One of the striking findings in my research was that there was a mismatch between the answers from the ‘digital leaders’ and the answers from the ‘HR professionals’. Everyone thought there definately were risks, but the HR professional thought there were none. If this is true more widely it would go some way to explain why HR professionals are surprised not to be able to get senior managers involved in championing issues. They have not considered the risks to us in doing so.
“In order to further understand the factors which may act as contextual cues for digital leaders in their decisions to champion equality and diversity in the workplace participants were asked to what extent they feel there may be associated risks for those who do take on champion roles. In the interviews participants were making sense of their context and reflecting on how they have seen what has happened in their own experience and those around them.
‘Critical sense making’ describes the ways in which individuals make sense of their own local environments while acknowledging power relations in the broader societal context (Mills, 2010). Part of sense-making is judging the level of risk which might follow specific course of action in your context (Weick, 1995).
Individuals make judgements to appraise threats and risks as part of their own decision making. These judgments are based on perceived or real risks and these risks are plausible because they resonate closely with one’s own experience, or the known experience of others nearby. In their previous answers respondents had clearly identified a range of business drivers which exist in their organisations. They had also identified a number of cultural and organisational elements, which they understood as creating a climate in which equality, and diversity was supported by organisational policy.
Participants all appeared to agree with a general perception that equality and diversity issues were larger than the individual, and understood the role of workplace culture in which dignity, respect and fair pay is valued. Given these findings it might be expected that they would perceive championing these issues as relatively low risk.
All respondents but one however, were adamant there were associated risks for some people in getting involved with equality and diversity issues in the workplace. The response that there was no perceived risk, or that there should be no risk, came from the interviewee who is the senior HR professional. This mis-match in expectation was analysed further and respondents answers were analysed to identify themes around risk. These include: risks to oneself (personal risks of image, reputation, how one might be perceived by others personally), professional risks (how one might risk or lose effectiveness in a professional role), risks to the business, and risks to the wider endeavour of equality itself. The prominence of the discussion of risk in the data makes it worth discussing these findings in detail.”
I have continued to test this finding informally with further groups. I have been lucky to be able to get gigs doing CPD workshops and conference workshops in February and March.
The first one I did was for senior IT professionals in FE and HE. I asked the question ‘Do you think there are risks associated for some people in championing equality and diversity issues in the workplace’? I asked for responses in chat : Yes, no, maybe, not sure, some ….. etc
Not everyone chose to answer obviously, but
Yes: Maybe was 3:1 No noes.
I asked the same question again in a session at the Advance HE conference. The session was recorded so I plan to look at the chat if it was recorded too, but this was a group of HR professionals and I saw at least one ‘No, not any more’
In completing a reflective portfolio for my doctorate i have had to demonstrate the link between the theory I have read, the study I have done and my ongoing professional role in a rapidly changing, but under-researched area. Theory and practice are definitely intertwined for me as everything I have done has fed directly back into my practice and I have brought my experience of practice over many years to the analysis I have done. This record of my journey as a scholarly practitioner has given me insights and helped me to learn from my experience. My own reflexivity and commitment to a feminist research ethic form a key part of my justification of the level that has been reached in my doctorate.
Doing the work has had impact on my ongoing practice in several ways. It has provided a framework and structure for me to engage with some thinking I needed to be doing in my own role to combine digital leadership and diversity leadership. One of the findings in my data was that digital leaders have very little ‘bandwidth’ available to engage with EDI issues in any nuanced way, over and above their day jobs. This would have been equally true for me had I not set aside this time to engage with the research. My practice is undoubtedly now more research informed, and I hope better as a result.
Doing an up to date literature review has also given me the confidence and credibility to talk about EDI issues in professional fora. Previously I would have been drawing only on my own experience and opinions whereas now I am able to reference more published evidence which is academically credible rather than the management consultancy reports from Gartner, PWC etc. which flood my inbox. Engaging with feminist research philosophy has helped me to think about what the elements of feminist practice can be, and has served to make me more able to engage with my academic colleagues who write about being a feminist manager.
One of the recurring themes which appeared in the literature I was reading was the importance of data driven decision-making in organisations. In my professional role I continue to engage surveys and gather data about university IT staff experiences. I have a data researcher who works with me. In the period we have done 2 large surveys; one on workplace experiences of EDI and another on EDI elements of working from home during Covid lockdown. These surveys provide data which will be the basis of management decision making in my organisation as we move forward. While these new surveys ensure that I will continue to present, contribute to and practice leadership in digital and diversity leadership. I will disseminate those findings to the sector, applying what I have learned from my time as a research student in years to come.
