The dual pandemics of racism and Covid 19 dramatically collided in Spring 2020, bringing a sense of urgency and declarations of “we must do something” from many white-majority organisations far and wide, ranging from village schools to high street fashion outlets, national charities to global food chain stores. In some cases, there’s been an organisational equivalent of the five stages of grief – denial, anger, bargaining, depression and acceptance – that could be translated to the stages of workplace commitments to change, emerging over this period. Social media has been instrumental in amplifying and making public much of this phenomenon.
How did antiracism become EDI?
Anti-racism was the clear and urgent priority following the murder of George Floyd, and over time, this seems to have been re-routed to a more generalist approach. Although it is not exactly the same as declarations that ‘all lives matter’ or the ‘whataboutery’ often deployed to what is perceived as a need to counter prioritising one injustice over another, it’s hard not to sense that this might be a softening, as anti-racism work becomes increasingly tricky and demanding when the dust has settled on the public announcements and the work begins. One crucial question often seems to be, ‘If you are saying you want your organisation to be ‘anti’ racist, does this mean you are ready to accept as fact that it is in fact structurally racist at present?’ People of colour (usually in roles in the existing hierarchy that lack power, influence, a budget, or agency precisely because of the racist structures they seek to disrupt) have been hired within their own organisations only sometimes to find themselves isolated or abandoned to do the work, feeling they are token, powerless and exposed in an elaborate game of hide-and-seek. In some scenarios, the role has been discontinued in favour of some training, and pledges to do better. In other cases, having lifted the lid on it, working on racism is said to seem ‘combative’ or ‘unduly negative’. The logic goes that since there are actually Equality Duty objectives which hold us accountable to demonstrate equality for all of the nine protected characteristics, it seems inequitable to just give oxygen to the one: race. This can be further explained by those who have heard that since inequity is intersectional, we can legitimately work our way through all of the protected characteristics with that in mind. This problem has been acknowledged by Miller (2019) who tells us that “”issues to do with ‘race’ and ‘ethnicity’ in education have been subsumed in wider discourses around ‘diversity’, the result of which is the subsuming of ‘race’ and ‘ethnicity issues under a single diversity banner is contributing to the invisibility of the quotidian experiences of ethnic minority people’ (p.223). Miller’s observations are consistent with Kimberle Crenshaw’s entreaty to engage in intersectional anti-racism work, but not in place of actual anti-racism work.
Social media has also colluded with the situation to create an army of freelance Equality, Diversity and Inclusion (EDI) experts with varying knowledge and practice experience, of all ethnicities. Whilst the market is large enough to accommodate all these experts, organisations must be discerning so their spend in this area can take them forward in knowledge and practice. It might come as a surprise that despite the intention and activism of staff and leaders there is only limited evidence EDI programmes are in fact increasing diversity. Not much has changed during the various waves of EDI work since the 1960s, aside from of course some new technological advances to help gather and track data. Organisations still rely on ‘diversity training’ to reduce workplace bias, and ‘anonymous recruitment practices to try and improve attracting and recruiting new candidates. Whilst these important actions, without organisational and individual ownership of anti-racism, meaningful change is quite possibly further away than imagined or believed.
There’s almost always an elephant
One unintended outcome of the fragmentation and marketisation of EDI work and the associated social media noise, is that it might actually be driving a shift away from focus on anti-racism to one centred around a more generalist diversity agenda pointed out above. ‘Diversity’ can be a way to sanitise what was seen as a great urgent concern two years ago, and perhaps now still feels deeply uncomfortable – and therefore attract more business. It feels more fair and equitable, and it opens the door to people who perhaps feel they don’t have skin in the game to rely on as their driver for change to find their ‘in’, and can perpetuate the notion that racism is a ‘Black problem’, as opposed to something firmly rooted in the structures of whiteness. Furthermore, EDI professionals need to ensure that diversity management is a strategic priority for those willing to employ their services and by setting out the ‘moral and business’ cases for diversity. Organisations are guilty of overriding the moral case and not sufficiency engaging with the business case, leading to a zero sum game.
The elephant in the room of course is unpacking what we mean by diversity and how it is used. Language is important, after all. Firstly, people cannot be ‘diverse’. And yet we hear EDI specialists and the general public talk of ‘diverse candidates’, ‘diverse teachers’, even people referring to themselves as ‘diverse’. But the use of the word diverse in this way, actually reinforces the status quo and normalise a notion that default and standard is one thing (white, male, heterosexual, cis-gender, able bodied, middle class), and anyone who falls outside of this is ‘diverse’. Similarly, ‘diversifying’ the workforce, or ‘diversifying’ the school curriculum is often talked about as if there’s a trunk road of normal, and some small lanes of scenic routes we could add in to make the journey to our destination perhaps more scenic and enriching. These notions are as problematic as they are important.
