2024 年多樣性數(shù)據(jù)指南（英）-18正式版

DIVERSITY

DATAGUIDE2024

Guidanceonthecollectionanduseof

datatoenhanceworkforceEDI

July2024

ABOUT

THEINVESTMENTASSOCIATION(IA):

TheIAchampionsUKinvestmentmanagement,supportingBritishsavers,

investorsandbusinesses.Our250membersmanage￡8.8trillionofassetsand

theinvestmentmanagementindustrysupports126,400jobsacrosstheUK.

Ourmissionistomakeinvestmentbetter.Betterforclients,sotheyachievetheir?nancial

goals.Betterforcompanies,sotheygetthecapitaltheyneedtogrow.Andbetterforthe

economy,soeveryoneprospers.

Ourpurposeistoensureinvestmentmanagersareinthebestpossiblepositionto:

?Buildpeople’sresilienceto?nancialadversity

?Helppeopleachievetheir?nancialaspirations

?Enablepeopletomaintainadecentstandardoflivingastheygrowolder

?Contributetoeconomicgrowththroughtheef?cientallocationofcapital

Themoneyourmembersmanageisinawidevarietyofinvestmentvehiclesincluding

authorisedinvestmentfunds,pensionfundsandstocksandsharesISAs.

TheUKisthesecondlargestinvestmentmanagementcentreinthe

world,aftertheUSandmanagesoverathird(37%)ofall

assetsmanagedinEurope.

DIVERSITYDATAGUIDE

CONTENTS

IAFORWARD04

PwCINTRODUCTION05

BACKGROUND:THEEVOLVINGREGULATORYLANDSCAPE06

SECTION1:IMPROVINGTHEQUALITYOFYOURDATA08

IMPROVINGENGAGEMENTANDBUILDINGTRUST

SECTION2:USINGDIVERSITYDATATODEVELOPEDISTRATEGIES,

INTERVENTIONSANDTARGETS12

EMPLOYEELIFECYCLEANALYSIS

INCLUSIONANDCULTUREANALYTICS

DETERMININGSTRATEGIESANDINTERVENTIONS

HOWTOSETDIVERSITYTARGETS

SECTION3:MONITORINGEDI:

MANAGINGRISKSANDBUILDINGACCOUNTABILITY15

WHATAREEDIRISKS?

ACCOUNTABILITYANDGOVERNANCEFOREDI

CONCLUSION17

3

THEINVESTMENTASSOCIATION

IAFORWARD

Cultivatingarobustworkplace

cultureisanindustrypriority,given

thedirectlinkbetweenhealthy

culturesandpositivebusiness

outcomes.Inrecentyears,?rms

haveevolvedtheirapproachto

equity,diversityandinclusion(EDI)

drivenbyincreasedcustomer

expectations,societalchangesand

emergingregulatorymandatesfrom

governmentandregulators.Asa

result,thereisastrongeremphasis

ondiversitydatacollection,enabling

?rmstogaindeeperinsightsinto

theirworkforcecompositionand

accuratelyreportonit.

Firms,fromlargemultinationalstosmallerboutiques,

areseekingtoimprovetheintegrityandqualityoftheir

diversitydatatoensureitaccuratelyre?ectstheir

workforce.Thisfocusallowsformeaningfulanalysisto

informstrategies,interventionsandprocesses,aswell

astotrackprogressovertime.Achievingthisrequires

encouraginghigheremployeeresponseanddisclosure

rates.InsightsfromourcomprehensiveEDISurvey

indicatethatsubstantialdevelopmentisstillneeded

inthisarea.

WorkinginpartnershipwithPwC,ourdataguideoffers

practicalsupporttoourmembersinimprovingthe

accuracyandreliabilityoftheirworkforcedata.Tailored

for?rmsofallsizesandatvaryingstagesintheirdata

collectionjourney,thisguideprovidespracticaltools

andguidanceforimproveddataintegrityandanalysis.

Amidsttheevolvingregulatorylandscape,ourguide

aimstohelpyounavigatethedatacollectionand

analysisprocesssmoothly,ensuringyour?rmis

well-preparedforcurrentandfutureregulatory

requirements.

Wesincerelythankourmembersfortheirvaluable

participationinhelpingtoshapeourguide.