When I began my thesis there was relatively little published research looking at the experiences of managers in professional groups in higher education and even fewer looking specifically at university IT departments. In the course of the 3 years there is now a bit more published research about professional staff including a 2018 book which explores a range of aspects of working in universities but still very little about the group of which I am part – those with specific digital leadership roles, or my specific area of investigation – managers’ experiences of equality, diversity and inclusion. It is precisely in this area that this study has attempted to fill an important lacuna in practitioner research. The other researchers working in this area have similarly highlighted that this area is a gap, and this serves to make my study even more timely, relevant and of interest to the sector.
In their 2018 book ‘Professional and Support Staff in Higher Education’ the authors note the absence of input from any digital, HR or IT professionals and suggest that there is more work to be done in integrating the contribution of these groups to leadership and to scholarship.
“we (as contributors, colleagues, and more broadly as institutions) must take some deliberate steps to promote greater inclusion amongst authors contributing to research regarding professional and support staff, especially those who do not currently see themselves as part of the scholarly conversation. Professional and support staff within higher education are diverse, their roles multifaceted, and their contribution and experiences under-examined.”(Bossu, Brown, & Warren, 2018, p. 460)
The findings of this study may also be of particular interest or usefulness to practitioners and researchers working in universities who are interested in understanding how colleagues in professional roles relate to their larger organisation when they think about leadership of equality, diversity and inclusion.
Directors have now agreed that this work should continue. Which is full credit to many ISG colleagues who have been involved and given their time to supporting this work and organising events. I was very lucky to have a student intern (Dominique) working with me over several years and now to have an Equality and Data officer (Lilinaz) for the next two years. This has given us the resource and time to really engage with our research. We have carried out 2 E&D surveys in ISG. One in 2015 and one in 2019. Both surveys led directly to recommendations for action.
You can read a report of the 2019 survey findings:
Recommendations for EDI development in ISG for the next 2-5 years are drawn from staff feedback gathered from workshop participants, research literature and from interpretations of data gathered from ISG staff.
Here are some of the things we aim to do:
Quick top ten:
Continue PlayFair Steps EDI initiatives which address the interpersonal aspects of intergroup relations, tacking issues of stereotyping, prejudice and discrimination.
Combine data informed decision-making with qualitative and social science informed research to ensure that we make the best decisions for ISG.
Seek and listen to the opinions and experiences of the minority groups in our organisation such as black and ethnic minority colleagues to better understand their experiences which may be hidden by statistical analysis grouping of data.
Collect and analyse the data relating to EDI practices in ISG so we can track differences in career progression, pay, and promotions.
Understand and address the gender and race pay gaps in ISG where they exist.
Address the inequality that women and ethnic minority colleagues in ISG are more likely to be in low-paid, part-time and fixed-term roles.
Proactively attempt to attract and retain a staff to reflect the diversity of the university. If that is not possible, we should at least aim to reflect the demographics of the region in which we live.
Identify, support and reward the c40 staff who are developing as leaders in EDI, reflecting the value of this area of leadership in the organisation.
Continue to engage directly with communities to show commitment to improving the lot of historically disadvantaged groups. Whether that be ‘women in tech’, disabled people or other minority groups.
Monitor EDI impact of all our post-COVID19 recovery work with the knowledge that economic recovery is unlikely to be evenly spread.
Market and promote sessions to encourage those who would not normally attend. Each session should clearly explain why it is taking place and what the benefits of attending are.
Provide context for EDI practices in addition to providing a snapshot of ISG as a workplace that can be presented to staff members. It serves to fill in a knowledge gap for staff members in why attending EDI sessions are recommended.
Help staff to connect the importance of having a good understanding of EDI to their roles and success as leaders and team managers.
Help staff to connect the importance of having a good understanding of EDI to their roles and success as service providers.
Develop case studies of teams, projects or services where ISG seems to benefit from ‘diversity advantage’.
Do further research into the value of identity group networks and ‘allies’ in ISG.
Make time to attend
Managers should ensure that they make it possible for colleagues to attend EDI sessions.
Attend to Recruitment
Collect data on student employees, as anecdotal evidence suggests a more diverse group of students take up these positions, increasing the diversity within ISG. Knowing more about this demographic could inform hiring practices and the future of student employment within ISG (e.g. designing permanent roles that would follow internships).
Develop teams and leadership
Ensure that the growing group of ISG staff in the 16-24 age group are supported to develop, and that all managers are aware of the EDI issues inherent in cross-generational team working.