The most significant elephant in the room, we find, is that of power. On a grand scale we need to contextualise power within the framework of capitalism and the necessity of inequalities to create the power structures for the system to work in the first place. On a smaller scale, diversity practitioners themselves often overlook the centrality of power in the equation, and in doing so fail to reposition organisational discourse, practice and the responsibility for leading change towards those with the power to do so. As Miller (2020) sets out, “leaders have the power to establish and influence cultures; to influence race relations positively; help reframe problems, ameliorate conflicts and inform strategies; secure buy-in and create an institutional multiplier effect, and to influence practice outside their institutions” (pp. 5-6).  As Professor Paul Warmington said recently, ‘racism is everyday, it is not a glitch in the system, it is the system’ – a situation which makes it even more urgent for anti-racism to be done, and to be done by those with appropriate knowledge, skills, and lived experiences.
Another outcome of the furious competition and fragmentation of EDI work is that it plays straight into the hands of capitalist market forces and creates a situation where true collaboration and powerful alliances become difficult. There becomes an ironic mirroring of the power dynamic of having the owners of the means of production and those that generate the profit for them through their work inherent in the capitalist model. Noisy self-appointed EDI celebrities create what they refer to as collaborations through drowning out the perceived competition, effectively colonising the space and co-opting others’ work, allowing them to grab onto their coat-tails in exchange for ‘exposure’. While this can be useful for both parties, if examined through an educated lens of diversity, equity and inclusion, it should be problematised and openly critiqued for a space to be created for truly reflexive and emancipatory work.
Keeping an eye on EDI and anti-racism
Racism lies at the centre of society as a powerful tool with massive reach. We absolutely must think of the nine protected characteristics detailed in the Equality Act 2010 and work towards our duty to make workplaces and society friendly to all humans. It is also important to not lose sight of the fact that when we consider race, we are talking about peoples upon whom the greatest genocide in human history was enacted and which was systematically justified through flawed and carefully manufactured logic of race and racism. A logic which is still embedded in our psyches today, and by which society is still ordered in subtle and not-so-subtle ways. In short, people of colour are still paying the price for the fact that “racism as a tool for ordering society is bigger than any weapon of mass destruction” . We need to keep a critical eye on EDI and antiracism work, and ensure that we are not falling foul of the structures of inequity and systems of division that nurture inequity through our own work. We need to build equitable alliances and collaborations to ensure that our work is powerful, agile and enduring. We need to generously showcase counter-narratives to the status quo that show pockets of hope and examples of activism, wherever they can be found. We cannot afford to allow apathy, a lack of trust or competition to railroad both EDI and antiracism efforts, wherever they are taking place.
 Miller, P. (2019) ‘Race’ and ethnicity in Educational Leadership. In T Bush, L Bell and D Middlewood (Eds) Principles of Educational Leadership & Management (3rd Edn), London: SAGE.
It is clear that there is an acute and snowballing issue around recruitment and retention of staff in our schools’ workforce. Schools are considering many proposed solutions, including promises to reduce workload, challenging the traditional reticence around flexible working practices and job shares, and the DfE has even launched a jobs board platform aimed at reducing the costs for recruitment that are often crippling for schools. Successive education secretaries have declared that far more teachers from Black, Asian and minority ethnic (BAME) backgrounds are needed in schools to be role models for their pupils. Since the recent brutal killing of George Floyd, and the subsequent soul searching that seems to have happened for many white people around their relationship with the structures and systems which impact on Black people’s life chances, the BAMEed Network has seen a flood of requests from schools and multi-academy trusts asking for support to diversify their workforce.
Teachers from BAME backgrounds have been marginalised in a system that seems to have changed little since the 1980s, back when theSwann report identified that ethnic minorities were underrepresented in teaching. Research since has confirmed that BAME educators are consistently the victims of systemic racism, which sees them overlooked for promotion and undermined. This is enacted not only through policy and practice around curriculum design, recruitment and performance management, but also through daily examples of microaggressions and behaviours from their colleagues – all of which serve to discredit them as teachers and leaders. We are all becoming familiar with the term “unconscious bias” to try to explain why this might happen, but we have seemed less committed to finding ways to seek out and cull the practices which perpetuate this bias. Structures of disadvantage in education are untouched and continue to perpetuate stereotypes of ethnic groups. Saying it is “unconscious” has proved to even give us an excuse that it may not be within our power to change. This is, of course, a damaging fallacy. Acknowledging the forces of socialisation can be a start to bringing the seemingly unconscious into the conscious domain and ensuring that the outcomes of our behaviour and actions, policies and practices are not damaging.