KarisStander

Director-Culture,Talent&Inclusion,

MDInvestment20/20

TheInvestmentAssociation

4

DIVERSITYDATAGUIDE

PwCINTRODUCTION

In2021,PwCUKandtheInvestmentAssociation(IA)

createdaDiversityDataGuidethatprovidesguidance

fororganisationsbeginningtheirdiversitydata

journeys,including:

challengesastheirjourneyprogresses,suchashow

toincreasedisclosureratestogainmoremeaningful

analysis,andhowtomosteffectivelyusetheirdatato

createtailoredandtargetedactionplans.

?Whyshouldorganisationscollectdiversitydata?

?Canorganisationscollectdiversitydataandwho

shouldbeinvolved?

Withthisinmind,PwCandtheIAhaveworkedtogether

todevelopthisguideinordertorespondtomember

feedback,andprovidedeeperinsightsinlightofthe

changingregulatorylandscapeon:

?Whatprocessshouldorganisationsfollowwhen

gatheringthisdata?

?Whatdatashouldorganisationsbecollecting?

?Howdoorganisationsanalysethisdata?

?Improvingyourdataquality:Strategiesto

enhancedisclosureandimproveresponserates

througheffectivecommunicationandcross

stakeholdercollaboration.

?Howdoorganisationsrespondtothisdata?

Intheyearssince,thelandscapehasshifted:evolving

regulation,marketnormsandpublicperception

haveallmeantthatEDIhascontinuedtoriseupthe

agenda.Asaresult,manyorganisationsarefacingnew

?UsingdiversitydatatodevelopEDIstrategies,

interventionsandtargets:Guidanceonusingthe

datayou’vecollectedeffectively,todetermineyour

actions,developyourstrategyandbuildaclear

narrative.

?MonitoringEDIasabusinessrisk:Guidanceon

capturingEDIrisksandusingdiversitydatato

effectivelymonitorandgovernactivities.

WewouldliketothanktheIAforcontinuingtodrive

forwardthisimportantagenda,andthemembersof

theIA’sDiversityDataWorkingGroupwhocontributed

theirexperiencesandthoughtstohelpshapethis

document.Fororganisationsattheearlystagesof

theirdiversitydatajourney,orforthoselookingfor

areminderofcertainaspects,werecommendalso

readingourinitialguide.Wehopethisguideisauseful

toolfororganisationscontinuingtoprogressontheir

diversitydatajourney.

5

THEINVESTMENTASSOCIATION

BACKGROUND:THEEVOLVING

REGULATORYLANDSCAPE

TheUK?nancialservicesregulatorshaveproposed

wide-rangingandcomprehensiveDiversityand

Inclusion(D&I)regulations.InSeptember2023,

theFinancialConductAuthority(‘FCA’)andthe

PrudentialRegulationAuthority(‘PRA’)published

twoconsultationpapers(‘CPs’)settingouttheir

proposalstointroduceanewregulatoryframework

onD&Iinthe?nancialsector.ThetwoCPs,whichare

broadlyconsistent,setoutproposedreportingand

targetsettingrequirements,alongsideexpectations

toembedD&Iintoriskandgovernanceframeworks

(acomprehensivesummaryoftheproposed

regulationscanbefoundhere).

Theseproposedregulationsmayimpacthow

organisationscollectandreportondiversitydata.For

?rmswithover250employees,thisincludescollecting

andreportingondataforage,sexorgender,ethnicity,

disability,sexualorientationandreligion.Voluntary

disclosureisrecommendedforgenderidentity,socio-

economicbackground,parentalresponsibilitiesand

carerresponsibilities.Firmswouldalsoberequired

toannuallyaskemployeessixspeci?cinclusion

questionsandpublishresponses.Itshouldbenoted

thatsincethepublicationoftheCPs,followingthe

recommendationsoftheTreasurySelectCommittee

Inquiryinto‘SexismintheCity’,theFCAandPRA

haveindicatedthattheywillbeprioritisingthenon-

?nancialmisconductelementsoftheirCPsaheadof

requirementsondiversitydatareportingandtargets.

However,diversitydatareportingandtargetsremaina

priorityformany?rms.