Encourage sharing of practice between directorates to address how staff participation in EDI activities can be supported and encouraged by managers.
There is a risk that when we change things at speed some of the gains we have made previously get lost, reversed or return to ‘business as usual’. Business as usual was not particularly equal, diverse or inclusive at the best of times. This could be an opportunity to establish a new normal which would impact a lot of people.
The protected characteristics under the Equality Act are: · Age · Disability · race (including ethnicity and nationality) · religion or belief · sex · sexual orientation · gender reassignment · pregnancy and maternity · marriage or civil partnership.
There are likely to be particular issues for how we support both students and staff with protected characteristics when we move to new modes for large numbers of students.
By way of example, issues to consider might include:
Students with physical disabilities may be unable to take part at all in on campus activities due to health risks from covid19 and have to access all services and carry out all transactions remotely
Designing one way systems and new routes through the campus is going to involve using a bunch more doors, which may not be fully accessible.
Students with mental health issues may need more support if their conditions are exacerbated by social distancing / lockdown / covid19 worries
BAME students and staff, and older students and staff, may need greater protection or targeted advice as BAME and older people appear to be higher risk groups
Students and staff may be subject to harassment or abuse during the covid19 pandemic as a result of their faith or ethnicity
The nature and responses to harassment, bullying and abuse online is different from face to face and is particularly experienced by women, BAME, disabled, LGBT+ staff and students
Staff and students with young children may be unable to work on campus at all or may only be able to do for limited periods, due to childcare obligations
Caring, pastoral support and mental health support work, traditionally has been done disproportionately by women.
Students working from home in countries with restrictive regimes may experience online environments differently than those not.
Students living areas of social deprivation or low connectivity may have limited or different access to technology.
Students with disabilities are easily excluded for accessing learning if care is not taken to ensure that learning materials and activities are accessible.
Staff with disabilities are easily excluded for accessing online meetings and events if care is not taken to ensure that closed captions and text chat are accessible.
The images, reading lists, case studies and examples used in the curriculum may not be chosen with care to represent the diverse student body.
We are delighted to win the Scottish HR Network Magazine Attraction & Resourcing Award of the Year 2019
The University of Edinburgh is committed to providing employment opportunities for Edinburgh students. The student workers in our organisation transform the culture, bring new viewpoints and diversity to our teams and provide unique student perspectives on our services to help us improve. Increasing the number of students who work in our organisation is part of our strategic ambitions and a vital part of enabling the University effectively to meet future challenges.
For the last 4 years we have had specific programmes in place to recruit and support students into our data, digital and IT jobs as interns over the summer and as part time workers throughout the year. Students work in our organisation in a wide range of roles including: as web developers, IT trainers, media producers, project support officers, help desk staff, graphic designers, AV fit-out technicians, data analysts and learning technologists. We aim to develop a strong and vibrant community of young staff who are supported, valued, developed and engaged.
Students are also the main consumers of our services. By employing them to work on projects that affect them we benefit from a rich source of productivity and innovation to help shape and improve these services.
The work on this initiative is ongoing and growing. Team managers are finding opportunities to attract and work with students across more and more projects. They say:
“It started with a single summer internship analysing some data from our MOOC courses. Since then we’ve had summer interns developing media migration tools, capturing case studies on how media is used, assessing chat bots and where they could fit into our work, and helping with the roll out of lecture recording. This year we also had a team of around 30 students working with us over the start of term to support lecture recording use in large teaching spaces.”
“Personally I loved the experience of working with students again, and in a brand new area of IT support. I find their enthusiasm for the role and energy is infectious and I’m always looking for ways to challenge them and help them grow in the role”’
The work we have done at Edinburgh University is easily transferable to other institutions and there is a sector imperative now to build and grow talent in organisations. The competition for new graduates is fierce and the investment in students now yields return for the future. Students bring a new diversity to our workforce and contribute to a change in workplace culture enhancing our ways of working across intergenerational teams.
Our CIO has set a target within the Strategic Plan to employ at least 500 students over the course of each academic year.
Evidence of a particular recruitment project that has impacted positively on the organisation including evidence of the planning, delivery, evaluation and return on investment
University of Edinburgh HR colleagues have planned and delivered more than 300 employment opportunities so far this year as part of this project. Because we are responsible for all the digital services across libraries, IT, learning technologies and study spaces in the university we are in a perfect position to offer flexible, 21st Century skills employment to our students.