Why recruit for diversity? It may seem obvious especially now, but it is surprising how many schools and other organisations are still not clear on the reasons for their own commitment to diversity. Many colleagues believe in the mantra “we just recruit the best person for the job” and won’t question why those so-called best people all seem to look and sound the same. While we must always recruit the best person for the job, in doing so we are often blind to our own inherently biased perception of what that person looks and sounds like, what background and experience they should have had, and rule out the best person not for lack of skills and experience, but for other, more insidious reasons that are masked by seemingly innocent statements like “team fit” or “team culture”. The bottom line is, that if your team is not diverse in its make up, you most likely have not recruited the best person for the job. Excellent recruitment practice will naturally lead to a diverse range of backgrounds, experiences, styles, perspectives, opinions and so on, and that can’t possibly mean a cookie cutter version of the same person. A word of warning here, no-one wants to be recruited for the colour of their skin, their gender or sexuality to fulfil a Top Trumps spectrum of perceived diversities that look good. However, just as addressing the bias that holds women back in the workplace shouldn’t be left exclusively to women to champion and work towards, so too must colleagues, school leaders and system leaders from all backgrounds educate themselves around the unnecessary barriers that face their marginalised counterparts. It is the recruitment practice, coupled with a commitment by the organisation to learn, iterate and change that practice that will lead to recruiting and retaining a successful, diverse team.
Another practical reason to recruit for diversity is that it is proven to be good for business. We know from research such as theMcKinsey Report, that having a diverse workforce leads to better teamwork, and more successful decision-making. If we are to see a change in attitudes and the subtle and not-so-subtle trappings of systemic racism, we need role models from Black, Asian and other minoritised groups for our fellow colleagues of all backgrounds, for governors and trustees, and for students from non-BAME backgrounds too. If we are to accept people from Black, Asian and minority ethnic backgrounds as credible teachers and leaders, we need to see these colleagues at every level in our schools’ workforce.
Finally, many schools believe that they should recruit staff that reflect the population they serve, if that population is itself seen as ‘diverse’. While it is true that children should be able to see themselves in the people who are their role models, there are two important points to highlight here. The first is that the colour of someone’s skin doesn’t make them able to understand all humans that have a similar skin colour. Diversity is intersectional – it includes class, gender, heritage, and more. Be careful with assumptions here. Secondly, it could be argued that schools that serve a predominantly white population will also absolutely benefit from seeing strong and capable role models from stereotypically undervalued and marginalised communities – this will be of benefit to staff, students and the whole school community alike.
If we want to address the recruitment issues we face, and if we want to retain and develop our best leaders from diverse backgrounds, there has never been a better time to commit to this.
Preparing your organisation to be friendly to all humans
Looking inwards before looking outwards For a campaign to ‘recruit for diversity’ to be successful, it’s worth taking an honest look at your organisational bias, and seeing why it may not yet be friendly to all humans. This is important because the last thing you want to do is recruit new people from more diverse backgrounds than you are accustomed to, only for it to be experienced as a hostile environment lacking the self-awareness to understand why only certain people will be able to thrive there.
To do this, you will need to commit some time and budget. You may benefit from some outside help to set the strategy with you, but you must carry out any work on this, as part of a committed whole-school learning process, even when you have external support. You will need to commit time to undertake reading, re-educating yourselves and un-learning some practices you have considered normal. It is also important to have an educated grasp on what systemic racism is, and not frame racism as many schools do, as just dwelling in notable incidents and overt acts of racist abuse.
The first place organisations usually go is to what is commonly known as “unconscious bias” training. Be careful with this, as one of the criticisms of quick-fix unconscious bias training is that it can have an opposite effect. Research shows that in terms of changing attitudes, it can often lead to people becoming more entrenched in their bias, and even concluding that because the bias is unconscious, it’s not possible to do much about it. That said, good training will help you understand what bias is, when it is useful, how it can be harmful, how you can own your bias and see it clearly, and interrupt it at the point before you may have enacted it previously. Good organisational culture around bias will mean that there is a safe space for colleagues to talk openly about situations where they can see their own bias surfacing, and can work together to acknowledge and mitigate the impact of that bias. Staff should be trained in things like microaggressions so they can avoid them, and learn how to be a reliable ally, learning to see, articulate and call out discrimination should it occur. Many schools are often not encouraging of critical thinking, challenge and straight-talking, so this may be quite a culture shift. It will be up to all levels of the organisation to hone their skills at spotting, naming and reducing bias and discrimination. Be warned though, the mark of an organisation committed to change and anti-racism may be one that once you have learned to see it, you see it everywhere! This can often be the marker of the shift from being ‘not racist’ to being ‘anti-racist’. Change takes commitment and time.
HR and policies Once you have learned to spot bias and systemic or structural racism, you can carry out an internal audit designed specifically to hunt out and change places where bias and structural racism tend to lurk. HR practices and school policies are often sites where discrimination takes place. Again, you may be tempted to use a template or a service to help you with this, but make sure that you are skilling yourselves up to do this effectively in an ongoing way, so it doesn’t become an external bureaucratic exercise but instead becomes part of the culture of the organisation at all levels.
The UK has 9 protected characteristics, set out in the Equality Act 2010. These are:
Marriage and civil partnership
Pregnancy and maternity
Religion or belief
There are 4 main types of discrimination under the Equality Act:
Any audit you carry out should be a critical look at your HR practices to ensure that there aren’t elements which are discriminatory. You’ll note that class and nationality are missing from this list. Again, none of this should be purely procedural or bureaucratic so it’s important to have training and regular robust and open discussion about these issues, as they are both complex and emotive. For white people such discussion may cause discomfort. This is a small price to pay in exchange for reducing the deep trauma racial discrimination inflicts on people of colour.