Whileregulatoryproposalstarget?rmsoverthe250

threshold,it’simportanttonotethatdatacollection

effortsextendbeyondthisthreshold.Infact,?rms

outsidetheregulatoryscopearealreadyactively

engaginginemployeedatacollection.Nearly50%of

therespondentstotheIA’sEDIDataSurvey,donein

partnershipwiththeThinkingAheadInstitute,fellbelow

the250threshold.TheCPsemphasisethatD&Ishould

beconsideredanon-?nancialriskandtreatedassuch

inexistingriskmanagementprocesses.Riskandcontrol

functionsmayplayaroleinmanagingtheserisksand

ensuringeffectivecompliance.Thisfurtheremphasises

theneedforqualitydata,whichcanbeeasilymonitored

andmaintainedtohighstandards.

RegulationsbeyondtheFinancialServicesindustry

arealsopayingmoreattentiontoEDIthanever

before.Diversityreportingisexpandingtoinclude

awiderrangeoffactorsbeyondgender,withsome

organisationsadaptingtheirdatacaptureandanalysis

toalignwithglobalpracticesandstandards.Thegraph

belowhighlightsanumberofthesekeydirectivesand

regulation,bothincomingandcurrent.

UKgenderpaygap

reporting

Internationalsustainabilityreporting

frameworks(CSRD,ISSBandSEC)

Genderspeci?c

TheFTSEWomen

LeadersReview

EUpaytransparencydirective

Includingbroader

diversity

FCAlistingrulesondiversity

representationonBoardsandExCo

Investorguidance

UKethnicityanddisability

TheParker

paygapreporting

Review

Voluntaryglobal

sustainabilitydisclosures

DE&Ireportingstandards/

bestpracticeframeworks

FCAandPRAdiversityand

inclusionregulation

Key:MandatoryVoluntarySectorspeci?cAnticipated

Source:PwC

6

DIVERSITYDATAGUIDE

Keyexamplesinclude:

?TheCorporateSustainabilityReportingDirective

requiresabroaderrangeofdisclosuresregarding

diversity.Beyondgender,thelegislationalsoincludes

disclosurerequirementsonthepercentagesof

employeeswithdisabilities.Subjecttomateriality

assessments,theserequirementsmayresultin

organisationsneedingtocollectand/orimprovetheir

disclosureratesfordisabilitydata.Theseregulations

willaffectmanycompaniesacrosstheworlddueto

thebroadscopeofthelegislationandgroupreporting

requirements.

?TheEUPayTransparencyDirectivewillrequire

organisationswithanyworkersinEUmemberstates

toimplementaseriesofmeasurestoensurepay

transparency.Theseincludeexternalgenderpaygap

reporting,internalequalpayassessments,employees

havingtheabilitytorequestinformationonindividual

paylevel,prospectiveemployeesbeingableto

requestpayinformationandadditionaldisclosureson

compensationstrategy.TheoverallaimoftheEUPay

TransparencyDirectiveistoincreasetransparency

acrosstheEU.

?TheParkerReviewaskinglistedandlargeprivate

companiestosettargetsfortheproportionoftheir

seniormanagementwhoarefromanethnicminority

background

Tocomplywiththeseproposedregulations,?rmsmay

needtobroadenthecollectionoftheirdiversitydata,

whilealsoensuringthattheyhavesuf?cientresponse

ratestocarryoutmeaningfulanalysisanddisclosures.

Theywillthenneedtobeequippedtoanalysethis

data-inordertodetermineactions,setstrategiesand

buildmeaningfulnarrativestosupportanydisclosures.

Manyorganisationsaregoingbeyondthesemandatory

oranticipatedrequirements,andaremakingadditional

voluntarydisclosuresonrepresentation,paygapsand

EDItargets.

?TheLabourgovernmenthaveindictedthattheywill

introducemandatoryethnicityanddisabilitypay

reportingforlarger?rms,alongsiderequirements

todevelop,publishandimplementactionplansto

closegenderpaygaps.Whiledetailsandtimingsof

thishavenotbeenprovided,nowthatLabourhave

formedagovernment,?rmsshouldanticipatefuture

regulationhere.Thismayrequireorganisations

tostartcollectingand/orimprovetheir

disclosureratesfordataonethnicityanddisability.

