Although the prevalence of racial bias and inequality in the workplace is now widely recognised, it remains a pressing issue. The roots of workplace racial bias and inequality are seeded within the much larger problem of systemic racism.
Recent global events have spotlighted the racial inequalities that persist in our societies and institutions. Emerging research shows that people of Black, Asian and Minority Ethnic (BAME) backgrounds are more likely to die of COVID-19 than White people, and racial biases have contributed to this.
In line with the Financial Reporting Council’s (FRC) guidelines, organisations are reporting that merit is a priority when it comes to appointments. Noteworthy, however, is where and how the language of merit as a priority is being positioned in Annual Reports.
At Delta Alpha Psi we are often asked for concise definitions that underpins the language we use when talking about race. Read here to find out more
According to 2019 data from the Bank of England, people from ethnic minority backgrounds earn about 10% less in the UK than their white counterparts. Those from ethnic minorities also find it harder to achieve senior positions – only 1.5% of leadership positions in the UK are held by black people, for instance.
In this video, our Director Dr Doyin Atewologun participates in a webinar run by the The Chartered Institute of Personnel and Development (CIPD) about the need for transparent ethnicity pay gap reporting and discusses other public policy changes that could make a difference to racial equality at work.
Managing our visibility is a challenge that all professionals face and if you grappled with visibility in the workplace before Covid-19, it is possible that the challenge is even greater in the current context of remote working. Unsurprisingly, recent research indicates that during ‘lockdown’ we are interacting with a narrower group of people than before. Although some people find it easier to overcome some of the social barriers of remote working, true visibility requires more than a well-delivered virtual presentation or making an impactful contribution when our turn comes up; it is about how we engage with our networks.
As executive coaches we have struggled to persuade many colleagues to actively incorporate approaches that recognise, integrate and leverage ethnic, racial and cultural differences in their coaching approach. In light of the recent race relations incidents in America and the impact of COVID-19 on minority ethnic communities, it’s time to talk about race at work. In this moment of collective reflection with a global focus on positive social change, Delta Alpha Psi, as Leadership & Inclusion experts, offer a framework for inclusive executive coaching. The framework builds on our practical experience and academic research on bias, intersectionality, race fluency, among others.
As evidence-based leadership and inclusion consultants, Delta Alpha Psi, has received many questions from clients and partners about how they can respond meaningfully, following the widespread increased attention to structural racism associated with the protests around the US, here in the UK, and across the world. Many white professionals and business leaders are expressing shock and uncertainty about how to respond, asking, what can we do now?
With the current global pandemic, ‘change’ has never felt so constant. Whilst leading this change process for Delta and its clients, our Director, Dr Doyin Atewologun, has also been preparing to undertake an exciting new opportunity. As of June 2020, Doyin will swap her academic hats, leaving as Director of the Gender,Leadership & Inclusion Centre at Cranfield School of Management to start as Dean of Rhodes Scholarships at the University of Oxford!
With the sudden shift in working arrangements caused by the global pandemic, in-house professionals and employee networks have found themselves asking “what now?” for diversity and inclusion (D&I). Without action, there is a risk of D&I set-back. However, action without the evidence risks wasted resources and potentially detrimental effects. The current change in working arrangements provides the opportunity to take a step back and reflect on your organisation’s current D&I initiatives – what works and what isn’t working?