key findings 5
Recommendations 7
Background 11
Methodology 16
Research findings 18
Conclusions 37
Case studies 44
References 51
Acknowledgements
The CIPD is very grateful to all those who gave their time to take part in this research.
They include:
• YouGov, for assisting with the survey questions and conducting the data analysis
• all those who completed the survey
• our case study organisations, who shared what they are doing to create inclusive organisations.
Please contact us if you have any questions or ideas based on our findings: research@cipd.co.uk
1 Addressing the barriers to BAME employee career progression to the topForeword
Every person should be able have a better, evidence-based
to fulfil their potential at work, understanding of their workforce
regardless of their background, to be able to take effective action.
identity or circumstance. But we I believe publishing pay gaps by
know that isn’t the case currently. race and pay band will improve
Black and minority ethnic (BME) transparency and will ensure
individuals in the UK are both less that employers are focusing on
likely to get in and get on in the the right problems and taking
workplace compared with their appropriate action. We also
white counterparts. One in eight need to be showcasing those
of the working-age population is organisations that are making
from a BME background, yet they substantial progress to embolden
occupy only one in sixteen of top others to follow.
management positions.
The Government must do more
As well as the undeniable moral to support employers, too. It can
case for taking action, nurturing provide better guidance on how to
all of the talent available to us understand grassroots issues, use
is central to building a globally narratives to explain their pay gap
competitive economy and world- data, and make evidence-based
leading businesses. An estimated decisions. Policy-makers can also
£24 billion a year could be added draw on the lessons from gender
to our GDP were we to ensure full pay gap regulations to create a
representation of BME individuals single framework for reporting on
across the labour market. Our pay across different groups.
departure from the European
Union, the quickening pace of Progress is being made, but it is
technological change and an slow and uneven. I believe that
ageing workforce all make the the HR profession has a central
business case stronger for fully role in speeding it up by ensuring
utilising the wealth of people’s that people management practices
talent and skills. You just have to and organisation cultures are
look at the make-up of UK boards built on the principles of trust,
to know there’s a significant equality, fairness and inclusion.
problem with racial inequality and HR is also uniquely placed to
that change is well overdue. As I address discrimination that we
have repeatedly said, the time for know still occurs, whether overt
talking is over – now is the time for or through unconscious bias. I
action. Organisations should reflect welcome the CIPD’s commitment
the diversity of the community in to taking forward this agenda
which they do business. with its members and to support
employers more widely to drive
This CIPD research sheds much sustainable change in their
needed light on the barriers to organisations.
in-work progression for BME
individuals. What is clear is that Baroness Ruby McGregor-Smith
data is king. Employers must CBE
2 Addressing the barriers to BAME employee career progression to the topExecutive summary
There is a significant lack of
racial diversity at the top of UK
expected that the proportion will
be closer to 20%. Without action
‘Everyone should
organisations. This is unacceptable to develop inclusive workplace have equal
in 2017. Addressing racial equality cultures where people with a
is a societal issue, a moral issue, diverse range of identities and access to work
and a business issue. It must be a
priority for business.
backgrounds feel able to perform
at their best and progress in
and opportunity
Everyone should have equal access
their organisation, we face an
underutilisation of talent through
to reach their
to work and opportunity to reach not enabling everyone to achieve potential, regardless
their potential, regardless of identity, their potential. And we should be
background or circumstance. For too further spurred on by the potential of identity,
long the need for change has been for change at a workplace level to
recognised but not acted on, and influence wider societal change.
background or
although we have seen some shift
in board composition, we haven’t
Given it’s the leadership at the
top of an organisation who are
circumstance.’
seen it in practice to the extent or the main influence on its culture,
at the pace required. There’s been values and ethics, if they’re not
notable progress on gender, albeit a diverse group, what message
only over the last seven years, and does that send out to employees,
we need to build on the successes customers and wider society?
of campaigns that have increased
female representation at the top High-profile government-initiated
of organisations to now make work has set the stimulus for
significant strides with ethnic action on racial diversity, and at
diversity. the CIPD we believe we have a
role to play in influencing and
As well as there being an supporting employers to drive
undeniable moral case for change, sustainable change in their
the diversity of ideas, perspective organisations. The HR profession
and ways of working afforded by has a central role in making this
people of different backgrounds change happen, being ideally
and identities will benefit placed to challenge and address
individuals, organisations, society people management practice
and the economy. In addition, at all stages of the employee
we’re already seeing changing lifecycle to ensure it is built on the
population demographics in terms fundamental principles of trust,
of ethnicity, age and other personal equality, fairness and inclusion.
characteristics, which means the
employers already taking action We recognise that employers may
will be on the front foot in being be uncertain about where to start,
able to attract talent from a wider especially smaller organisations
talent pool. without an HR function or people
management professional to
Around 14% of the UK working- provide insight and guidance. This
age population come from a black, isn’t an excuse to not do anything
Asian and minority ethnic (BAME) or to shy away from conversations
background, and by 2030, it is about race – instead, it’s a signal
3 Addressing the barriers to BAME employee career progression to the topto industry bodies, including the asked questions about the work-
CIPD, to be providing additional related factors affecting career
insight, support and guidance for progression, the employee’s
employers and sharing learning relationship with their line manager
from organisations who are already (given their significant influence on
on the front foot, examining career progression), development
barriers to access and progression opportunities people feel they
within their business context. have, satisfaction with career
This report makes three distinct progression to date, and the overall
contributions to driving change. culture of the organisation.
