GatenbySanderson runs an annual survey to monitor the diversity of its workforce in order to ensure that our activities and strategies to build a diverse and inclusive workplace are having the desired effect.
The results below are from the exercise carried out in December 2020, where we achieved a response rate of 89%. Statistics are based on those who responded.
- 40% of our people have caring responsibilities for children under the age of 18
- 18% of our people look after or give support to others related to long-term physical or mental ill health, disability, or problems related to old age. Four individuals do this for over 50 hours each week.
- 78% of our business attended state school; a further 12% attended school outside the UK
- 66% of colleagues either did not attend University or were the first generation of their family to do so.
- At senior levels (Exec, SLT and Partner community), 60% did not attend University or were the first generation to do so. 70% went to state school in the UK.
Throughout 2020, our main area of focus was to introduce greater ethnic diversity amongst our most senior workforce. Adapting our candidate attraction strategies meant we made good progress in this area, but this remains a priority for 2021 (alongside building greater ethnic diversity generally across the workforce). We are also committed to building better representation of neurodiversity and people with visible disabilities in order to better reflect the communities we serve and to ensure we are capturing a more diverse range of lived experience.
In 2020, we began piloting a Reverse Mentoring scheme and introduced Affinity Groups to the business, providing development opportunities to those from under-represented groups and thereby ensuring that we are in a position to grow and support our own diverse talent. These initiatives work alongside the clear career pathways that exist for the bulk of our roles to ensure that colleagues feel supported in developing their careers at GS and are clear about the skills and experience required at each level across our organisation. Reviews of both of these pilot programmes will be conducted in 2021 to ensure that they become embedded in the way we work and remain effective.
Agile working – launched towards the end of 2019 – has also played a critical role in supporting our people. Clearly critical in the context of a global pandemic that has seen us all working from home – this approach to working will continue to play a crucial role in supporting our people. Greater flexibility in working patterns and styles works for everyone, whether as a reasonable adjustment for those with disabilities, to support people with caring responsibilities, or to help our people pursue volunteer roles and other extra-curricular activities. In 2021, we will be supporting managers to steward the wellbeing of our people, using agile working as a means to protect mental health, and providing mental health training across the organisation.