When looking at policies, it is vital that this extends to policies which affect the students and their families. These include home-school agreements, homework, hair and uniform policies, behaviour and exclusion policies and more. There is much research and writing about how these policies can be the sites of racial and other discriminatory action that can be subtle or blatant. A school that is friendly to all humans, needs to ensure this is true not just for staff working there, but also the whole school community. Staff cannot be expected to enforce policy which isn’t inclusive and which is discriminatory.
The most vital and perhaps challenging part of this work will be allowing a culture of identifying and challenging racism, both from staff as well as students and their families. Baked into all line management culture, 1:1s with staff, meetings with students and their families, should be the ability to have meaningful dialogue that is sensitive and courageous, so that racism can be named and framed without those raising the issue fearing being silenced or disciplined for their words.
Curriculum matters Here again, if your curriculum doesn’t reflect the reality of both modern Britain, the global world and an accurate picture of history and the diverse voices which have always been part of our country, you cannot be a school which will be fertile ground for diverse voices to be heard and valued. Take a look at your curriculum offer, and draw on the huge number of resources available to support decolonising the curriculum and how it is taught across all departments. We speak volumes to our staff, students and the school community through our curriculum choices.
Optics are important but not as a stand-alone You need to see it to be it. If you’re hoping to attract staff members who are from a wide variety of backgrounds, you need to make sure that they can see themselves as valued in your school website, on the walls around the school, in the prospectus, the curriculum and more. When looking for diverse imagery, be mindful that you aren’t unwittingly perpetuating damaging stereotypes though. It’s all too easy to fall into this without some work on your bias. As Adrian Rogers, CEO of Chiltern Learning Trust, says, “ensure anyone considering applying looks in on your organisation (websites, social media) and sees that it welcomes diversity in its leadership and management. It isn’t tokenism, but it’s about making sure that the outward signal is ‘its good to work in this place, they value me as a person and a professional, regardless of colour or protected characteristics’”.
Remember, if you are early on, in your journey towards diversity in the school staff and leadership team, be upfront and honest about this. You know that candidates will check your website and may be confused by your statements of intent around diversity not matching reality when they see your all-white, mainly male governing board, or senior leadership team. Be prepared to have that conversation from the get-go in an appropriate way.
Get out Not only do you have to ‘be it to see it’, but you have to ‘see it to be it’. Leaders of any organisation, multi academy trust or school should make a huge effort to attend community events. This is also an opportunity to learn more about the communities you serve. Again, in his experience from Chiltern Learning Trust, Adrian Rogers says, “BAME is a very broad term, and not all communities are the same – there will be huge religious, cultural and ethnic differences. However, if you are a white leader, in a school with a high percentage of Black or Asian pupils, it is even more important to show you care about that community and want to work with them and want the best for the young people in that community. In turn, this means you will gain the trust and friendship of that community and break down barriers – with the spin-off that people from your local community will want to work for you. This also extends to delivering CPD and supporting BAME leadership courses and development even if you yourself are white – it means you network with ambitious staff.”
He goes on, “as leaders, make opportunities to speak about BAME staff in your school in terms of the knowledge, skill and expertise that they bring to your school. It is easy to fall in the trap of seeing BAME staff as simply representatives of the ‘community’, rather than talented individuals in their own right. Leaders, governors and trustees should be restless and relentless in asking ‘is there more we should be doing?’ or ‘can I ask someone why we don’t get BAME applicants’. Leaders should be curious and reflective. A great way of demonstrating the accessibility of leaders is providing an open day for local people that may be seeking employment, and senior leaders meet prospective candidates without the formality of an application or interview.” It’s also a great way to test out the scoping of the roles you may wish to recruit for.
Advertising the role
Scoping Now you are ready to advertise the role, start with scoping. Often a role can be carried out by a broad spectrum of levels of experience and expertise, qualification and commitment to learn. Make sure the recruitment panel has clearly mapped out a continuum of possible imagined candidates from the finished product to the ‘grower’. Be clear which bits are non-negotiable must-haves and which bits, if missing, can be solved through coaching, training or further on-the-job qualification. This will help you with the wording of your advertisement and will also make you hold yourselves to account to recruit for what you say you need, and not go on “feel” at the end of the day.
An important part of scoping is to map out which parts of the process will really test fairly what you are looking for. Assuming there are several stages to the process, from written application, a task-based assignment, a face to face interview and perhaps a chance to see that person in action, have you covered off every element you say you are looking for in your recruitment pack? Can each element be seen in more than one way?
Placing your advertisement If you do things the same way, you will get the same result. So think about where you would like to place your advert and what other methods you can use to recruit good candidates from a wide field. Advertising is key, if your community and school has a diverse population, advertise locally and you will probably get a diverse workforce. This support in your community shows you embrace both the community and its diversity. If your community is not diverse, think about publications, platforms and other ways to reach further.