First, we provide an overview of Third, we include case study
some of the major research and examples of practice from three
policy papers over the past five organisations that are actively
years, bringing together in one driving change and identifying and
place what we know about the removing barriers to access and
extent of ethnic inequality and what progression for ethnic minority
we know so far about where the groups. Some of the practices
barriers to in-work progression lie. they’ve adopted include senior-
level sponsorship and commitment
Second, we present the results to change, mentoring, unconscious
from our new survey research into bias training, reviewing recruitment
the career blockers and enablers approaches and examining what
experienced by workers from their HR data is saying about the
different ethnic groups. In this work experiences of their BAME
report we present the findings from employees to inform evidence-
the survey of 1,290 UK employees, based decision-making. We hope
700 from a BAME background and the further insight in this report will
590 white British. We compare the help employers to take action and
working experiences of BAME and create more inclusive workplaces
white British employees working which attract diverse talent and
in the UK as well as comparing enable that talent to work together
how views on working life differ effectively, for the benefit of
for Asian, black and mixed-race individuals, the business and
employees. In the survey we wider society.
4 Addressing the barriers to BAME employee career progression to the topKey findings
Factors influencing career
achievement to date
Ambition
• Employees from Indian/
‘BAME employees
• Significantly more BAME
employees said career
Pakistani/Bangladeshi and
mixed-race backgrounds are
are more likely
progression is an important part more likely than white British than those from
of their working life than those employees to say having a
from a white British background. mentor would help kick-start a white British
• However, BAME employees are
more likely than white British
their career.
• People from Indian/Pakistani/
background to say
employees to say their career
progression to date has failed to
Bangladeshi or black
backgrounds are more likely
that experiencing
meet their expectations. than white British staff to discrimination is a
• BAME employees are more say more transparent career
likely than those from a white paths would help career problem.’
British background to say that advancement.
experiencing discrimination is • All BAME employees, regardless
a problem. of ethnicity, are significantly
• Indian/Pakistani/Bangladeshi more likely than white British
employees said a lack of role employees to say that seeing
models and ‘people like me’ is a other people like them who
progression barrier. have progressed in the
organisation would help boost
Development opportunities their careers.
• BAME employees are significantly • Indian/Pakistani/Bangladeshi
more likely to say your identity employees are most likely to
or background can have an effect say status and pay and benefits
on the opportunities you’re given are an important aspect of
than white British employees, working life and are most likely
particularly those from an to say they are willing to work
Indian/Pakistani/Bangladeshi harder than they have to in
background. order to help the organisation
• BAME employees aged 18 to succeed.
34 are more likely to agree that
everyone has the opportunity Job satisfaction
to achieve their potential at • Around 60% of employees
work, no matter your identity or from both groups say they are
background, than those over 45. satisfied with their current job.
• Just 48% of BAME and 44% • Both BAME and white British
of white British employees employees working for large
said they are satisfied with the organisations are more likely
training they receive in their to say they’re dissatisfied with
current organisation. their job than those working for
• A low four out of ten of both SMEs.
BAME (40%) and white British • Overall, employees working in the
(38%) employees said they public sector are more likely to
are satisfied with their career say they are dissatisfied with this
progression prospects in their balance than those working in
current organisation. the private and voluntary sectors.
5 Addressing the barriers to BAME employee career progression to the topOrganisation culture more senior than them in their
• Three-fifths of both BAME organisation with whom they
and white British employees identify and aspire to be like,
feel their organisation has an compared with 34% of white
inclusive culture. British employees.
• BAME employees are • Within the BAME group,
significantly more likely than employees from an Indian/
their white British counterparts Pakistani/Bangladeshi
to say they need to change background are most likely to
aspects of their behaviour to say they have a role model at
fit in, particularly those from an work and Chinese/other Asian
Indian, Pakistani or Bangladeshi employees the least likely.
background. However, Chinese
or other Asian are the least Line manager support for
likely of all ethnic groups to say career development
they need to do this. • A low level of line manager
• Almost half of BAME employees support for career development
say they feel they need to is an issue across the board,
censor how much they tell their regardless of ethnicity.
colleagues about themselves • Around two-fifths say their line
and their personal life, manager discusses their training
significantly higher than the 37% and development needs with
of white British employees who them.
feel this way. • Only around half of employees
• Although three-quarters of across most ethnic groups feel
both BAME and white British able to talk to their manager
employees feel their colleagues about their career aspirations.
listen to their ideas and views, • Around a third of both BAME
just 65% of Chinese and other and white British employees
Asian survey respondents feel feel their manager makes
that way. assumptions about their career
path and aspirations.
Organisation support to
help people achieve their
potential
• Of those who said they take
part in mentoring, significantly
more BAME than white British
employees say they have found
it to be effective in helping them
achieve their potential at work.
• A quarter of BAME respondents
for whom mentoring is not
currently available said it would
be beneficial to them in their
career (14% white British).
• Forty-five per cent of the BAME
group say there are people
6 Addressing the barriers to BAME employee career progression to the topRecommendations
Our survey research draws An evidence-based approach In this current survey research,
attention to specific factors within is what will help you get to the significant differences in
the workplace that black, Asian real grassroots issues in your responses by gender and
and minority ethnic employees particular context. However, ethnicity were observed to
tell us are enabling or blocking many employers still don’t collect some questions. This research
their career progression. Looking even basic workforce data about found that significantly fewer
across the findings, we have who they employ, or do collect white British women than
drawn out five recommendations it but don’t know how to access men felt that their identity or
for employers and we urge HR it or how to use it. HR has a background had an effect on the
professionals and business leaders central role to play in evidencing opportunities they were given
to consider these recommendations the need for change and where at work, compared with BAME
within their organisations. We also attention needs to be focused. employees, where the gender
make three recommendations to Working across the business, HR split was similar. This trend was
policy-makers, who can spur on can use their people insight to also seen in those who agreed
and support employer-led action. drive change at a much quicker they need to censor themselves
Change won’t happen on its own – pace than we are seeing at the at work.