7

THEINVESTMENTASSOCIATION

SECTION1:IMPROVING

THEQUALITYOFYOURDATA

Thevoluntarynatureofdiversity

datacollectioncanmeanthatthe

proportionofemployeeswhohave

sharedtheirdiversitydatamaybe

relativelylow.Thismeansthatthere

maybegapsinthedata,making

analysis,year-on-yearcomparisons

andstrategydevelopmentmore

challenging.

TheIA’s2023industry-wideEDIDataSurveyidenti?ed

thetoptwochallengesincollectingemployeedataas

concernsarounddataprivacy,andlackofengagement.

Alongsidethis,speci?cpersonalattributesoften

havelowerresponserates.Thiscanbeattributedto

unfamiliaritywithrequestsforpersonaldatabeyond

thetraditionalcategoriesofageandgender,discomfort

withsharingpersonalinformationinaworkcontext,

anduncertaintyabouthowpersonaldatawillbeused.

Characteristicshistoricallycollectedduringhiringand

onboardingprocessestypicallyhavehigherratesof

personaldisclosure.

Tounderstandwhatmightbedrivinglowresponse

rates,itisadvisabletobeginwithananalysisofthe

datayoualreadyhave.Forexample,ifahighproportion

ofpeoplechoose‘prefernottosay’,thislikelyindicates

alackoftrustwhensharingpersonalinformation.

Whereas,ifemployeeshavenotloggedintothe

systemtoentertheirdata,itmayindicatealackof

engagement.Itwouldbehelpfultogatherfeedback

fromemployees,suchasviafocusgroups,tobetter

understandanyconcernsorhurdlestheymighthave

aroundprovidingdata.

Anongoingchallengeofdiversitydatacollectionis

establishingbothengagementandtrustwithinthe

workforcetoencouragethemtosharethisdata.

CHART1:TOPCHALLENGESINCOLLECTINGDIVERSITYDATAFROMINDIVIDUALEMPLOYEES

Concernsoverdataprivacy76%

47%Apathy

Concernsoverreprisalordiscrimination38%

Timeconstraints31%

LackofemployeesupportforachievingEDIobjectives22%

Wedonotfaceanychallenges/barriersincollecting

diversitydatafromemployees

13%

33%Other

TheIA’s2023industry-wideEDISurveyidenti?edthetoptwochallengesin

collectingemployeedataasconcernsarounddataprivacyandapathy.

Source:TheIA2023industrywideEDISurvey

8

DIVERSITYDATAGUIDE

CHART2:RESPONSERATESACROSSATTRIBUTESFORFIRMSCOLLECTINGTHEDATA

Age

94%2%4%

Gender

84%12%2%2%

Ethnicity

52%34%9%2%2%

Caringresponsibilities

31%46%15%8%

Religion/belief

27%50%9%14%

Disability

26%29%21%6%

18%

Sexualorientation

18%48%3%6%

24%

Neurodiversity

23%15%15%15%31%

Socio-economicbackground

29%19%10%14%29%

100%-80%80%-50%50%-20%20%-0%Notsure/Don'tknow

For?rmscollectingdiversitydata,thereisgenerallyapositivecorrelationbetweentheoveralldata

collectionratesandresponserates.Thehighestcollectionratesaretypicallyseenforcharacteristics

historicallygatheredduringhiringandonboardingprocesses.

Source:TheIA2023industrywideEDISurvey

IMPROVINGENGAGEMENT

Wheretherearelowresponseratestodiversitydata

collectionefforts,anissuemaybelowengagement

levelswithparticipants.Thiscouldbedrivenbyalack

ofclearfeedbackandresults,oremployeesbelieving

thattherequestisnotapplicableorrelevanttothem.

Techniquestoaddressthisinclude:

?Demonstratingrelevancetotheindividual:

Communicatingthecompany’sEDIaimsplaces

itattheheartofthebroaderbusinessstrategy

andincreasesemployeeengagement.Targeted

communicationcanimprovethisbypositively

engagingwithemployeesonwhytheirdataisneeded

andhowitwillinformactionsandoutcomes.Work

withmanagementtobuildengagementinareaswith

lowerresponserates,andleverageemployeenetwork

groupswhereavailabletoincreaseengagementwith

speci?cgroups.