From his experience, Adrian Rogers suggests asking BAME leaders either in your organisation or that you know, to actively support your recruitment – they are role models and could be most effective in promoting your organisation to people of colour. This may help people of colour feel comfortable about applying to your organisation, and see they are valued. Use different and wide ranging social media or media to advertise on. Local radio, Twitter, Facebook and LinkedIn can be good places to advertise. Test what works for different groups and tweak accordingly. Adrian Rogers’ MAT is in Luton, and they found, for example, that local radio and LinkedIn helped them get a significant number of Black or Asian applicants. On the other hand, they noted that applicants through Facebook were predominantly white, and Twitter wasn’t significantly different for any group. Aureus School in Didcot was a brand new start-up secondary school. The headteacher at the time, Hannah Wilson, managed to recruit her entire leadership team without placing one ad, and instead used Linked In and Twitter to attract not only a wide-ranging diverse and highly skilled team, but many of whom re-located in order to work at the school and with the team she brought together.
Your diversity statement matters It has become standard practice to place a generic diversity statement on job ads. Think about what yours says that accurately reflects the place you are in now. Be bold about addressing the elephant in the room if this will be in fact your first person of colour to join an all-white team. Writing this diversity statement should be exciting and easy, provided you are well on your way with the work described above to make your organisation friendly to all humans.
The recruitment process
Seen, felt, heard The most important thing during the recruitment process aside from ensuring that you have tested for all of the elements you hope to get in a new recruit, is how you make people feel. Too many organisations make the recruitment process overly bureaucratic and impersonal, and also don’t offer flexibility over how they engage with candidates. This in itself can throw up unnecessary barriers for some candidates. Many organisations are not cordial and respectful about people’s time, often making them come for several stages of an interview at what seem like random times, when these could be rolled into one day. Consider also that women may often be juggling child care, or if they live in intergenerational households, may have responsibility for elder care and therefore may not have flexibility on what time of the day they can attend. This may sound sexist and of course men may face this issue too but statistically this remains stubbornly the domain of women in most cases. This might act to exclude them from the process unless you are openly discussing the best times of day for them to attend a face to face interview.
‘Blind’ recruitment Many organisations employ ‘blind’ recruitment of varying degrees to the process. This means removing elements which may identify the person’s gender, age, heritage, where they were educated or previous employers. You can either ask candidates to do this themselves, or get your HR department to do this before sharing applications to be sifted. There are pros and cons to doing this:
Blind hiring can promote greater diversity in the workplace because you can’t screen for candidates who look like you
It is considered more “scientific” because it provides the same assessments for every candidate. The more the interviewee is in situations where they reveal personal information, the panel makes subconscious decisions based on biases. If those selected for the final interview process are selected fully on the objective assessments, the top 3-4 candidates will actually be those on top of the job requirements
Blind hiring eliminates the “who do you know” practice that is often used, and, instead, opens up the field to other candidates who may actually possess higher skill levels
Blind hiring can be seen as just a fad and that, in the long term, will not have staying power
It can actually hinder diversity in hiring. Many organisations seek out BAME candidates in the hiring process as part of their commitment to diversity. When recruiters do not have the option of knowing personal information, they cannot actively pursue diversity
Blind hiring does not take into account the type of work environment in which a candidate has been successful or unsuccessful previously
Blind hiring could wipe out the often-used practice of referrals. Many organisations announce within their networking associations that they are looking for someone to fill a position. They put great value on the referrals they get from colleagues and usually interview such individuals. Of course, that referral alone provides a bias so should be treated with due caution
Written applications One trap that many organisations fall into is judging candidates on their ability to write, when the job itself may not require you to be an excellent orator or writer. Aside from writing ability, the panel should be clear with themselves and each other on what is a non-negotiable and what can be solved by training, coaching or on-the-job qualification.
The interview itself
Watch for performance over ability Similarly, many organisations come unstuck when they employ someone who performed impressively at interview, but then proved lacking in motivation, skills, confidence or ability in the day to day once they take the job.
Think also about how to put people at ease during the interview process. If there is an element of observation, many schools will now find going to the candidate’s school to see them in front of a class that they know and have built rapport with, tells them much more about the person, than bringing them to perform in front of a class of strangers. When a candidate comes to interview face to face, think about how you make them feel the warmth and reality of day to day life – some organisations will organise a cup of tea and an informal chat with a member of staff, where they can ask any questions they like. That member of staff will not have seen the candidate’s application or know any information, but can spend 20 minutes in friendly conversation and give the inside track of what it’s really like to work at the school.
How you invite the candidate into the interview room, the make-up of the panel and the positioning of the panel and the candidate can have a huge impact on how people feel and perform in the interview. The candidate should be comfortably seated, offered refreshments, the room should be adequately heated and ventilated. If you are conducting a remote interview using video conferencing, make sure that time is given for technical support, and to get used to the situation.