we all have a role to play in making moment. Could you analyse your
it happen. The predominantly white employee survey findings by We need to take into account
British make-up of UK FTSE boards ethnicity (while still preserving the complex and interconnected
in 2017 is an undeniable signal that employee anonymity)? Do you nature of issues that are affecting
change is long overdue and the look at how different groups are the career progression of BAME
pace of progress needs to increase. progressing, or where there may employees in UK organisations
be glass ceilings? And to what and we need to consider
Recommendations for extent do you share your insight intersectionality in our people
employers across the business? management responses. In short,
we can’t approach diversity
1 Understand what is happening 2 Be aware of intersectionality and inclusion with entirely
in your organisation and examine progression separate lenses. However, we
Identifying the structural barriers through multiple lenses still don’t understand enough
and cultural barriers which Intersectionality refers to the about intersectionality, and this
are maintaining workplace fact we have multiple identities is clearly an area where more
inequalities is the first step. The and they overlap – for example, research is needed to inform
issues and appropriate solutions being a gay black man, or an practice.
will differ between organisations, older white woman with a
so having a deep understanding disability. When we’re examining 3 Critically appraise your
of your own business and the work experience of people organisation culture
its context is crucial. And it’s with a particular characteristic Would you want to work for
important to note that when or identity, it’s important to an organisation where you
examining how people’s be aware of the potential didn’t feel you belonged or
experiences at work differ, we interplay of overlapping had the same opportunities as
need to be cautious about identities. For example, does others, based on an aspect of
making generalisations, as our being a woman from an ethnic your identity or circumstance?
research illustrates that the term minority background mean you How much time and energy is
BAME encompasses people from have more equal opportunities spent censoring yourself when
a wide range of backgrounds, through progress on gender, you don’t feel you can be who
cultures and traditions who are but are still at a disadvantage at you really are? This is time
facing different barriers to career work because of being from a and energy that distracts from
progression. minority ethnic group? the job you want to be doing.
7 Addressing the barriers to BAME employee career progression to the topAround two-thirds of employees, of ‘people like me’ as role 5 Address unconscious bias
regardless of ethnicity, feel models in the organisation It goes without saying that
able to be themselves at work, has contributed to their career we need to continue to
signalling there is marked progression failing to meet tackle overt discrimination
room for improvement to make their expectations. In addition, head on. It’s shocking that
workplace cultures genuinely BAME employees (regardless significantly more people
inclusive. of ethnicity) were significantly from a BAME background (in
more likely than white British particular black employees)
We need inclusive cultures employees to say that seeing than white British say that
where a diverse range other people like them have experiencing discrimination is
of people feel able to be progressed in their organisation a factor contributing to them
themselves and give their ideas. would help boost their careers. failing to achieve their career
That’s when they’ll perform at expectations.
their best at work. If we don’t 4 Actively encourage employee
focus on both diversity and voice to inform change However, we also all carry biases
inclusion, the underutilisation of Do you have mechanisms in that we may not be aware
talent will continue. Everyone place through which employees of but that are affecting our
stands to benefit from the can highlight issues about behaviour and decision-making.
diversity of thoughts, ideas inequality and have a view Acas1 explains that, ‘Unconscious
and ways of working of people on matters affecting them at bias occurs when people favour
from different backgrounds, work? Do all employees know others who look like them
experiences and identities, but about these mechanisms, and/or share their values.’ It
an inclusive culture is essential how to access them and feel ‘can influence decisions in
for this to happen. comfortable doing so? It’s recruitment, promotion, staff
essential that disadvantaged and development and recognition
HR policies and processes disconnected groups have access and can lead to a less diverse
that promote diversity and to mechanisms through which workforce. Employers can
inclusion can set expectations, they can express their voice. overlook talented workers
but they need to be regularly and instead favour those who
reviewed with a critical lens Employee resource groups share their own characteristics
and underpinned by principles (ERGs) can be a useful or views.’ They also point out
that actively celebrate and mechanism for employee voice. that when an unconscious
encourage differences. However, They are groups of employees bias relates to a protected
policies alone won’t bring with shared characteristics or characteristic, it could be
about change. They need to be who have a shared goal. For discriminatory.
brought alive by the behaviour the employees, these provide
of everyone in the business. a sense of belonging and However it is viewed,
community and an opportunity unconscious bias is one of the
Raising awareness of different to work with the organisation main barriers to equality of
cultures, background and to bring about change. For an opportunity for both access to
circumstance can help people organisation, these can be a and progression in work and
understand and appreciate valuable resource to advise on needs to be addressed. A report
difference. And having role the work experience of people written for the CIPD by the
models from a range of different with that particular characteristic, Behavioural Insights Team, A
backgrounds, and at different identity or background, and act Head for Hiring: The behavioural
levels in the organisation, as a sounding board for ideas, science of recruitment and
signals that diversity is valued including your products and selection, provides practical
and progression is possible services. To what extent do you guidance and tips on avoiding
and encouraged. Our survey encourage the formation of bias in recruitment.
found that Indian/Pakistani/ employee resource groups in
Bangladeshi employees are your organisation? Are they seen
significantly more likely than as an asset to your business or
white British to say a lack just a meeting point for people?