The impact on our organisation can be seen several ways:
The experience we are gaining in developing our scheme in response to feedback from our student workers has led to improvement in practice. We have a staff network for interns and managers to share experiences and learning.
Our projects and services improve as a result of the skills, creativity, input and ideas brought by the students.
Our understanding of our users is improved by the perspective that our students bring to the workplace. Their outside perspective is useful in terms of challenging and broadening our thinking.
Our student workers are now a growing group of ‘Alumni’ who have worked with us and may promote or choose our organisation in the future.
Some of our student workers are now returners who return to work with us each year in different roles.
Demonstrate the positive outcomes in planning for future skills and abilities being assessed and delivered
Positive outcomes can be seen in the work being done to generate a sustainable pipeline of talent. Giving individuals the platform they need to excel is critical to our long-term success and also helps us make a vital contribution to our community. Providing work experience and supporting employability empowers our students, which we hope we may benefit from in the future.
We support a positive employment experience for our student workers and encourage them to create LinkedIn profiles to evidence their skills and to engage with their peers through promotional videos and blogging about their work experience. Every student who works with us should leave able to describe an experience of working in a professional environment, on a meaningful project, with real responsibilities, and have a good non-academic referee to add to their CV.
Students can also complete an ‘Edinburgh Award’ – a wrap-around reflective learning framework that helps students to articulate their work experience. We can measure the impact of our student employment initiatives through the ways in which the students reflect on the value of their experience.
The cohort have also become a loyal group of workers who identify us as their employer of choice.
Evidence that the recruitment & selection process contributes to overall effectiveness of the talent strategy
The University is one of the largest local employers, covering multiple sectors and job roles. The University of Edinburgh has a Youth and Student Employment Strategy 2017–2021, which presents our whole-institution approach to employability skills.
The University is committed to long-term goals in creating, promoting and delivering opportunities that enhance the employability of our students. The University recognises the shortage of highly skilled data, digital and IT workers and is therefore safeguarding for the future and building a sustainable talent pipeline, which addresses current and future skills requirements. In addition, this gives our students the platform they need to excel, which is critical to our long-term success, our competitive advantage and also helps us make a vital contribution to our community. This is particularly important for sectors with national skills shortages such as science, technology, engineering and mathematics (STEM) and this is an opportunity to ‘grow our own’ in these areas.
The National Student Survey (NSS) and Edinburgh Student Experience Survey (ESES) results have highlighted areas for improvement in recent years. Developing more student employment opportunities is one way to improve the student experience and expands the employment prospects of our graduates.
Evidence of the organisations commitment to diversity and assessment of skills to ensure organisation performance and culture fit
Universities are well placed to employ students in flexible ways, but often we assume that these will be in fairly low skill jobs in our shops, bars and residences. In exploring digital, library and IT opportunities we have opened up a variety of roles and reaped the benefit of a vibrant new group of staff with new ideas for our organisation. Our students are amongst the best and brightest in the world. We are lucky to have a pool of such talent and creativity available to us.
As an employer within a university we are afforded unique opportunities to engage our student body, including delivering learning technologies used in curriculum, improving their study spaces and access to research.
Students are sensitive to image and want to work for organisations that wear their ‘inclusivity-heart’ on their sleeve, so we have promoted a cultures of equality and diversity, as part of our change agenda, to ensure that our reps on campus reflect these values.
By empowering our students they become champions and ambassadors for our work, which brings business benefits as we strive to roll-out new technologies and the cultural changes associated with these different ways of working.
Evidence of effective interview techniques and the role of induction offered to new employees
To identify and attract the best candidates and provide a positive experience for both interviewers and interviewees, ISG supports and promotes best practice in our recruitment processes. We think about how we can:
Be targeted: writing tailored questions for different audiences is time-consuming, but really effective.
Be distinctive: with so many opportunities out there, be clear about what makes your organisation different.
Be aware: of your own non-verbal communication and unconscious bias.
We want each student to get the most out of their employment experience with us, so as part of our induction process, we have collaborated with our Careers Service and HR colleagues to create a ‘digital student guidebook’.
To help line managers and staff support these groups, we’ve developed ISG ‘student experience’ resources, as well as collated a list of useful tools and platforms to enhance professional development and support students balancing employment alongside their studies.
In addition, we run ‘career insight’ sessions, to get staff talking about their career/role (what a typical ‘day in the life of’ looks like, how they got here etc.) with the objective that it will provide new employees with an understanding of the diverse range of careers available and create a space for them to ask questions.