Think about how you probe on the candidate’s actual qualifications and what they entailed. We can exercise huge bias by assuming that someone who went to a Russell Group university would be better equipped, without asking what they actually learned that could be useful now in their job. Similarly, we are often quick to dismiss qualifications that are from abroad without knowing anything about the quality or content of their studies.
The interview panel Make sure that your panel is diverse. If you can’t for some reason, you had better be extremely alert to your own bias, and be able to have a robust, challenging discussion about this when deliberating about the candidates! Be honest with the candidates, whatever their background, that you are lacking in diversity in terms of race and gender and this is something that you know is unsatisfactory and which is being addressed.
While interviewing, the panel should take notes and be ready to discuss, explore and explain their reasoning around why they found a candidate suitable or unsuitable. Agree in advance that in your deliberations, you will not accept statements without evidence. So, no mention of “getting a good feeling” or the candidate being “likeable” without acknowledging and recognising where bias may be creeping in. This will aid not falling prey to “mirror-tocracy” or hiring in our own image.
After the interview
Unsuccessful candidates Remember that you want candidates to feel excited, included and positive about your organisation. They should come away from an interview feeling that they had ample opportunity to show themselves at their best. They may apply for another role at the school if they were not successful on this occasion, and they may tell others about the school if they liked what they saw, thereby becoming a valuable ambassador.
Consider how you let people know that they were not successful in their application. Try to personalise this as much as possible rather than firing out a generic email. If your interview notes were robust, you should be able to have a few useful pointers to talk through on the phone and capture that in a paragraph of feedback for any candidates that would like it. Make sure you offer the chance for verbal feedback.
Successful candidates Let the candidates know as soon as you can, and gauge their level of excitement carefully. If you have the right candidate, they should sound pleased! Be clear about next steps and make sure you have a clear and supportive system in place to ensure their success. This will include a staff handbook, an induction process, a buddy who can support them to get orientated and perhaps some kind of first day introduction and mini-celebration.
Make sure the team is informed clearly about who this person is, what role they will have and what their strengths are that they will bring to the team. Create as much opportunity for this person to feel wanted, welcomed and part of the team. This will be the test of all of the groundwork you have done in the organisation to make people aware of bias, committed to being reliable allies and anti-racist in every way.
Learning and growing
For your own learning as an organisation, capture throughout the process, what went well and what could be “even better if…” Capture useful statistical evidence to see how well the different places you advertised perform, to explore at what stages candidates drop out and are rejected and to ensure that you are gathering learning and checking your own biases throughout the process. Consider getting feedback from the candidates that didn’t make it as well as those that did so you can learn and improve the processes going forward.
When we were setting the agenda and theme for this year’s BAMEed Network annual conference, I have to admit that the idea of a theme of the habits of highly effective people felt like it could stray into contentious territory. I don’t buy into the ideology that promotes a view that hard work breaks all barriers if you just put your mind to it. I do believe that our world is inherently racist, our institutions are structurally racist and that many white people, when faced with challenge on this are prone to being fragile and defensive, often crying out the case for colour-blindness instead of taking responsibility and committing themselves to join the call to be agents of change. We will need to all work extremely hard as a society to make meaningful changes for people of colour, Gypsy, Traveller and Roma people, the working classes, women, people with disabilities, LGBT people and the many marginalised people in general. We will need to understand that these changes need to take place, not out of pity or do-goodery which creates further ‘othering’ people of colour. Change needs to happen for the good of us all.
One of the strong themes of the day was to explore the reasons why diversity and anti-racist practice, in all its forms, is good for everyone. After all, diversity is actually good for business. In our increasingly materialistic and managerialist world, employers in all sectors and business people alike should be aware of the impact of ignoring the issues. It might seem cynical to overlook real human experience in favour of putting the business case for equality, but it might also be a good way to make people start to engage with the issues. Where you can’t first change people’s attitudes, perhaps you can change their actions.
A healthy workforce is a happy workforce
Mental health and wellbeing is a good place to start. The evidence is there, cumulative exposure to racial discrimination has incremental negative long-term effects on the mental health of ethnic minority people in our country. Studies that examine exposure to racial discrimination at one point in time may underestimate the contribution of racism to poor health.
I think what is hard for people to understand is that when we refer to racial discrimination it is not confined to outrageous and obvious racist abuse, it is confined to these small acts, daily reminders, constant and seemingly subtle markers of territory which white people are prone to do. White people too are victims of constant, deep and consistent conditioning that we will need to work hard to free ourselves from.
A person who is consistently made to feel that they do not belong, that they are not fully British, or they are Brit(ish) as Afua Hirsch so powerfully explains in her recent book of the same title, is exhausting. The impact on health, both mental and physical, is tangible and has been researched, written, documented and spoken about extensively. The incidents of micro-aggressions and denying people of colour an equal place in shared spaces is imperceptible to most white people’s consciousness. As a Jew, I know these micro-aggressions all too well but as a secular, white Jew, I can choose to expose my ‘otherness’ and don’t wear it as obviously as many marginalised people do.