1
www.acas.org.uk/index.aspx?articleid=5433
8 Addressing the barriers to BAME employee career progression to the topRecommendations for policy-
makers
Smith’s review is practically
helpful for employers, and
‘As with employers,
more practical support from policy-makers need
1 Provide practical support for government will be invaluable,
race pay gap reporting for example sharing example to understand the
As with employers, policy- narratives to explain the data
makers need to understand and subsequent action plans. factors keeping
the factors keeping inequalities
in place in different business Finally, we need lessons from
inequalities in
contexts to be able to take gender pay gap reporting to place in different
informed action to address and inform the approach to both
remove them. Many employers race and disability pay gap business contexts
require better workforce data reporting, with the aspiration
to be able to get under the of creating one framework for to be able to take
headlines of their pay gaps
and make sustainable change
reporting across different areas.
informed action
happen. 2 Develop guidance for employer to address and
action
We welcome Baroness There is a clear need for remove them.’
McGregor-Smith’s practical guidance and case
recommendation for study examples to kick-start
organisations to be publishing and maintain the employer-
workforce data broken down led action called for in the
by race and pay band. The McGregor-Smith review.
transparency achieved through Employers may be uncertain
data reporting will help focus about where to start,
attention and should drive especially those without an HR
action. However, it’s important professional to provide support
to note the complexity of and guidance. As a nation we
tackling pay gaps across talk openly about gender, but
gender, race and disability, we’re often still reluctant to talk
as highlighted in research about race, and fear of doing
by the Equality and Human the wrong thing may be holding
Rights Commission (2017). some employers back from
The Government can support doing anything.
employers to understand
the grassroots issues, which Business listens to business, so
will differ both within and it’s encouraging to see Baroness
between groups, and be aware McGregor-Smith’s call for
of the intricacies of looking organisations that are already
at overlapping identities, for ‘leading from the front’ to
example being a female and share how they are creating an
from an ethnic minority group. inclusive workplace and reaping
the benefits of a wider and more
The Government also has a diverse pool of talent. Examples
key role in challenging any of practice need to appeal to
misconceptions that the employers at different levels
pay gaps are entirely out of of maturity on racial diversity,
employers’ control and urging ranging from how to open up
and supporting business to conversations on race, to how
make evidence-based decisions to identify and remove specific
and shun quick-fixes that will access and career progression
only paper over the cracks. The blockers in your organisation,
geographic population data to developing sustainable talent
provided in Baroness McGregor- pipelines and how to measure
9 Addressing the barriers to BAME employee career progression to the topprogress. We hope the case At a sector level, government
studies in this report are a useful can help initiate action by
stimulus for action for more ensuring that sector deals are
employers. dependent on sectors setting
out clearly how they propose to
3 Advocate and support better improve the quality of people
quality people management management, including the
practice practices that support greater
Our research found that people levels of both diversity and
management practice is poor inclusion.
across the board according to
all ethnicities. CIPD research In addition, people management
consistently emphasises the capability needs to be a key
key role of the line manager component of support for SME
in creating healthy and growth at a local level. The
high-performance working CIPD (2017), supported by the
environments. JP Morgan Foundation, has
piloted the provision of HR
The CIPD believes there should support to SMEs in a number
be a much greater focus on of locations, with evaluation
increasing the quality of people evidence highlighting the
management capability and positive role that face-to-face
encouraging businesses to invest advice, facilitated by strong
more in the skills of their people local institutions, can play in
in a forward-thinking industrial helping to build the people
strategy to help create more management ‘basics’ that small
inclusive workplaces, enhance job businesses need for sustainable
quality and boost productivity. growth.
Government can play a much
stronger role in nudging and
supporting employers to improve
their people management
capability at a national, sector
and local level.
At a national level,
government can work with key
stakeholders to ensure that
the UK’s corporate governance
framework provides greater
incentive for businesses to
report on the diversity of their
workforce, understand current
workforce capability and
consider how to develop the
HR and people management
practices organisations require
to deliver progress.
10 Addressing the barriers to BAME employee career progression to the topBackground
Equality of opportunity in UK inclusive so that talent pipelines career progression, the employee’s
organisations is clearly still an are diverse right the way through relationship with their line manager
issue. Recognising people for their organisations. We know certain (given their significant influence on
skills and talents at work without ethnic groups are substantially career progression), development
ethnicity being an issue shockingly over-represented at the lower opportunities people feel they
remains an aspiration rather than levels of organisations, and have, satisfaction with career
reality. We still have a long way previous studies have uncovered progression to date, and the overall
to go to be able to claim there is the inequality of progression culture of the organisation.
equal access to employment and opportunities enjoyed by different
progression opportunities across ethnic groups. We use the term BAME (black,
ethnicities. Research by Demos for Asian and minority ethnic) rather
the Joseph Rowntree Foundation This research delves deeper than BME (black and minority
(Wood and Wybron 2015) affirms into the workplace drivers of ethnic) in this report, as the main
that, ‘people from ethnic minority these inequalities, examining the pieces of previous research we
groups are often at a disadvantage enablers and barriers to career are building on adopt this term.
in the labour market. They are progression from an employee The BITC’s (2015) findings show
more likely to be unemployed than perspective. We surveyed 1,290 that, ‘employers use a variety of
white British people, are over- UK employees, 700 from a black, different terms to refer to ethnic
represented in poorly paid and Asian or minority ethnic (BAME) minority employees’ and that
unstable jobs, and are less able background and 590 white ‘there is no consensus on what
to secure opportunities for job British. The term ‘BAME’ covers a terminology BAME people prefer
progression or employment which large number of ethnicities, and their employer to use’.