Racial and ethnic diversity is a challenge for the Scottish HE IT sector. In Scotland in 2017 95.6 percent of the population identified as white. The next highest ethnic group was Asians with 2.6 percent.
‘Getting race equality right in the UK is worth £24bn per year to the UK economy -1.3%of GDP. Employers with more diverse teams also have 35% better financial results.There are persistent unemployment rate gaps, with some ethnic minority groups experiencing employment rates which are twice as high as their white counterparts. In 2016/1only 1.7%of Modern Apprentices in Scotland identified as BME’
In ISG we take an intersectional approach to addressing the multiple factors, gender, race, religion, class, sexuality, and disabilities which shape the experience of our staff. Ethnicity is also a complex category. I had to google ‘do Jews count as minority ethnic?’ and there’s a whole discipline around collecting data.
Here are some of the things we have done:
We have employed an intern (Dominique ) who is an expert in gender and race issues and how those combine to reinforce inequality. She has advised us on how to ensure that our gender equality initiatives also include race, age and class considerations.
In our recruitment, we have changed the language and images we use to communicate what it is like to work in ISG. We have also changed where we advertise, making more use of LinkedIn and the new Equate Scotland jobs board and the university careers service. As a result our new workers, and particularly our student interns appear to be a much more diverse group than the longer standing staff. Our interns are a pipeline to bringing new diversity into digital jobs.
We make sure that the images we use in BITs magazine and in other ISG promotional materials reflect the diversity of our staff and discourage the use of ‘stock’ images to do so. We have also changed the images we use to promote use of technology and online learning, ensuring that the images on our websites reflect the demographics we know we have in our community. We are exploring how we can make more use of positive action images collections such as JopWell
‘It is generally accepted that for public services to be effective and relevant for all communities in Scotland, the public sector workforce should reflect the community it serves. The Scottish Government is committed to ensuring that by 2025 its own workforce will reflect at every level the minority ethnic share of the population. According to the 2017 staff diversity data published in the Scottish Government’s Equality Outcomes and Mainstreaming Report, BME staff currently comprise 1.6 % of the civil service in Scotland, an increase of 0.2 % since 2013.
The position set out in the CRER report of March 2014 is that just 0.8% of staff in all Scotland’s Local Authorities are from BME backgrounds despite making up 4% of the general population in Scotland. In Glasgow City Council the proportion of the workforce from a BME background is less than 2% although the BME population is 12%.
Given that the Public Sector employs 20.7% of the workforce in Scotland, accelerating action to tackle the diversity deficit in the Scottish Public Sector and meet the Scottish Government’s equality outcomes is, I suggest, a matter of some urgency.’
People of colour make up 9.7 per cent of the total staff numbers at University of Edinburgh and suffer structural disadvantage in pay as we can see by looking at the gender pay gap.
BME staff are more likely to report a culture of bullying, racial stereotyping and microaggression (Advance HE/Fook et al, 2019; Rollock 2019). We have held staff development sessions on:
We take care not to organise all-staff events on major high days and holidays
Staff, mainly in User Services Directorate, attend cultural awareness training
We take part in projects across libraries and collections and across the sector to explore the implications of decolonialising our metadata and descriptions
We are meeting with Advance HE to explore how University of Edinburgh can be part of their race equality project:
‘Racial inequality is a significant issue in UK universities. It is evidenced by the BME attainment gap, the BME staff pay gap, and the lack of representation and promotion of BME staff . A number of UK universities have made strategic and public commitments to advancing race equality, but the sector has found consistent progress hard to come by.
Advance HE/ECU has been actively working with the sector in Scotland on race equality since 2013 to promote conversations and initiatives on race equality with universities and colleges. In 2016, the Race Equality Charter was launched, and the Scottish Race Equality Network (SREN) first met. This project aims to support a group of Scottish universities to make significant and meaningful progress in developing strategic approaches to race equality, and in particular develop effective initiatives to support the recruitment and development of Black/BME staff. Improved staff representation, whilst being a key longer term outcome itself, is also a necessary condition for significant improvement in the Black/BME attainment gap.’
There seem to be some Scotland-specific challenge, Advance HE report that:
Scottish manifestations of race inequality in HE are under-explored. Intersectionality and differences between BME ethnicities are underexplored in the national sector literature, and may be different, and/or particularly relevant to the Scottish context. Positive action is under-utilised to drive strategic and institutional change, partly due to institutional conservatism, lack of expertise and lack of leadership.
