You’ll remember that we have been working on equality, diversity and inclusion (EDI) issues in ISG for some time.
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 ( ISG staff) 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’.
Make time to attend
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.