matches their skills and abilities.’ treating this grouping as unitary
is not helpful if we are to really We are acutely aware of an
Recent research by Green Park understand the challenges and important point made by the
(2017a) of the ethno-cultural barriers faced in career progression Policy Exchange (Saggar et al
diversity of the FTSE 100 found of people from different ethnic 2016), which is about the problem
we have the same number of non- backgrounds. In our study, of conflation. They explain, ‘Each
white CEOs as in 2015 (a very low response numbers to the survey ethnic minority group has its own
4%). Just 2% of FTSE 100 CFOs have enabled us to meaningfully cultural tradition and history,
are non-white. And we’ve seen a break down the data to examine occupies a certain place on the
decline in the number of minority the working experiences of people socio-economic ladder, is on
executive directors. And the only who reported their ethnicity to be: its own distinct trajectory, and
individuals of Chinese and East Indian, Pakistani or Bangladeshi; sometimes has several internal
Asian origin on main boards are Chinese or other Asian; black; divisions. Looking at “BME” alone
in non-executive director roles. mixed race; other minority ethnic does nothing to tell us who is
However, they did find an increase groups. making progress and who is falling
in ethnic diversity in management behind. Moreover, improvements
roles below board level, so there We compare the working in minority representation could
has been improvement in the experiences of BAME and white be made by improving the lot of
pipeline, but ‘the bulk of the British employees working in those already doing well rather
improvements are concentrated the UK as well as comparing than increasing the representation
in a very few sectors – Telecoms, how views on working life differ of those who need it most.’ We
Health and Banking’ (p31). for the different ethnicities agree that research into career
represented within the wider progression issues needs to take
If real, sustainable change is BAME grouping. In the survey we a more micro lens, and in our
to be achieved, we need to asked questions about personal survey work we have adopted the
ensure workplaces are genuinely and work-related factors affecting ONS ethnic category definitions
11 Addressing the barriers to BAME employee career progression to the top‘It is beyond to enable us to get a deeper still, the biggest discrepancies exist
understanding of the career in youth unemployment. White
disappointing progression enablers and blockers unemployment among 16 to 24
people from different ethnic groups years-olds is 13%. Asian youth
that the lack of are facing. unemployment is 24% and black
diversity on UK At the CIPD we believe the
youth unemployment is higher still,
at 27.5%.’
boards shows there primary driver for change should
be a belief in social justice, with ‘Getting on’ in work also remains
is still a significant workplaces built on the principles far from a level playing field. A
of fairness, transparency and considerable amount of recent
cohort of leaders equality of opportunity. It is research shines a light on the
who may beyond disappointing that the lack
of diversity on UK boards shows
intolerable inequalities that
prevent employees from a BAME
require further there is still a significant cohort of background progressing at work to
leaders who may require further the top of organisations.
persuasion to take persuasion to take action through
a traditional business case. A 2014 study by Roger Kline
action through called attention to the ‘snowy
a traditional In this background section to the
report we review some of the
white peaks’ of London NHS trust
boards, with a similar lack of ethnic
business case.’ major research and policy papers and gender diversity at the senior
over the past five years, bringing level of English NHS bodies. In
together in one place what we short, board composition was not
know about the extent of ethnic found to be representative of the
inequality and what we know so workforce make-up or of the local
far about where the problems lie. population. Kline cites research
These stark figures demonstrate we advocating the importance of
are far from claiming equality of leadership diversity for service
opportunity across UK working life. planning and provision.
The extent of ethnic Green Park’s (2017b) Public Service
inequality Leadership 5,000 examines the
Inequalities clearly exist in whether gender and ethno-cultural diversity
people are able to get in work. ‘In among 5,000 of the most senior
the 2011 Census around one in five employees leading not-for-profit,
people (19.5% of the population government-funded organisations.
overall) identified with an ethnic The report concludes that diversity
minority group. Evidence has progress has been disappointing,
shown that patterns of economic as ‘black and Chinese/other Asian
activity vary widely across different Britons are still unrepresented at
ethnic minority groups with senior levels in not only central
some groups experiencing lower and local government but also in
employment and higher inactivity the National Healthcare Services
rates’ (ONS 2014, p2). and educational institutes’ (p23).
Another overarching finding is that
In a speech in the House of Lords ‘our public sector has made great
on 3 May 2016, Baroness McGregor- progress for well-educated white
Smith reported that: ‘The latest women but statistically seems
ONS statistics show that, at 62.7%, closed to BAME talent at its highest
the BME employment rate is 13 levels’. Through shining a light
points below the white employment on how progress has stalled in
rate. It is lower still when you look some public sector organisations,
specifically at the Pakistani or the report aims to initiate
Bangladeshi populations. Worse further change to ensure public
12 Addressing the barriers to BAME employee career progression to the topservices are representative of the changing demographics of the UK professions. It reports on the
communities they serve. population (by 2030, it is expected ‘bittersweet success’ of different
that the proportion of people from ethnic groups, with a significant
The support of government is a BAME background will increase number of talented and academic
essential to ensure that ethnic from 14% to around 20% of the high-achievers, particularly Indian
equality remains a high-profile total UK population). and Chinese young people, in the
issue that demands immediate upper tiers of the legal and medical
attention and also to jump-start The review makes recommendations professions. On the other hand,
progress. There have already to ‘evolve the face of corporate there are many other professions
been two significant government- Britain and better prepare UK and areas of business which still
appointed reviews that have companies to continue to be global have all-white boards, for example in
asserted ethnicity as a key priority leaders in business over the longer too many FTSE 100 companies and
for UK business. The Parker Review term’ (p8). Targets are proposed to public service organisations, specific
in 2016 drew attention to the key drive change: ‘each FTSE 100 board groups are underrepresented, as
issues and the 2017 McGregor- should have at least one director illustrated by the data from Green
Smith review rightly declares that of colour by 2021; and each FTSE Park (2017a, 2017b).
