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Career Progression Research Race for Opportunity

Career Progression Research Race for Opportunity. A Brief Overview Sandra Kerr. Career Progression. Overview Race to the Top revealed lack of BAME workers in management positions.

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Career Progression Research Race for Opportunity

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  1. Career Progression ResearchRace for Opportunity A Brief Overview Sandra Kerr

  2. Career Progression Overview • Race to the Top revealed lack of BAME workers in management positions. • The employers highlighted concerns around differences – whether perceived or actual – in career progression between diverse ethnic minority groups. • Research commissioned to determine whether and why there is a difference in the career progression rates of ethnic minorities.

  3. Career Progression Research Objective To find out the differences between ethnicity groups to support employers to identify effective interventions to speed up progression in the work place

  4. Sample Frame (intended v achieved)

  5. Career Progression Key findings • UK employees from a BAME background show high levels of ambition and motivation…. • Progression more important to BAME workers than white employees • For example, more than 9 out of 10 employees from the Black African ethnic minority group described themselves as ambitious and stated career progression was important to them.

  6. Career Progression High Levels of ambition …….

  7. Career Progression Key findings • On average more than 1 in 3 BAME employees believe they need to leave current employer to progress • African & Caribbean respondents were more likely to be looking around and willing to leave their current organisation to progress • Despite less drive and ambition to progress white employees have an average of 4 promotions compared to 2.5 for ethnic minority groups

  8. Career Progression Confidence in career progression rests in part on finding new jobs…

  9. Barriers to Progression Key findings • Perceived barriers to career advancement include: • a shortage of promotion opportunities • demand for mentors and expanding professional networks • a lack of support or poor relationships with their manager • a lack of confidence in senior leaders interest in their progression

  10. Barriers to Progression Managers present a new, less visible brake on ambition…..

  11. Barriers to Progression Is senior management inspiring confidence…….

  12. Belief in Organisation recognising talent? • 50% of White and Chinese employees believe their organisation recognise talented individuals • 46% Indian and Bangladeshi • 43% Mixed • 41% African • 37% of Pakistani employees believe this • 36% of Caribbean employees believe this

  13. Great Relationship with Line Manager? • 64% white men • 61% Indian employees • 59% Bangladeshi employees • 57% African and Chinese employees • 55% of white women • 53% mixed heritage and Caribbean employees

  14. Good listening skills was the most common characteristic of a good line manager Q31. Which of the following characteristics do you think makes a good line manager? Mixed Race White British Indian Pakistani Fair (83%) Honesty (83%) Easy to talk to (83%) Good listening skills (76%) Honesty (75%) Motivational (74%) Respect (79%) Good listening skills (78%) Strong leadership (76%) Honesty (85%) Good listening skills (85%) Easy to talk to (85%) Chinese Bangladeshi Caribbean African Honesty (84%) Easy to talk to (77%) Good listening skills (77%) Good listening skills (92%) Respect (91%) Motivational (90%) Fair (84%) Respect (81%) Good listening skills (80%) Good listening skills (91%) Strong leadership (88%) Easy to talk to (88%) Base: n=1557 (W.British n=206, Mixed n=201, Indian n=383, Pakistani n=195, Bangladeshi n=61, Chinese n=107, Caribbean n=222, African n=182)

  15. Career Progression Key findings • ethnic minority groups cited racism as the most popular reason overall in response to the question: • Why do you think you were overlooked for promotion?’

  16. Respondents offered many thoughts as to why they had been overlooked for promotion Q8. Why do you think you were overlooked?

  17. Career Progression Key findings • Perceived barriers to career advancement include: • BAME people more likely to use recruitment agencies but less than 50% of BAME workers believe they are treated fairly by recruitment agents when being put forward for roles • While African, Bangladeshi and Caribbean respondents are highly likely to register with a recruitment agent, few believe they were treated fairly as a candidate

  18. Q19. Have you ever registered with a recruitment agent? Q20. In your experience, do you believe that recruitment agents treat people from your ethnic background fairly when putting them forward for roles?

  19. Career Progression Key findings • Women were less likely than males to have confidence in their next career steps. • Those working in the public sector were much less likely to be confident about their next career steps • Perceived barriers to career progression varied by ethnic minority background

  20. Career Progression Key findings • Perceived barriers to progression varied by ethnic background • Bangladeshi, Indian and Pakistani respondents were more critical of management and internal structures at their place of work • African and Caribbean respondents felt that institutional discrimination was a leading factor that stopped them from progressing • Chinese blamed their own lack of experience, skills and qualifications

  21. Career Progression Key findings • BAME workers know what they require from their workplace yet two-thirds said their employer did not provide what they were looking for. • Most commonly cited factors for joining or staying with an employer were: • the organisation values its workers; • there are fair pay arrangements with a bonus scheme; • appropriate training is available.

  22. Career Progression The value gap: how British workers feel unappreciated….

  23. Pay Low paid more prevalent among BAME workers…..

  24. Pay Proportion saying they felt underpaid……

  25. Structural Support: Training • Training programmes were more apparent amongst employees of larger organisations • Interest in programmes which fast tracked to Senior Management reflected earlier attitudes to career progression • Barriers were dominated by a level of apathy and lack of interest • However, those that were interested saw these sorts of programmes as a real sign of progression, giving them confidence and recognition of their personal development

  26. Structural Support Mechanisms • Not everyone wants access to a mentor • Indian and African participants in particular were most interested • Pakistani and Bangladeshi less so • Networking (professionally) was seen to be important, but perhaps not all got the opportunities they wanted • While Indian and African respondents were very interested, they had very limited confidence • Particularly alarming for African respondents, who had constantly indicated belief in their own abilities

  27. Career Progression Demand for mentors not being met….

  28. Key Recommendations Recommendation No.1: • More than a third of workers want a mentor, but do not have access to one. We believe the RfO Board Mentoring Circles approach offers a good practice role model for organisations seeking to introduce mentoring initiatives in the workplace.

  29. Key Recommendations Recommendation No.1: • An ‘active’ sponsor approach is something businesses should consider as a valuable tool alongside their mentoring activities. The role a sponsor can play is to introduce individuals to different networks and actively promote the individual’s skills and talents within their sphere of influence to open doors and facilitate progression.

  30. Key Recommendations Recommendation No.2: • Feeling valued, proper pay and adequate training are the three basic demands shared by workers from all backgrounds. Employers must re-double their efforts to ensure that the rewards and training support in their organisations meet those needs. These changes are both simple and low-cost which makes them easy areas to focus on in these financially straitened times.

  31. Key Recommendations Recommendation No.2: • Race for Opportunity has developed a Bridging the Value Gap toolkit with simple steps for senior leaders, line managers and individual employees to adopt in order to bring about a culture of value and respect throughout a businesses’ hierarchy.

  32. Key Recommendations Recommendation No.3: • There is a need to engage with the recruitment industry head-on, in the light of our findings on casual racial discrimination when dealing with ethnic minority clients. Regardless of whether these attitudes are conscious or unconscious, every individual must be assessed on merit, not race. All employers should review their own internal recruitment and promotion processes for transparency and fairness.

  33. Career Progression FACILITATOR: Dr Victoria Showunmi, Head of Faculty Philanthropy Development, Institute of Education, University of London PANEL MEMBERS: Ben Castell, Partner, Ernst & Young LLP Advisory Services Surinder Sharma, National Director for Equality and Human Rights, Department of Health Carmen Watson, Managing Director, Pertemps People Management Michelle Fullerton, Regional Diversity and Inclusion Specialist Europe and CEEMEA, Bank of America Merrill Lynch

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