company implemented its Future Leader
programme. First launched with a cohort of 40
participants for 2018-19 the programme was
specifically created to support high potential
BAME talent working up through the firm.
Campbell adds it also equips supervisors
and line managers “with the tools and the
confidence to talk about race and ethnicity in
the workplace in a much more open way”.
The Future Leader programme works much
the same as any leadership programme;
structured around career coaching, a leadership
course, and workshops and discussion topics
throughout the year. Some of the topics
covered include building trust and using social
networks, driving change, and the concept
of privilege.
“Obviously it is there to help our best
BAME talent and their journey through
leadership, but it’s also actually about
changing the workforce to better
understand what it’s like, and how to talk
about race and ethnicity rather than
sweep it under the carpet,” Campbell says.
The business nominated candidates for
the first cohort, and each one was assigned
a career counsellor. Candidates also
nominate allies from within their
departments to join them in discussions.
“I think, for so many people, if you’re not
from an ethnic background or in a minority
you might find it hard to talk about because
you don’t want to unwittingly offend
somebody,” adds Campbell.
“You don’t know what to say, so you tend
to say nothing. And what we’re trying to do
is help people understand that saying
nothing isn’t the best way to help move our
culture forward, and to help them to build their
confidence to talk about it.”
The result
Validating the programme’s success EY’s second
cohort for 2019-20 is larger than the first as it
has enrolled 25 more candidates
than in 2018 (a total of 65). To
facilitate participation of its
untapped BAME talent the
company also introduced an open
application system this term,
allowing employees to selfnominate
for the course.
“It’s really highlighted the
importance of implementing a
programme that will help set
the long term rather than just
providing a temporary solution,”
Case study Operational efficiency
Six participants have already been promoted
Campbell adds. “Which is really what we’re
aiming for.”
From the 2018-19 cohort, six Future Leader
participants have already been promoted.
Between 2016 and 2019 BAME partners have
also increased from 8% to 11%.
“Not all have necessarily come from that
programme,” Campbell admits. “But it shows a
direction of travel.”
In addition, she says, “we’ve had really
positive feedback with regards to helping
build confidence when talking about race
and ethnicity”.
Results of the programme, and other
initiatives focusing on ethnicity and gender at
EY, are influencing where the company directs
its efforts in the future.
“We are looking to double our investment in
the targeted programmes because we believe
that they give good rewards and they work,” says
Campbell, noting that the company also has a
targeted leadership programme for senior
females, and Career Watch, which feeds into
Future Leaders by assigning managers that act
as sponsors.
In addition Campbell says: “we’re continuing
to focus on the talent pipeline, as I think it’s
really important that it does come down to
recruitment too”.
For other companies looking to
do the same with their workforce
Campbell’s key takeaway is “focus,
focus, focus.”
She says: “I hope a lot of
organisations are doing their level
best on this. But I don’t think D&I
is something that is ever ‘done’.
There’s always more work we
can do to create an environment
where all our people feel that
they belong.” HR
Fact file
Locations
More than 700 offi ces
UK locations
37
Number of employees
270,000
Global revenue
$36.4 billion
of BAME and female talent by 2025
BAME staff can self-nominate for the programme
hrmagazine.co.uk April 2020 HR 47
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