‘the time for talking is over – now is 250 board should have at least
the time to act’. one director of colour by 2024.’ The research acknowledges the
In addition, to ensure long-term context-specific nature of tackling
Sir John Parker’s report into the change, leaders need to commit these glass ceilings: ‘Glass ceilings
ethnic diversity of UK boards in and organisations should ensure are found at different levels in
2016 firmly drew attention to their talent pipeline and succession different places and the obstacles
the fact that the boards of FTSE plan comprises candidates from to minority advancement are rarely
100 organisations don’t reflect a diverse range of backgrounds, a simple or single phenomenon at
the ethnic diversity of the UK with board members mentoring or top levels’ (p17). They suggest that
population or of their stakeholders. sponsoring BAME staff so they are in some cases the glass ceilings are
The lack of ethnic diversity among prepared for executive positions. a result of, ‘closed, insular cultures’,
the FTSE 100’s 1,087 directors Finally, there are recommendations for example picking a successor in
(as of March 2016) was starkly around disclosure, transparency your own image, stereotyping and
highlighted in this review: and reporting on progress towards unconscious bias. In some cases
the proposed targets. it may be the formal systems in
• 53 of the FTSE 100 companies an organisation that are a major
do not have any directors of Particularly interesting is the blocker to equality of progression
colour analysis of gender and ethnicity opportunities, for example the
• the number of directors of together (p21), concluding that, ‘It hiring and promotion processes.
colour represent about 8% is clear that the recent emphasis They also highlight that minority
of the total number of board on gender diversity in the UK groups are less likely to have the
directors (compared with 14% of Boardroom has not benefited informal networks that assist with
the UK population) women of colour to the same career progression and can provide
• 90 individual directors of colour extent as it has women who are information on ‘the rules of the
(four hold two board positions) not ethnic minorities. Of the game’ or role models.
• seven companies account for appointments made following the
over 40% of the directors of Davies Review, a relatively small For their 2015 Race at Work report,
colour, five of which have been number of those Board positions the BiTC worked with YouGov to
historically headquartered have gone to women of colour.’ survey over 24,000 black, Asian,
outside of the UK minority ethnic and white UK
• only nine people of colour hold What do we know about employees of working age about
the position of chair or CEO. where the barriers to their working life. The headline
progression for BAME findings from this report (p4) are:
In addition to the undeniable employees lie?
ethical argument for ethnic A 2016 paper published by the • Racial harassment and bullying
diversity all the way through Policy Exchange (Saggar et al within the workplace is prevalent,
organisations, the review 2016) investigates the glass ceilings with 30% of employees who
highlights business drivers for Britain’s ethnic minorities at have witnessed or experienced
for change and the predicted the top of business and across it saying it was within the last
13 Addressing the barriers to BAME employee career progression to the top‘The time is now year. Employees are experiencing
this behaviour from managers,
a long way to go for diversity
performance on ethnicity to catch
ripe for a much colleagues and customers. up with progress made on gender.
• We are not nearly as Just 17% of the diversity and
more in-depth comfortable talking about race inclusion leads surveyed rated their
at work as we are about age company’s current performance
understanding of and gender. on race as good, while 38% rated
the inequalities • Many UK employees do not
feel valued or inspired. In
it as poor or very poor. What may
be limiting progress? Only 54% see
that exist for the particular, BAME employees their business leaders championing
are particularly dissatisfied BAME diversity, which is crucial
progression of with their experiences of given their influence on the
management and career management pipeline. Furthermore,
BAME employees progression. The research found although 71% said their company
at work.’ that Chinese and mixed-race
employees are most likely to
reports on gender, just 21% report
on BAME diversity. A weighty
lack role models both inside and 83% said they need to have better
outside of the workplace. data to drive progress on race
• BAME people are more likely and ethnicity, but interview data
to enjoy their work and have suggests collecting the data is a
far greater ambition than their challenge for many companies.
white colleagues.
• Ethnic groups differ in Mentoring programmes and BAME
their satisfaction with their employee networks were the most
career progression. Indian, used initiatives to support BAME
Pakistani, mixed-race and managers’ career development. Of
white employees are most those that used these initiatives,
satisfied, but black African and 100% said mentoring is very/fairly
black Caribbean employees effective and 73% said a BAME
were most likely to say their employee network is effective in
career had failed to meet their helping their career development.
expectations. In addition they highlight the
• Getting on the fast track is an importance of role models, saying
unequal business – employees that having role models at all levels
from BAME groups are notably ‘inspire confidence and ambition
more likely to be interested from those who follow them,
in fast-track programmes, but showing that career progression
that higher level of interest isn’t is possible’ (p7). A notable two-
reflected in greater access or thirds (67%) of the 24 diversity
inclusion in succession planning. and inclusion leads they surveyed
• Some workplaces are providing said a lack of diverse role models
mentors or sponsors for BAME was a barrier to increasing ethnic
employees, supporting career diversity in the pipeline.
progression. Significantly more
employees from BAME groups Research has drawn attention to
have a role model. the headline issues. The time is
now ripe for a much more in-depth
The CMI (CMI and BAM 2017) understanding of the inequalities
added to our understanding of that exist for the progression of
progression barriers through BAME employees at work. Career
examining race and ethnicity in progression is the main focus of
the management pipeline. They the recent independent review
surveyed diversity and inclusion on race in the workplace led by
leads in 24 FTSE 100 companies Baroness Ruby McGregor-Smith.