The ‘innocent act’ of taking an interest in someone’s heritage is a prime example and in many accounts I have heard, it involves this simple but powerful way to show someone their right to be fully British is under question:
Q: “Where are you from?”
A: “London/Birmingham/Dorset/[insert any part of the UK]”
Q: “Yes, but where are you from? Where is your family from originally?”
Diverse teams are 35% more productive
Diversity in the workplace doesn’t mean having a bingo card full-house of ‘minorities’ or marginalised groups. What it does mean is diversity of thought. If you have a diverse group of people they will differ in the way they approach situations, think things through, perceive challenges, view the issues, come to solutions, work together, articulate themselves, network and collaborate. This leads to higher rates of productivity in all sectors and of course profitability in the private sector, according to a recent McKinsey study. You can’t have diversity of thought if everyone in your organisation has the more or less the same background and experience.
The best way to ensure diversity is to change recruitment practices. Too many employers say that they struggle to recruit a diverse workforce because the diverse candidates just don’t apply. Anyone who attended his workshop or has spoken to him, will know that Roger Kline’s work with the NHS is a fascinating insight into how simple changes in practice make a huge difference. The interesting fact is that while you can’t oblige people to believe this is the right thing to do morally, simple target-setting can certainly be a huge motivator for people to reach the levels of diversity, and therefore productivity, that workplaces should strive to achieve. It’s a two-pronged attack of targets and educating managers that works best of course. It’s not enough to believe, you need the tools and sometimes the carrot and stick approach to make change happen.
But Roger’s work shows that it doesn’t just stop with getting the team in. It also extends to treating people well. His research shows that it is 1.56 times more likely that BAME staff will enter the formal disciplinary process than white colleagues, while in London it is twice as likely. We see this also with punishment and exclusion of our students in schools. We should learn from Kline and colleagues on what works and what doesn’t in promoting equality for our staff members and our children.
Change always begins with me
There is a place though to consider what measures each of us can take to promote change, point out inequality where it is taking place and to position ourselves as best as we can to mitigate the effects of structural and inherent racism in our society.
For me as a white person, I know that I have a moral responsibility to keep reading, learning, listening and educating myself so that I can open doors, send the elevator back down, and share my privilege where I can. As Peggy McIntosh so rightly points out, white people have a ‘knapsack of privileges’ which we are encouraged to not even recognise or see as inherent to the experience of ‘whiteness’ and white privilege. She says, “As a white person, I realised I had been taught about racism as something that puts others at a disadvantage, but had been taught not to see one of its corollary aspects, white privilege, which puts me at an advantage…I have come to see white privilege as an invisible package of unearned assets that I can count on cashing in each day, but about which I was ‘meant’ to remain oblivious”. I was pleased that this year, our conference included more white delegates than ever. We are yet to be blessed with ‘the great white male’ among their number. Next year, our conference will be in Brighton on 15th June and I hope that we can do better on this front.
My fears of even a hint of victim-blaming or ‘just try harder’ message coming across in our choice of theme transpired to be unfounded of course. One workshop I attended, further helped me reconcile my original worry. Issy Dhan’s session explored how we can make our work and achievements more visible in the workplace. He was sensitive to the fact that culturally, especially those not socialised and conditioned in the way our white, British, male colleagues may have been, can find the whole concept of potential immodesty, extroversion and trumpet-blowing hard to stomach. However, some simple processes and actions can go a long way to helping make ourselves more visible as credible people in the workplace and the knock-on effect can be to raise the profile of our perceived minority group, whether we like it or not.
One great and relevant piece of advice came from one of the participants in this particular workshop. She said that where your workplace still isn’t convinced of your strength and worth, consider making your impact outside of the workplace. Get involved in things you can lead, organise, be active in. Show your professional abilities and leadership qualities. Blogging, writing for professional publications and getting involved in movements like the BAMEed Network are prime examples. We’d be delighted to see your blog on the event and to hear what impact it had on you. We are looking for more regional leads who can ensure that across the country we are making change happen. Just get in touch, we’re waiting to hear from you.
This Saturday, the inimitable Raj Unsworth and I ran a session on thinking like a governor at the BAMEed Network conference in London. The session was aimed at anyone thinking about school governance, but in addition, was aimed at anyone thinking about BAME representation on school governing boards.
It is true of many governing bodies that they are made up of the usual ‘pale, male and stale’ volunteers. We shouldn’t overlook the great contribution governing bodies can make, whatever their make-up. However, to better reflect diversity in general or the school community and/or that of our country as a whole, if you are from a black, Asian or minority ethnic (BAME) background, this is your chance to help change this just by taking your rightful place around the table. Of course, you should not be expected to represent and speak for all BAME people, so watch out for this. If you aren’t BAME and have an awareness of and a commitment to addressing any of the issues that affect BAME students, staff and community members, I can’t urge you enough to be vocal, challenging and insistent about this as a governor. This is an excellent way to recognise and unabashedly use your white privilege for the common good. If you feel you don’t know much about the issues, but would like to know more, just do some Googling and start getting yourself educated! Following the @BAMEedNetwork might be a good place to start.