The teams in LTW’s Learning Spaces Technology spend a lot of time thinking about how best to provide high quality AV services to a diverse university community across a very mixed estate. We aim to ensure that our technology is universal and accessible to all and that the benefit we provide to the university is useful in enabling accessible and inclusive teaching.
We support 400 rooms and 30,000 hours of teaching every semester. We pride ourselves in providing high microphone quality across the University Estate, hence why we use high-tier quality Sennheiser models. We upgrade and improve our services on a rolling basis. Whenever Sennheiser produce a smaller or lighter model or a new technology solution we check it out. The current model that we provide in teaching rooms is easily worn on a lanyard ( as modelled). This makes it an ideal, gender neutral solution as it doesn’t require a belt or pockets and works fine with any neckline or dress.
It has to be said, we’ve tried out some smaller, wireless mics around the place, but the quality just wasn’t good enough for the serivce we provide for learning and teaching but you can look forward to ‘flexible beamforming‘ from Sennheiser. We’ll be trialling this in the new spaces on campus and in Edinburgh Futures Institute building when it is ready.
When talking about the lack of women in digital technology, the focus tends to be on engaging the interest of girls and supporting women to become qualified in relevant areas. Without change within the industry itself, however, the women who pursue digital technology qualifications will still not remain in or be attracted to the sector.
The ‘leaky pipeline’ is definitely a thing so we must think about ways in which we can create a more inclusive and attractive work culture where women aspire to stay. Business-wise it make sense to retain valuable, experienced staff rather than having to train new staff.
Do we know what older women in the workplace want? do we ever ask them?
When we take an intersectional approach to recognising that people’s identities and social positions at work – particularly in the technology industry – are shaped by multiple and interconnected factors. We have to pay attention to how long people have been working and where they are in their careers.
We are a big recruiter, with a high turnover and a lot of innovation, so we need to attract and retain talent. We advertise placements and returnerships via Equate Scotland. We also need to explore how age and length of time in the organisation influence staff engagement.
RETAINING WOMEN IN WORK
In ISG we monitor the age profile of our staff, and because of course, we want to retain in our organisation, or in the sector as many women as we can, we invest in training and development including, personal development for women. We have a number of visible examples of Positive Action Measures which include:
Personal development programmes
We have coaching programmes and mentoring for women- we take part in the Aurora and Connections programmes and we run specific ‘Renew You’ and ‘Speak up‘ personal development programmes for women. The participants on these courses seem to find them valuable and so it seems like a good investment, but I don’t have any actual data for evaluating impact.
We have run sessions specifically about the impact that feminist mangers ( with Prof Fiona MacKay) can make and about how promotions and annual reviews work. We have data on who gets sent on leadership programmes.
Raising awareness and widening discussions
We organise events and discussion on topics which raise awareness of gender issues in the workplace such as gendered communications, inclusive language, shared parental leave and menopause. Menopause is an intersectional issue of gender, health and age and it is an important issue for managers and service teams. For many women it is experienced as a double or triple whammy, coming as it does just at the time when your children are teenagers, your parents are elderly and you have just made it back from a career break. We are figuring out how to promote a menopause -friendly workplace.
One of the first steps is to make sure everyone has access to fans to cool down. The aim is to normalise and destigmatise the use of fans- but it has to be said this is not such a great challenge as we work in one of the hottest buildings in Edinburgh!
The next step will be to gather some actual data about how many work days are lost because menopause symptoms go unreported and to think of ways to bring that number down.
We need to do more in really under-represented areas though, to think about how to involve more women in AV, VR, IoT and GIS.
Universal design in technology
There are moments in the workplace when you may suspect it has not been designed with you in mind. As a technology provider we can promote universal solutions ( such as how to wear a radio microphone pack with a dress) and disaggregate our data by gender and age where ever we can.
Recognise and rectify historical wrongs
Those of us who have been around for a while have heard the stories of historical wrongs. We can do things now to help our institutions to address some of that history , such as the degrees finally given to the Edinburgh Seven.
Professional and skills development
I have anecdotal information that middle-aged women are the group least likely to attend ( or be chosen for) new skills training in tech. We are very aware that we have a large group of women who have already chosen to work in information services, who could develop skills more specifically in data science, so we have been running ‘Developing Your Data Skills’ Programme for staff and students at University of Edinburgh this year.
The programme has been very successful and we have now had more than 130 learners on course. It wasn’t targetted exclusively at women, but we managed to attract 65 % women to participate. We have designed the course to fit with participants’ busy working lives and thought specifically about how to attract mid-career learners to upskill in this area. Since our staff live and work in Edinburgh and the region, I think this can be seen as part of the investment we are making in retraining and upskilling in data skills for the city. We have evaluated the programme and gathered feedback, so we will be able to report on the ISG KPIs.
