Leveraging the power and potential of minority ethnic talent
October 04, 2018
As Bloomberg celebrates Black History Month in the UK, we explore the contributions of BAME (Black, Asian, and Minority Ethnic) talent in Great Britain, as well as the challenges this group faces in the corporate world.
What is BAME?
BAME represents Black, Asian, and Minority Ethnic talent in the UK.
A government report estimates that, if BAME talent was fully optimized across all career levels, the UK economy could generate an additional £24 billion a year.
The potential value and contribution of BAME talent is clear, yet many companies struggle to retain and promote minority professionals from entry level and middle management positions to senior executive roles, despite diversity being a stated strategic priority.
Thanks to an independent examination of this issue in the talent pipeline, commissioned by the Black British Business Awards, we now have a clear view of these issues – and potential solutions.
Why are organizations facing these challenges?
- Lack of baseline data to understand the issue, measure progress and construct a strategy for increasing BAME representation.
- Lack of coherent strategy and investment in BAME-focused programs and initiatives.
- Inadequate representation on executive or leadership teams, which often means there aren’t any voices at the top to advocate for accountability.
- General discomfort among employees when discussing race.
What are the concrete solutions that can bridge these gaps and mobilize BAME talent?
BAME individuals represent 22.3% of undergraduate students in the UK, but only 10% of entry level employees within six months of graduation and 5% of senior level positions. The inequality compounds as individuals advance.
- Develop employee training to manage unconscious bias that can affect work allocation, appraisals and promotions
- Open up conversations around race in the workplace, helping to find common language to discuss issues including race, advancement and representation
While 64% of companies have systems in place to capture ethnic background information, only 20% disclose this data and 59% say they either do not use or rarely use the data to inform their employee initiatives.
- Improve data capture and transparency. Meaningful information should be seen as a reflexive accountability in relation to the BAME agenda
- Leaders within companies should demand and receive information which helps them support and direct the agenda of ethnic diversity and inclusiveness
25% of HR directors and 36% of D&I practitioners reported that they have no BAME employees on their main board. 100% of respondents in both groups reported that BAME employees represent less than 11% of senior executive or leadership teams and less than 20% of middle managers.
- Include BAME voices in leadership spaces
- By increasing representation, the variety of voices can help to raise important topics, anticipate inclusion issues, or avoid them altogether
Only 5% of D&I practitioners and HR directors reported the proportionate representation goals, or defined targets for promotion, would work comfortably within company culture
- Evaluate your existing culture
- Build a culture that views diversity as an asset, rather than a mismatch or lack of cultural fit
Interested in learning more?
Read the full BBBA report
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