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Why equality in the workplace is about more than gender pay
At Look Ahead, two-thirds of managers are women and half are black and minority ethnic (BME). Julie Blair explains why a focus on equality must extend beyond gender pay
It is clear from Inside Housing’s recent gender pay gap analysis that work remains to be done to ensure pay equality. At Look Ahead, we were pleased our median pay gap fell from 5.4% in 2017 to 2.2% in 2018. However, we are not resting on our laurels.
We are pushing ourselves to achieve greater equality of opportunity, which in turn should lead to more pay parity at all levels of our organisations. We have some ideas about how to do this and, based on early evidence, they seem to be working. So, what are we doing and why?
First, we need to understand the challenge we are facing. This is why, in addition to reporting our gender pay gap data, we have gone further than required at present and have become one of the first supported housing organisations to publish the pay gap between white employees and black, Asian and minority ethnic (BME) employees. This work has shown a median pay gap of 3.4%.
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Second, how does this additional insight help us and our colleagues? Look Ahead employees deliver outstanding support services to some of the most vulnerable people living in London and the South East. While this work is incredibly valuable, it is delivered in a competitive, contract-driven market and so it is hard for us to attract the best people on salary alone. We have to find other reasons for people to choose us as their employer.
In common with many housing associations, we are a values-led organisation with a diverse range of employees. For the past three years we have been strengthening our inclusion and diversity approach to encourage all our colleagues to fulfil their career goals through Look Ahead.
“While this work is incredibly valuable, it is delivered in a competitive, contract-driven market and so it is hard for us to attract the best people on salary alone. We have to find other reasons for people to choose us as their employer”
This has included our annual Women in Leadership Award. Winners receive funding to support them to become the future leaders of, not only our organisation, but also the wider sector.
This year we are also introducing an annual Leadership Award, open to all employees. This, combined with our tailored coaching, mentoring and Institute of Leadership and Management programmes, ensures that we are growing and promoting our own talent at all levels and in all parts of our organisation.
Workplace environment and conditions are also key. We have focused on supporting agile working wherever possible.
While there are inevitable challenges in terms of altering mindsets and introducing the necessary infrastructure, it is especially important in attracting and retaining a workforce who can bring a range of valuable life experiences to their work – for example, parents and those with long-term caring responsibilities.
Our aim is to build an organisational culture where our colleagues feel comfortable being themselves at work.
And the results to date?
Almost two-thirds of our managers are women and half of our managers are BME.
New recruits tell us they have chosen us because they are impressed by our gender pay performance and overall focus on ensuring an inclusive approach.
“Almost two-thirds of our managers are women and half of our managers are BME”
Of the Women in Leadership Award winners, all have remained with the organisation, all have been promoted and are being further supported to the next level with a new set of goals in their development plans. Indeed, if you exclude our executive team – six people, two of whom are women – our overall gender pay gap is -1.5%.
The ongoing challenge is to support all employees to reach their potential. For instance, 40% of our colleagues are men and they must also see Look Ahead as a place of opportunity, where they are equally valued.
This attitude and culture is how we believe we will achieve parity, regardless of gender, ethnicity, sexual orientation, age or ability.
Understanding how we are delivering for all of our employees is how we will continue to develop a diverse workforce that can truly deliver for the vulnerable people we support.
Julie Blair, director of corporate services, Look Ahead
INSIDE HOUSING’S PLEDGES
We will take proactive steps to promote positive role models from under-represented groups and provide information to support change.
We pledge to:
Publish diversity audits: We will audit the diversity of the commentators we feature. We will formalise this process and publish the results for future audits twice a year.
Promote role models: We will work to highlight leading lights from specific under-represented groups, starting in early 2018 with our new BME Leaders List.
Launch Inclusive Futures Bureau: We will work with the sector to compile a database of speakers, commentators and experts from under-represented groups. The bureau will be available to events organisers, media outlets and publications to support them to better represent the talent in the sector.
Take forward the Women in Housing Awards: Inside Housing has taken on these successful awards and will work to grow and develop them.
Convene Inclusive Futures Summit: Our new high-level event will support organisations to develop and implement strategies to become more diverse and inclusive.