We have pretty good flexible working arrangements and policies in ISG. It is not clear though whether they are consistently applied.
Developing male allies
We know that male allies are a big part of the success of any equality and diversity initiative. At ISG we have a Fathers Network which provides a space to discuss the experiences of the fathers in our teams who juggle work and family responsibilities. We are also working with CIPD to develop a new personal development course for men. This will focus on emotional intelligence at work and the challenges faced by men in managing workplace expectations in relation to their roles. It is important to acknowledge some important intersections, and where men can see that they also face intersections of identity which may influence the experience of other men, then that can carry over to understanding what that may be for women.
Some interesting equality and diversity activities going on in our libraries and collections:
Equality and Diversity Images Internships
The Edinburgh Centre for Research Collections (CRC) has a student internship curating images from our collections that show gender, race and diversity with a view to having these images be used for promotion of the University courses, and as part of courses where they are relevant. The successful outcomes of this have been digitisation of materials, engaging blog posts which have narratives from the collections that raise the profile of resources and narratives in the collections to support work in the area.
Following on from this £10,000 was awarded from the Innovation Fund to engage student interns to look at images and narratives of equality, diversity and community to support Students Association campaigns and encourage student engagement. This will be undertaken in the first 6 months of 2019 and is supported by the Students Association executive.
Project: Revealing and Expanding Diversity in our Library Collections
In 2017-18 Library and University Collections teams worked with Students Association to organise two collection displays in the Main Library. A display in October 2017 celebrated Black History Month and in February 2018 a display celebrated LGBT+ History Month. A small number of additional books were purchased to contribute to the LGBT+ display and to increase the range of Library resources; the LGBT+ display also linked to a display in the Library’s CRC which highlighted first editions of books, signed letters, essays and other manuscripts related to W. H. Auden and Christopher Isherwood.
The Main Library Black History Month display in October 2018 included 41 new items purchased through the project budget, and the project budget also enabled the purchase of additional display units for the Main Library and the purchase of new display units for New College Library and ECA Library. Further displays in 2018-19 are planned to support the Students Association’s four Liberation Campaigns (Black and Minority Ethnic – BME, Disabled Students, LGBT+ and Women). Students Association representatives and colleagues from across the University are involved in organising the displays, selecting resources for purchase and communicating the project to students. The displays have been popular with students, with display items being borrowed and students providing positive feedback to staff.
We ran a ‘Diversithon‘ Wikipedia editing event to celebrate diversity in science and Scottish history for the Festival of Creative Learning and LGBT+ History Month 2019.
Women’s Collections Cataloguing
The Edinburgh Centre for Research Collections have had an intern for 8 weeks cataloguing the collection of Louisa Matilda Jane Crawford, a composer from the 19th century, to raise her profile and make the collection available for dissertations and study. The Centre hopes to do more of this type of project – the archive projects team have prioritised how women are described in collections and are reviewing best practice for future cataloguing
The Libraries and University Collections (L&UC) have also been working with the Student Association’s LiberatEd project to highlight the functionality available to students to suggest new readings for their course resource lists.
In the past few years the Libraries and University Collections (L&UC) has adopted an equality strategy to balance the women artists represented in the University collections. They are actively working with the Principal to diversify the art seen in Old College. For example, of the works that have been collected since 2012, 54% are by female artists. This has included noteworthy work by significant female artists as well as works that deal with gender representation and diversity concerns.
The Contemporary Art Research Collection
The Contemporary Art Research Collection, established in 2016, is the newest art collection at the University and is the most significant area of activity in the diversification of the collection. The Collection is linked to the research of colleagues in History of Art. Their research and teaching area concerns feminism within the structures of Globalisation. This collection actively redresses the gender imbalance as well as the prevailing geographic focus on Western Europe and therefore enable us to broach new territories in terms of space, media and practice. The works acquired thus far highlight the major concerns of our times and the issues that affect women in particular – for example sex workers rights, care work and housing.
This gender and diversity bias in the Collection is perhaps highlighted most evidently within the Portrait Collection. The majority of portraits in the collection do not date from the contemporary period and therefore there is an overwhelming imbalance of representation – a recent estimate suggested that approximately 5% of artworks were by female artist or female sitter. This is no more obvious than in the display of works in historical parts of the University like Old College. On the request of the principal, over the last few months work has been carried out internally on how best to rehang Old College to better reflect both the history and diversity of the University community in our displays. This will be an ongoing, long term project.