?Combattingsurveyfatigueandapathy:Connecting

yourHRsystemsandsurveyscanhelptoensurethat

employeesarenotrepeatedlyaskedtoprovidethe

sameinformation.Itcanbehelpfultoaskemployees

toprovidediversitydataattimeswhentheymight

alreadybeengagedinsharinginformation,for

example,asanewjoinerorwhencompletingannual

trainingactivities.

?Makeitsimpleandaccessible:Thetechnology

usedshouldbesmoothandsimpletouse,easily

accessiblefromarangeofdevices,andclearlyset

out.Linkstotherelevantportalshouldbeeasyto?nd

andrepeatedlyreferencedwithincommunications,

alongsidestep-by-stepguidanceandclearly

signpostedforms.

9

THEINVESTMENTASSOCIATION

BUILDINGTRUST

Tobuildhighresponseratesofaccuratedata,itis

crucialtobetransparentaboutwhyyou’recollecting

thisdata,andhowyouintendtouseit.Potentialways

toaddressthisinclude:

?Creatingengagementcampaigns:Driving

engagementviacampaignscanhelptobuild

enthusiasmandawareness.Internalmarketingtools

suchasscreensavers,onlinepromptsand‘count

mein’programmescanbeutilised.Engagingkey

employeestobecomeambassadorsfordiversity

datacollectioncanenableabridgebetweensenior

leadershipandemployees,providingtheworkforce

withavoice.Thisaccessibilitytothewiderworkforce

promotesamorecollaborativeapproachindriving

theseinitiativesforchange,whichcanimpact

diversitydisclosurerates.

?Leadingbyexample:Seniorstakeholders

communicatingwiththewiderworkforce,

explainingthepurposeofdiversitydatacollection,

canoftenincreaseengagementwithemployees.

Bysettingapositivetonefromthetopand

enhancingtransparencyoftheEDIagendaand

itsoutcomes,itcanbuildtrust.Havingsenior

leadershipcommunicatingthisstrategysignalsyour

organisation’sintentandcommitmentinternallyand

externally.Thisapproachshouldbecascadeddown

toteamleaderlevel,ascommunicationfromawell-

knownleaderisusuallymostimpactful.Oftenthis

canbedonethroughavarietyofwaysincludingemail

communications,videomessagesandQ&Asessions.

Similarly,regulardiscussionsofdatacollection

atteammeetingsortownhallsareagoodwayfor

leaderstodemonstratetheirfocusandcommitment

tothisexercise.

CASESTUDY:‘COUNTMEIN’DAY

“Wehelda‘CountMeIn’daylastyearacross

of?cesindifferentregions,butthiscanbe

doneevenifyouhaveasmallof?ce.Weplaced

astandinourlobbywherepeoplewerecoming

throughandaskedthemtosharetheirdata.It

hadamaterialimpactonournumbers.Justby

talkingandengagingpeople’ssentimentasit

relatestotrustandlettingthemknowwhatwe

wereplanningtodowiththedataseemedto

seemtowork.”

10

DIVERSITYDATAGUIDE

?Howdatawillbeprocessedandprotected:

Provideclearinformationaroundhowthedata

canandcannotbeused,whocanseeit,security

measuresinplace,andhowitwillbetreated–

referencinganykeypoliciessuchasGDPR.Ifdatais

collectedviaaHRsystem,remindemployeesthatthey

canremovetheirdatafromthesystematanytime.

?Howthedataisused:Communicatehowthedata

willbeusedaspartofthebroaderstrategy,setting

outthenextstepsandtiming.Betransparentwith

your?ndingstodemonstratethisfollowthrough

andfurtherbuildtrust.Bylinkingthedatatoactions

aroundthebroaderpeoplestrategyandinclusion

efforts,employeescanseethatthedataisbeing

usedtosupportanddevelopthecompanyand

cultureasawhole.

