How do we move equality forward?

Men are significantly more likely to say that their organisation is placing too much emphasis on equality, diversity and inclusion than women and more likely than women to feel they are heard and that their opinions lead to action, according to a new study.

The study comes after several others have suggested that men are less likely to think EDI is a problem than women. A study earlier this year by the Global Institute for Women’s Leadership at King’s College London [GIWL] found a growing gender divide on issues of equality, particularly among the young, for instance.

The new report from the Chartered Management Institute shows 13% of male employees think employers put too much emphasis on EDI compared to just 3% of women and 56% feel that their voice is heard and acted upon, compared to 45% of women. It’s still very much a minority of men, although it is worth noting the divergence and looking at ways to address it, particularly in the face of the divisive tendencies that social media exposes young people to.

When the GIWL research came out, Professor Rosie Campbell suggested that the language that is used about equality and feminism needs to be more thoughtful and promote cooperation rather than division. She spoke of the need to talk in ways that are meaningful to men. Others have spoken about the need for more education of boys about gender-related issues and for more honest, open conversations with boys as well as for the promotion of more male allies in the workplace.

EDI blindspot

The new research also reveals a large gap between what HR leaders think is working and what employees are saying when it comes to equality, diversity and inclusion, calling it an EDI blindspot.

The research also found that trained and supportive managers who know what they’re doing play a bigger role in creating inclusive workplaces than a host of popular initiatives, including a positive workplace culture, flexible working arrangements and specific diversity and inclusion programmes.

The report, led by Sir Trevor Phillips, the former head of the Equalities and Human Rights Commission, surveyed over 500 HR decision-makers and 1,000 employees with no management responsibilities to better understand the current state of workplace inclusion.  Under the previous government there was a growing movement against EDI, with plans to axe EDI jobs in the civil service amid some reports of lack of progress. EDI experts say part of the problem is employers adopting a tick-box approach rather than an embedded strategy.

The new report says its findings signal a ‘tick-box’ approach to workplace inclusion policies at many organisations, with key differences emerging in companies that viewed improving workplace inclusion and culture as being ‘business-critical’.

Not just a branding exercise

The research show 78% of HR leaders think senior management identify and deal with inappropriate behaviour in a timely manner compared to just 57% of employees. Employers who consider inclusion as ‘business critical’ fared much better and reported significantly higher job satisfaction among employees than the employers that do not take that view (79% vs 52%).

Moreover, employees who were aware that their boss had received management training were significantly more likely to feel supported (87% vs 38%) and fairly treated (90% vs 47%). The research also showed that private sector HR decision-makers are significantly more likely than those in public-sector to say they are using pay gap data to address training needs (55% vs 37%) and barriers to progression (55% vs 42%).

Nearly half of HR leaders (48%) and one in three employees (34%) report they’ve personally seen discrimination and microaggression in their own organisations.

Sir Trevor Phillips said: “Rather than viewing EDI as a branding exercise, managers have a responsibility to their teams to become great managers in the round rather than just trying to apply a quick-fix to meet EDI objectives. Great managers are inclusive and much more besides. But great managers are made, not born; training is essential. We cannot overstate the impact of well-trained managers on workplace inclusion.”

• Vote  
• 0
• 0
• You already voted!