A pop up exhibition opened in the Main University Library in November 2018, telling the story of how some of the University’s first female graduates pushed the agenda forward for equal enfranchisement in the UK. The exhibition focuses on when Chrystal Macmillan, Frances Simson and Frances Nairn took the fight to the House of Lords in November 1908. Chrystal Macmillan and Frances Simson became the first women to speak in the House of Lords. The exhibition was opened by Diva , Students Association Vice President for Education, who spoke about how inspiring the women were for students today, showing that students had fought for their rights and for equality.
New Internship for Equality, Diversity and Gender in Archive Catalogues
This project will look at the University of Edinburgh’s archive catalogues to explore the description, language and surfacing of women, cultures, communities and diverse groups in these catalogues. Many of the catalogues have been inherited over centuries of collecting, meaning that women and minority groups are often misrepresented or simply missing altogether from the catalogues. This project will require the business school students to analyse our data and explore the issues and problems, coming up with ideas to make them more diverse and inclusive using qualitative and quantities methodologies.
This year has been quite a one for my work with the PlayFair Steps. The PlayFair Steps is the name I have given to the programme of activities in University of Edinburgh Information Services Group which are designed to deliver an improved experience for all our staff by tackling equality and diversity issues in our workplace. I began this initiative in 2015 and it is part of a wider change programme across the whole of the organisation.
After 3 years we are seeing impact and progress towards our goals. We have also been successful in winning a number of awards.
When looking at equality and diversity drivers for change in organisations, there is some literature which suggests that external accountability , the impression the public have about your organisation, is a consideration that may influence senior management. So if you can show that your activities have gained external recognition, won awards or been celebrated by your peers, more investment by senior management may follow. It’s not an exact science but as employers we are all very aware that the tech industry has a bad reputation for diversity and inclusion.
Students of organisational development will be well aware of the importance of context, culture and ‘climate’ in enabling the success of workplace diversity programmes. With this in mind I worked with my teams to write applications for various employer awards last year in the hope that we would be nominated and shortlisted.
Winning this award in the HE sector boosted my confidence to try for 2 more awards in the wider tech sector. Alongside rapid growth a new and urgent interest in diversity can be seen by the appearance of industry awards and celebrations. Targeted trade sector and community events such as awards provide the opportunity for HR practitioners in organisations to gain external acknowledgement and assessment of their organisational efforts and commitment to diversity .But its a hotly contested area. Organisations which promote diversity may benefit by being more attractive to women and ethnic minorities and those employers may be able to recruit from a larger talent pool, so the big recruiters are keen not to miss out and are pulling out all the stops.
In October and December we were finalists in the ‘Employer of the Year’ category in the Scotland Women in Technology Awards in Glasgow and for ‘Diversity Project of The Year’ in the Women in IT Excellence Awards in London. At both events I was very pleased to be able to host a table at the awards dinner and to invite colleagues and friends to join our celebrations. In Glasgow each of the 4 female University of Edinburgh Directors of IT invited as our guests women in our organisations who we identify as rising stars for the future. In London we were joined by friends from ALT, WikimediaUK, Open University, EDINA, Ordnance Survey and Wellcome Library. A lovely, sparkly time was had by all and it was exciting to be part of such celebratory events. In both cases however, we were pipped at the post by big recruiters such as JPMorgan and Empiric, both of whom have huge recruitment and marketing efforts targeted at women in IT.
The awards create a climate in which organisations compete to showcase themselves as diversity-aware recruiters and attractive employers for a range of groups. While such awards may also be dismissed as window dressing or worse, validation of insidious work practices, the investment being made by some large tech industry employers is undeniable. The rise of business awards which bring external recognition and validation to organisations’ visible efforts towards diversity is framed in the language of inclusive growth, improved competitive performance and better targeted services. It may be time for university IT departments to up our game if we are going to be able to attract the best talent to improve our services.
Perhaps we should work together as a sector to do this. One way we could do this would be to return again to the knotty problem of what IT careers look like in HE, and indeed what learning technologists look like. We should ask ourselves: ‘If you as an employer, had to take a bunch of recruitment materials to a recruitment fair what would you say to attract the best, brightest and most diverse talent to join our professional teams?’.
*Dominique and I will be showcasing our award-winning programme next in London on 28th February. The event is hosted by UHR and is an opportunity to hear from other HE organisations about how their teams have improved practice, contributed to business efficiency, and enhanced organisational effectiveness and staff engagement. Book your place now.