Asdiversitydataisalmostalwayscollectedona

voluntarybasis,tobesuccessfulitisvitaltohave

aclearengagementplan.Gettinggoodresponse

ratescanbechallengingandsobuildingaclear

communicationsstrategyfromthestartwillbecritical

tosuccess.Identifyyourkeymessages,channelsand

stakeholdersandhowthesecanbeadaptedtoreach

differentemployeegroups.Establishingtrustiskeyto

drivinghigherresponseratesofaccuratedata.Inorder

toachievethis,itiscrucialtobetransparentaboutwhy

you’recollectingthisdata,andhowyouintendtouseit.

STAKEHOLDERSTOINVOLVE

Leadership–Boardlevelbuy-iniscrucial,as

itactsasaninternalandexternalsignalof

yourorganisation’sintentandcommitment.

Involvingseniormanagementin?rmwide

communicationscanhaveapositiveimpact

onemployeedisclosureasitdemonstrates

howthebusinessisprioritisingthecampaign.

Leadershipcanalsoensuretheactivityis

prioritised,resourcesareallocatedandinternal

challengesareovercome.

HR–HRhaveakeyroletoplayinbuilding

theinternalbusinesscase,ensuringthedata

collectioncampaignalignswithexistingEDI

initiatives,stakeholderengagementand

analysingandreportingonthedataasitis

collected.

HRSystems/InformationTechnology–Some

organisationswillhaveinternalteamswhocan

helpwithcon?gurationofthesystemtocollect

data,whilstotherorganisationsmayneedto

liaisewiththeirITdepartmentoruseexternal

advisorstosupportthisprocess.

Legal,dataprotectionandcompliance–

Consultinternallegalprofessionals,data

protectionexpertsorexternallawyerstoensure

compliancewithrelevantdataprotectionand

employmentlegislation.Inaddition,involving

complianceteamstoensurealignmentwith

evolvingregulatoryrequirementscanassistin

compliance.

Forfurtherdetailonstakeholderstoinvolve,pleaseseemoreinformationhere.

11

THEINVESTMENTASSOCIATION

SECTION2:DEVELOPINGSTRATEGIES,INTERVENTIONSANDTARGETS

Regulatoryframeworksandmarket

practicesareevolving,expandingtheir

focusfromBoarddiversitytodeeper

withinorganisations.TheFCAandPRA

regulatoryproposalsmayrequirearange

ofdiversitydemographicstobecollected

throughouttheorganisation;theWomen

inFinancechartercallsfor?rmstoset

gendertargetsforseniormanagement;

similarly,theParkerReviewasks?rms

tosetethnicitytargetsforsenior

management.

Settingeffectivetargetsoftenrequiresadata-driven

analysistounderstandthedemographiccomposition

ofyour?rmandidentifyanyfactorsthatmay

contributetorepresentationgaps,iftheyexist.This

analysishelpsassesshowtargetedinterventionsand

policiescanpotentiallyimproveequityinopportunity,

therebyadvancingrepresentationwithinthe

organisation.PwC’smethodologyanalysesboththe

employeelifecycle,aswellastheemployeeexperience

viainclusionandcultureanalytics.Thesecanbe

usedtohelpunderstandwhatisgoingonwithinthe

organisationandwhy,enablingthedevelopmentof

data-ledstrategiesandtargets.

EMPLOYEELIFECYCLEANALYSIS

Companiesshould?rstunderstandthecurrentpositionand,ideally,historicemployeemovements,ifthatdatais

available.Bylookingatrecruitment,attritionandpromotionratesaccordingtodiversitydemographics,youcan

identifytrendsandpotentialareasforimprovement.Organisationscandevelophypothesesaroundwhatmight

bedrivinganygaps,whichcanbetestedusinginclusionandcultureanalytics.

Joining

Analysiscanbe

undertakentoin?uence

talentmanagementand

successionplanningwith

adiversitylens,identifying

thenextgenerationof

leadersandusingdiversity

datatoensurethatpeople

fromallbackgroundsare

abletosucceed.

02

Leaving

01

Progressing

Youcanlookatthediversity

ofyourjoinerstodeterminehow

youarerecruitinginthecontext

ofyourtalentpoolandgeography.

Additionally,youcananalyse

diversityateachstageofthe

recruitmentcycletodetermine

anybiaseswithinyour

recruitmentprocesses.