and found that, overall, there is Complementing the Parker Review,
14 Addressing the barriers to BAME employee career progression to the topMcGregor-Smith examines the monitoring and reporting will help practical knowledge for employers,
progression of minority ethnic focus attention and should drive and for HR professionals in
groups in the labour market as a action. However, a critical point to particular, to inform and drive
whole. She takes a very welcome make here is that this cannot be a action to make career progression
firm stance, clearly stating the tick-box exercise. As with gender equitable. To achieve this aim we
reasons, both economic and pay gap reporting, the narrative need to understand the barriers
social, why the time for warm around the data – as well as a and, where progression support
words is over and why real clear plan of action – is vital. The is absent, to take action to level
action is required. She cites 2017 figures on working-age population the playing field. We need more
figures from BEIS that show the by city presented in the review inclusive workplaces which attract
significant economic contribution will help businesses to establish diverse talent and then enable that
that could be realised from action: the appropriate targets for their talent to work together effectively,
‘The potential benefit to the UK geographical locality and inform for the benefit of individuals, the
economy from full representation their narrative. business and wider society.
of Black and Minority Ethnic
(BME) individuals across the Government has provided the prod We present the survey data in
labour market through improved to business – what we now need is seven sections, examining different
participation and progression is for employers to grasp the nettle aspects of career progression for
estimated to be £24 billion per and give racial diversity a solid BAME employees:
annum, which represents 1.3% of shove onto their priority list. As
GDP in the year to June 2016.’ history has told us, change won’t 1 factors influencing career
happen on its own. The purpose of achievement to date
There are structural and cultural our research is to elicit and assist 2 development opportunities
barriers in workplaces, the report employer action. We dig deeper 3 ambition
continues, including a lack of role into the headlines to understand 4 job satisfaction
models, and ‘BME people are more more about the enablers and 5 organisation culture
likely to perceive the workplace blockers of career progression 6 organisation support to help
as hostile, they are less likely to from the perspectives of people people achieve their potential
apply for and be given promotions from different ethnic backgrounds. 7 line manager support for career
and they are more likely to be development.
disciplined or judged harshly’ (p3). Our work builds on the prior
In addition, there is often a lack research reviewed here, which We include case study examples of
of transparency around career clearly demonstrates there practice from three organisations
ladders, pay and reward, and are differences in satisfaction that are actively driving change
many organisations don’t have the with career progression and and identifying and removing
workforce data to know what’s development opportunities barriers to access and progression
happening in their workplace and between ethnic groups. As the for ethnic minority groups. Some
where they are on these issues. BITC asserts (2015, p5), ‘ethnic of the practices they’ve adopted
McGregor-Smith asserts that minorities’ experiences of work are include senior-level sponsorship
leadership and culture can be the still less positive than their white and commitment to change,
problem, creating barriers, and counterparts’. It’s crucial that we mentoring, unconscious bias
they can also provide the solution. look at progression right the way training, reviewing recruitment
Most fundamentally, she highlights through our organisations; ‘the approaches, and examining what
that as a nation we still find it leadership pipeline of today needs their HR data is saying about the
difficult to talk about race at work. to be populated with sufficient work experiences of their BAME
BAME talent to ensure that senior employees to inform evidence-
We welcome the review’s management of the future reflects based decision-making.
recommendation for listed an increasingly diverse working-
companies and all organisations age population’ (BITC 2015, p5). In the last section of this report we
with more than 50 employees to Your identity or background should make recommendations to both
regularly publish workforce data not hold you back at work. employers and policy-makers to
broken down by race and pay speed up the pace of progress.
band, as well as set aspirational Through our survey research we
diversity targets. The transparency dig deeper into some of these
achievable through data headline issues to provide more
15 Addressing the barriers to BAME employee career progression to the topMethodology
The CIPD commissioned YouGov sample. The email invited them to Any other mixed background
to conduct a survey to examine take part in a survey and provided Indian
the career blockers and enablers a generic survey link. Once a Pakistani
experienced by workers from panel member clicked on the Bangladeshi
different ethnic groups. link, they were sent to the survey Chinese
that they were most required for, Any other Asian background
This survey was administered according to the sample definition Black African
to members of the YouGov Plc and quotas. The sample profile is Black Caribbean
UK panel of more than 800,000 normally derived from census data Any other black background
individuals who have agreed to or, if not available from the census, Arab
take part in surveys. The sample from industry-accepted data. Other ethnic group
was split between those from a Prefer not to say
BAME background and those from In total, 1,290 UK employees
a white British background. Each completed the survey: 700 from The BAME grouping is very broad
sample was selected and weighted a BAME background and 590 and performing data analysis
to be representative of the UK white British. We asked people at this high level will conflate
workforce in relation to sector and to tell us which of the following the issues faced by different
size (private, public, voluntary) best describes their ethnic group ethnicities, potentially hiding
and full-time/part-time working or background, using the 2011 UK valuable information about the
by gender. Size of organisation Census categories: career progression blockers and
was classified in the following enablers faced by different groups
way: sole trader (one-person White British of employees. Table 1 details the
business), micro business (2–9), Gypsy or Irish Traveller ethnic groupings used for data
small business (10–49), medium Any other white background analysis. More granular analysis by
(50–249) and large (more than White and Black Caribbean ethnicity was not possible because
250). Emails were sent to panellists White and Black African of sample size.
selected at random from the base White and Asian
Table 1: Ethnic groupings used for data analysis
Mixed (white and black Other ethnic group
Black (black African, Caribbean, white and (Gypsy or Irish traveller,
Indian, black Caribbean, black African, white and any other white
Pakistani, Chinese/other any other black Asian, any other mixed background, Arab,
Bangladeshi Asian background) background) other ethnic group) White British
201 117 111 155 116 590
16 Addressing the barriers to BAME employee career progression to the topEffort was made to ensure an
equal male/female gender split of
respondents (Table 2) and spread
of length of tenure (Table 3).
