ao link
Twitter
Facebook
Linked In
Twitter
Facebook
Linked In

You are viewing 1 of your 1 free articles

Black lives do matter – and social landlords can do something about it

Chan Kataria spells out four steps for social landlords to take in light of the Black Lives Matter movement

Linked InTwitterFacebookeCard
Picture: Getty
Picture: Getty
Sharelines

Four steps for social landlords to take in light of the Black Lives Matter movement – by @emhgroup chief executive @ChanKataria #ukhousing

“Despite the fact that diversity is a key underpinning value of our [#ukhousing] sector, we have lagged behind on this issue,” says @ChanKataria, chief executive of @emhgroup

Recent events have brought into sharp focus, yet again, the discrimination and injustice experienced by BAME communities. It should not take the Black Lives Matter movement or the disproportionately harsh impact of COVID-19 on certain communities to remind us what we’ve known to be the case for a long time.

“Many reviews and enquiries have taken place over the years and what we don’t need is yet another review”

Despite all the talk about diversity and inclusion, BAME communities experience poorer outcomes than others and inequalities persist in all the key areas of health, education, employment and housing – to name just a few.

Many reviews and inquiries have taken place over the years and what we don’t need is yet another review.

The McGregor-Smith Review, Parker Review and our own sector’s Altair Leadership Review all provide good insight into the experience of BAME communities in the workplace. And they all point to the case for action now.


READ MORE

Black Lives Matter: rethinking housing’s approach to racial equalityBlack Lives Matter: rethinking housing’s approach to racial equality
What it’s like to start as a housing association’s diversity manager in the middle of a pandemic and Black Lives MatterWhat it’s like to start as a housing association’s diversity manager in the middle of a pandemic and Black Lives Matter
Steve Douglas: how the sector is responding to this crisisSteve Douglas: how the sector is responding to this crisis

A couple of years ago, we at EMH commissioned a cultural audit to establish where we were. Since then we have had some success in terms of the increase in senior BAME appointments, recruitment of diverse apprentices and increase in take-up of coaching and mentoring support by BAME colleagues. However, we have a long way to go. The housing sector also has a long way to do.

“A culture where inclusivity is valued provides BAME employees the opportunity to express themselves openly and honestly and maximise their potential”

A clear strategy is a starting point, but we need action and outcomes. This was the firm conclusion of our board when we discussed this recently. There was also consensus around the principles necessary to achieve the required step change.

First, leadership and culture are crucial.

A strong vision embracing diversity sends clear messages from the board and executive about how important this is. A culture where inclusivity is valued provides BAME employees the opportunity to express themselves openly and honestly and maximise their potential. In our case, leadership also means having a board-level champion who ensures there is sufficient focus and challenge at the board.

Second, data is important – because what gets measured gets done.

Organisations that collect and analyse data on the profile and experience of BAME employees are more likely to know what the current position is, where the gaps are and where to target specific actions and initiatives. Granular data relating to specific groups – for example on ethnicity pay gap – will enable targeted solutions rather than an once-size-fits-all approach.

“The reporting of diversity data sends a clear signal to stakeholders that the organisation values diversity, is prepared to set aspirational targets and is open to challenge about performance in this area”

Third, positive action for BAME employees is necessary if we are to address traditional inequalities.

This is not positive discrimination which, in my view, is wrong and unjustifiable. It is about recognising that the starting point for BAME employees requires specific interventions such as coaching and mentoring support. It also means that we need to look at our recruitment practices to ensure they are not unduly restrictive. Adoption of the Rooney Rule can help to encourage applications from certain communities.

Fourth, accountability should be strengthened.

The reporting of diversity data sends a clear signal to stakeholders that the organisation values diversity, is prepared to set aspirational targets and is open to challenge about performance in this area.

Finally, although I have used the term BAME above, I must confess it is not a particularly helpful one. The diverse groups covered by this label have their own unique experiences, yet the definition treats them as homogenous.

We know that Black people are more likely to experience stop and search than Asians. The term ‘Asian’ itself covers a plethora of different people including Indian, Chinese, Bangladeshis and other groups who have seen different outcomes. We need to find a term that better describes all people experiencing structural racism.

Despite the fact that diversity is a key underpinning value of our sector, we have lagged behind on this issue. Housing organisations should go beyond mandatory reporting requirements. I’m a firm believer in winning hearts and minds when it comes to influencing change.

I have never argued for more regulation than is necessary. However, I am now beginning to question whether it is time to move away from the laissez-faire approach. For instance, gender pay reporting is now finally accepted as a necessary requirement. There is no reason why this shouldn’t apply to ethnicity pay gap.

There is a strong moral and business case for change. Sadly, the representation of BAME employees in senior leadership positions is as bad as it was 30 years ago, when I first joined the sector. We need a step change and time is not on our side.

Chan Kataria, chief executive, EMH Group

Linked InTwitterFacebookeCard
Add New Comment
You must be logged in to comment.