03

It’simportanttoanalyse

diversityinyourleavers,taking

noteofgrades,departments

etc.astherateatwhichyour

peopleleavecansigni?cantly

impactthediversityofyour

workforce,andhigherattrition

ratesforcertainpopulations

canalsobeanindicatorof

systemiccultureproblems.

12

DIVERSITYDATAGUIDE

INCLUSIONANDCULTUREANALYTICS

Conductingadditionalqualitativeresearch

throughmethodssuchasemployeeinclusion

surveys,exitinterviews,andfocusgroups,

providesanopportunitytogaindeeper

insightsintoyourworkforce.Forexample,

someemployeesmayexperiencealackof

inclusionwithintheworkforcewhichcan

leadtoincreasedattritionrates.Asaresult,

targetedprogrammescanbedevelopedto

increasefeelingsofinclusion.Onceyouhave

identi?edkeydriversin?uencinginclusion

andprogressionwithinyourorganisation,you

canbegintodeveloptailoredinterventionsto

addresstheseissues.

DETERMININGSTRATEGIES

ANDINTERVENTIONS

Theriskofpursuingdiverseemployeerepresentation

withoutcarefulplanningtoaddressunderlyingfactors

contributingtorepresentationgapsisthatitcanlead

companiestoprioritise‘quick?xes’oversustainable,

long-termstrategies.Themostimpactfulinterventions

focusoncreatinganinclusiveenvironmentwhere

alltalentcanthrive,ratherthansolelyaddressing

representationgapsthroughrecruitment,without

makingthenecessarychangestotheenvironmentand

process.Where?rmsdonothaveaninclusiveculture,

attritionofemployeesfromminoritydemographicscan

beparticularlyhigh,counteractingrecruitmentefforts.

Dataplaysacrucialroleinhelpingcompaniesto

developanevidenced-basedEDIstrategy,retaining

acommerciallenstofocusonthemostcriticaland

impactfulinterventions.AstheEDIstrategymatures,

datacanbeusedtocontinuetotesttheoutcomes

oftheseinitiativesandfurtherre?nethestrategy,

alongsidequalitativeanalysis.

HOWTOSETDIVERSITYTARGETS

Identifyingbarriershelpsorganisationscreate,

understandandmonitoreffectivetargetstodrive

change,usingtheirexistingdatatoguideandinform.

Withoutthis,organisationsoften?ndtheirtargetsare

eitherunrealisticorlackaspirational.Thiscanthen

leadtoinactionorthewrongactionsbeingtakentotry

andsolvetheoutcomeratherthantherootcause.

13

THEINVESTMENTASSOCIATION

Internalmetrics

?Historicaltalent?ows

?Dataandworkforceplanning

?Crossdepartmentalcomparisons

?Otherrelevantareas

TargetSettingbasedonagreed

interventions

Current

workforce

representation

Externallabourmarket

insights

?Nationalstatistics

Recruitment

Improving

diversityin

recruitment

e.g.debiasing

recruitment

process,

broadening

recruitment

channelsand

collaborating

withrecruiters

Progression

Aimingfor

greater

proportionality

ofpromotions

bymitigating

biasesin

promotionand

performance

management

processes

Attrition

Improving

retentionand

reducinggaps

inattrition

throughafocus

onculture,

inclusion

andthe

employeevalue

proposition

Future

workforce

representation

?Universitygraduate?gures

?Datafromindustrybodies

?Benchmarksfromotherorganisations

Source:PwC

PwC’stargetsettingmethodology,showninthe

diagramabove,buildsontheemployeelifecycle

analysisbymodellingforwardhowrepresentation

willchangeoverthenext3-5years,ifhistoric?ow

ratesaremaintained.Thiscreatesabaselinescenario,

uponwhichfurtherscenarioscanbebuiltbyadjusting

the‘levers’ofrecruitment,promotionandattrition.

Forexample,iffemalepromotionratesarerelatively

lowatsomelevels,agoalcouldbetoreviewthecauses

ofthisanddevelopinterventionstoensuregreater

equityinthepromotionprocess.

Externalperspectivesfromindustrydataand

benchmarkssuchastheIA’sEDIDataSurveyare

helpful.Lookingatexternalmetricsbasedonlocation,

industryandquali?cationcanbeahelpfulinput