Table 2: Gender split, by ethnicity
Indian/
Bangladeshi/ Chinese/other Other ethnic
Net: BAME Pakistani Asian Black Mixed race group White British
Base 700 201 117 111 155 116 590
Male 367 130 59 58 64 56 291
Female 329 71 56 53 90 59 298
Prefer to
2 0 1 0 0 1 0
self-describe
Prefer not to say 2 0 1 0 1 0 1
Table 3: Length of tenure, by ethnicity
Indian/
Bangladeshi/ Chinese/other Other ethnic
Net: BAME Pakistani Asian Black Mixed race group White British
Base 700 201 117 111 155 116 590
Up to 6
58 18 10 10 10 10 25
months
6 months –
70 17 16 13 16 8 31
1 year
1–2 years 93 27 16 14 22 14 64
2–5 years 166 50 26 20 43 27 119
5–10 years 135 30 26 23 34 22 123
10–15 years 90 30 12 17 11 20 76
15–20 years 30 10 5 2 6 7 62
More than
53 18 5 11 12 7 88
20 years
Don’t know 5 1 1 1 1 1 2
17 Addressing the barriers to BAME employee career progression to the topResearch findings
1 Factors influencing career achievement to date
BAME employees are more likely than white British employees to say their career progression
to date has failed to meet their expectations. They are also more likely than those from a
white British background to say experiencing discrimination is a problem. Indian/Pakistani/
Bangladeshi employees are significantly more likely than white British employees to say a lack
of role models and ‘people like me’ is a progression barrier.
Significantly more BAME significant difference of opinion having built relationships across
employees overall than white within the BAME group, as those the organisations they’ve worked
British say their career to date has identifying with the ‘other ethnic for, taking opportunities to get
failed to meet their expectations group’ background were the most involved in different projects to
(40% versus 31%), in particular likely to say their career has met develop their skills, and having
those from black (44%) or their expectations (44%). good-quality line management at
mixed-race (42%) backgrounds. key points in their career. White
Seventeen per cent of respondents Factors enabling career British employees reported the
from Chinese or other Asian progression top three factors to be: taking
backgrounds say they don’t Those people who said their opportunities to get involved in
have any career expectations, career progression to date has met different projects to develop their
significantly higher than all other or exceeded their expectations skills, having built relationships
ethnic groups. were asked about the work- across the organisations they’ve
related factors that have helped worked for, and the organisations
Similar numbers of employees them achieve this. The top three they’ve worked for encouraging
from BAME and white British work-related factors that BAME progression and promotion from
backgrounds said their career employees overall feel have helped within. Having good-quality line
progression has met their people meet or exceed their management at key points in their
expectations. However, there is one career expectations to date are career came fourth.
Table 4: Thinking about your career or working life as a whole, has your career progression to date met, exceeded or failed
to meet your expectations? (%)
Indian/
Bangladeshi/ Chinese/other Other ethnic
Net: BAME Pakistani Asian Black Mixed race group White British
Base 700 201 117 111 155 116 590
Exceeded my
14 19 11 10 16 10 17
expectations
Met my
32 30 38 31 28 44 36
expectations
Failed to
meet my 38 36 25 44 42 38 31
expectations
Not
applicable –
I do not have 9 5 17 8 8 6 9
any career
expectations
Don’t know 6 10 8 7 6 3 7
18 Addressing the barriers to BAME employee career progression to the topTable 5 shows there are some progression has been enabled by meet expectations were asked about
interesting differences in responses the opportunity to get involved the work-related factors that have
by ethnicity. Chinese/other Asian in different projects that helped prevented them from meeting their
employees are more likely than develop their skills (41% versus career expectations (Table 6). A
BAME employees overall to say 27%). They were also more likely degree of caution is advised with
that benefitting from a tailored than BAME employees overall, data comparisons because of the
management programme or and those from a Chinese/other low sample sizes for some ethnic
participating in an effective Asian background in particular, to groups on this question, particularly
graduate management programme put successful career progression for the Chinese/other Asian group.
has contributed to them meeting down to the organisations they’ve
or exceeding their career worked for encouraging promotion The top three cited work-related
progression expectations. from within. factors that BAME employees overall
feel have prevented them from
White British employees are Factors hindering career achieving their career progression
significantly more likely than progression expectations are that their skills
Indian/Pakistani/Bangladeshi Those people who said their career and talent have been overlooked,
employees to say their career progression to date has failed to negative office politics, and a lack of
Table 5: Which, if any, of the following factors RELATED TO THE WORKPLACE have helped achieve this? (% of those who
said their career progression to date has met or exceeded expectations) (Respondents were asked to select UP TO FIVE
factors that have been most significant)
Indian/ Other
Net: Bangladeshi/ Chinese/other Mixed ethnic White
BAME Pakistani Asian Black race group British
Base 345 100 61 47 73 64 312
The relationships I have built across the
37 33 39 47 28 51 40
organisation(s) I have worked for
Benefited from the opportunity to get
involved in different projects which have 36 27 40 37 40 42 41
helped develop my skills
Benefited from good-quality line
management from my immediate manager 29 30 25 33 27 27 27
at key points in my career
Received good-quality training when I first
24 22 16 25 31 19 23
entered the workplace
Received effective training and development
26 29 21 30 24 14 24
programmes at work
The organisation(s) I work/worked for
25 25 25 22 28 21 22
support anyone who works hard to succeed
The provision of flexible working 22 16 26 26 25 18 20
My employer paid for me to study for a
16 13 10 20 19 11 18
qualification/new skills outside work
Benefited from a coach or mentor when
entering employment or at key points in my 13 14 17 12 7 13 16
career
A visible senior role model in my
organisation who has a similar identity or 8 7 2 8 14 13 9
background to me
Participated in an effective graduate
10 5 22 10 10 1 6
programme at the start of my career
Took part in an effective apprenticeship
4 5 3 0 7 1 7
programme at the start of my career
Benefited from a tailored talent
5 6 12 0 3 1 5
management programme
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