Diversify or die? How do we encourage greater internal diversity to enable creativity to flourish? Peter Block May 2013

Transcription

1 Diversify or die? How do we encourage greater internal diversity to enable creativity to flourish? Peter Block May 2013

2 This presentation is based on work conducted at the Broadcast Equality & Training Regulator (BETR) Research conducted last year for a Think Tank examining diversity in the workplace Issues emerging from interviews conducted as part of a post graduate research programme All looking at progress to a more inclusive and diverse work place I ll start with diversity and end with creativity

3 Where did this start The Broadcast Equality & Training Regulator... The BTSR was set up in 2005 as a result of 2003 Communications Act Co-regulator Self evaluation and validation National Training Award (we love awards) Case studies The role of freelancers BETR added Equal Opportunities: Race, Gender, Disability First get data on workforce and self-evaluation Review progress to creating a more diverse workforce (recruit, develop & retain) How is this changing each year? Is it about compliance or commitment External and Internal Drivers Employee data inc non executives Publish policies and data (kept up to date) Leadership responsibilities Clients and customers

4 Some figures In the UK today 80% of the minority ethnic population is aged with an annual disposable income of 32bn. In London alone, the disposable income of minority ethnic residents is 16bn and it is expected that ethnic minority spending power in the UK will soon top 300bn. However: only 7% of management posts are held by someone from a Black, Asian or minority ethnic background (BAME) in 2011 the unemployment figure for BAME men was 22% compared to 8% for White men and 18% for BAME women compared to 9% for White women Women account for 66% of the UK s undergraduates and 47% of the current labour market. They own 48% of the nation s personal wealth, expected to rise to 60% by women make up just 16.7% of FTSE 100 company Boards (up from 12.5% the previous year following the Lord Davies recommendation for at least 25% of Board positions to be occupied by women) barriers to women s career progression have changed little over the past five years and are linked to both structures (e.g. lack of flexible working opportunities) and behaviours (e.g. stereotyping and preconceptions about women s role, capabilities and aspirations) in organisations

5 Some figures the demographics are changing 1 in 16 consumers in the UK are lesbian, gay or bisexual (LGB). LGB consumer power is worth an estimated 70-81bn. nearly one in five lesbian and gay people, almost 350,000 employees in Britain, have experienced bullying from their colleagues because of their sexual orientation 1 in 6 people are aged 65 or over (16% of the population) 18% of the working age population have a disability. A third of people aged between 50 and 64 years have a disability and a third of all employees are disabled or are close to a disabled person. However,: employment rates for disabled people are still less than half those of non-disabled people non-disabled people are over three times as likely to earn salaries of 80,000 or above than disabled people.

6 Some observations based on broadcast industry Non traditional routes can provide a diverse source for new talent but it is perceived as risky and only the bigger players have the resources Recruitment pathways Pre-apprenticeship schemes but only the bigger players Apprenticeship schemes: 18 year old + (BBC Olympics) Graduates oversupply, 60k+ disadvantages non tradition let the market decide? Experienced hires / freelancers who can start tomorrow. Media related skills for senior roles almost irrelevant. Education key determinant Anna Mallet BBC Chief Exec Studios and Post Production Harvard MBA and DPhil Oxford) Culture of fear? How can you have an inclusive when bullying is going on at all levels not just in the BBC Lucy Adams Director BBC People seemed unaware of issue Miriam O Reilly former Countryfile presenter case against BBC The Happiness Factor and the economics of well-being (HBR Jan 2012) Leadership competences have been based on male leaders

7 Post regulator diversity the people in the organization / inclusion how they feel To late for a definition or two? Equality fairness Diversity is about acceptance of multiple differences Inclusion employees experience of being valued Inclusive leadership? EY Research interviews with 520 senior managers broad agreement on benefits of diversity, yet less that 10% have a diverse board Yet 85% believe that diversity has impact on performance and reputation Still piecemeal Step one: the People Max Index (PMi) A data gathering tool on the all about talent website /maturity model Step Two: Diverse Skills for Growth The economic opportunity Diversity rich, diversity poor Use tools to review and measure - BAe use a maturity model system Recruitment policies for all managers Development programmes for diverse leaders (In HE BME leadership questioned

8 The People Max Index A maturity model Organisations can review their performance and use it to review progress

9 What next Our research of independent reports over 24 months; beyond the business case? Rhetoric, campaigning, legislation and effective action on diversity have a long history in the UK. There is external pressures to improve:- Legislation public duty and representative bodies are taking action what is progress? Changing demographics Stakeholder demands BECTU name and shame Many organisations exist to encourage and enable business to recruit and promote a diverse workforce. Much has been researched and written on the causes of inequalities in the workplace and good practice approaches to overcoming them. Organisations (over 75%) identify I&D as a critical issue In some areas, made a significant impact in improving diversity and inclusion in the workplace. Internal pressures:- D&I workforces improve retention and productivity Diverse teams more creative However, significant inequalities and barriers remain for many entering and progressing within organisations. Most organisations ineffective in building a diverse workforce HR are failing to lead the change Recruitment strategies have not been effective Diverse candidates do not trust recruitment processes that most organisations use

10 So unanswered:- What next Our research, beyond the business case? What is the impact of diversity on business and what are the opportunities developing diverse skills offer for stimulating growth and sustainability? How are organisations developing diverse skills and using these to support growth, what can we learn from these approaches and how can effective practices be spread more broadly across businesses? Which actions, policies and approaches will make the most difference in harnessing diverse skills to support growth? Consider the broadcast industry Still a One of us mentality Cultural Diversity Network with 11 action plans circa 2011 out of some 300 companies signed up to the pledge Bullying, short term contracts don t lend themselves to challenging accepted norms, doing something different A link to creativity? The tools used to evaluate capabilities, creativity and potential enough to intimidate even the coached candidate. Let s have a look...

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12 Postscript, one theme explored Some misconceptions about creativity Creativity is the outcome of an individual s effort Creativity is a sudden breakthrough Creativity is not a managed process Creativity thrives with no boundaries Creativity thrives on chaos Creativity is a prime driver in the creative industries Managers are uncreative and creatives are unmanageable Creativity in business is about risk taking & thinking differently We are all creative

13 Postscript can be seen in policy, training and management. Creativity is the outcome of an individual s effort beyond the aha moment Creativity is a sudden breakthrough most is about building on others and getting it wrong. Pasteur's dictum: "Chance favours the prepared mind." Creativity is not a managed process Creativity thrives with no boundaries Creativity thrives on chaos it may seem that way but research shows that true chaos leads nowhere Creativity is a prime driver in the creative industries it depends and in broadcasting the prime driver is subscription and advertising revenues Managers are uncreative and creatives are unmanageable difference in teams are tough easier to have same as me. The case of Hipgnosis Storm Thorgerson / Aubrey Powell Creativity in business is about risk taking & thinking differently - but few know what that means We are all creative well sort of how many creative things have you done, for you for others?

14 Thank you Questions