Raj, with her rich experience of over 20 years can give the low-down on the intricacies of being a governor at an academy or a multi-academy trust and this is probably worth setting out in a separate piece rather than trying to cram it all in here. This piece will cover school governance in general and what you might like to consider if you are exploring whether you should become a governor.
Why be a governor?
If you already work in education, you might think that volunteering as a school governor might be counter-intuitive and that if you are going to volunteer it should be time spent elsewhere. However, there are many benefits to you becoming a governor.
Firstly, for your own professional development, school governance, in any phase or type of school or academy is a fascinating opportunity to come out of your comfort zone, up your game as a professional and to see things from a different angle. You will see that there is more than one way to skin a cat, whether you choose to volunteer in a school like your own, or one that is wildly different.
You can see what your own school looks like from a strategic perspective, or see another school that is similar, or indeed completely different from your own place of work. Whether you are a governor in your place of work or in a different school, you can gain the opportunity to set the strategic direction of the school, shape the school development plan and see how these play out in practice.
You can get a chance to take on leadership roles in manageable chunks, for example by chairing one of the committees and practising ensuring that the aims, progress and outcomes of the committee are addressed well.
Let’s look more closely about the pros and cons of being a governor at your own school or in another school.
Being a staff governor at your own school: pros and cons
Being a staff governor at your own school is one of two particularly challenging roles on the governing body. The other is that of parent governor and I will cover that later on. It is a challenge because you have to keep front of mind at all times that you are a representative from the staff but you are not a representative of the staff. You are not a union rep, you are not there to champion the grumbles and needs of the staff body, and nor are you there to report back to the rest of the staff about what came to pass in the meetings. All minutes are freely available, so any staff member that is interested, can read these after each meeting.
Many staff members may feel quite intimidated by being a staff governor at their own school for the simple reason that you are exposed to situations where you may disagree with your boss, the headteacher, and you will need to speak out if you do. A huge part of effective governance is knowing how to challenge and question things with the aim of ensuring real rigour in decision-making, and to support the school to do the right things for the right reasons.
Finally, being a staff governor means you have a strange insider-outsider status which means that at some points during meetings, committees and decision-making, you might actually be asked to leave the room as there will be a conflict of interest or a certain level of confidentiality that needs protecting. If your school’s governing body is not very effective, you may also find it demoralising to see in more detail some of the school’s weaknesses and struggles to address these well at a strategic level beyond the day to day operational activities you know more closely.
One of the pros is simply the flipside of the issue raised above: a different relationship with the headteacher. If you are looking for an opportunity to show your leadership skills and demonstrate your disciplined integrity in this tricky role, this is your chance. If you have respect for your headteacher and they are able to model how the relationship with the governing body works, this can be really good training for a time when you might be a headteacher yourself. And if you wanted to see how a school development plan is put together and monitored throughout the year, you will have a unique perspective of both the strategic and the operational machinations that go into setting and executing the school development plan’s aims.
Being a parent governor at your child’s school: pros and cons
If you don’t have children, skip on to the next section! As mentioned above, this is a difficult one to pull off without either using your child’s experience as your only frame of reference, or being so hell bent on not doing that, that you end up not being able to find a way to address issues your child is facing at school for fear of being seen as pulling rank as a governor. Being a parent governor means trying to hold in mind all children at the school, and trying to banish from your mind your own child, their friends and specific little faces that are familiar to you. Being a representative from the parent body, but not a representative of the parents is one that the whole school community invariably struggles with. Your child’s friends’ parents will say things to you as a governor, expecting you to “sort it out”. Teachers who don’t understand the nuanced position of a parent governor can be just downright weird with you. There can even be repercussions on your children if you are seen to be too challenging or your children can be favoured if you do a good job for the school in your parent governor role. I found being a parent governor excruciatingly difficult myself and am in a much happier place being a governor at a school with which I have no personal history or affiliation.
The big advantage of being a parent governor is that you are already embedded in the school culture and it is easy to see how the values, the aims of the school development plan, policies and decisions play out in practice. You are immersed in information that helps you, such as letters home, parents evenings, how the school feels and responds to key events, behaviour issues, even snow days. You know the teachers, the parents on the school gates, and the way the school works. This is all something that is really hard to get a feel for if you don’t make time to explore all of this.
One double-edge sword of being a governor at your child’s school is related to The Guilt. You know The Guilt. It’s that feeling we all have as working parents, especially as teachers who are parents, that we are not there enough for our children, and often spend more time celebrating other people’s children’s magical moments and milestones more than we do with our own. Well, being a parent governor can either exacerbate this feeling or can in fact alleviate it. Ideally, your workplace will give you time and flexibility to be a governor because it is such great CPD. Where better to spend that time than at the school where your child learns? You can get even more of a feel for it, you can feel you are helping to make it even better for your own and all the children there, and you can get another perspective on what is behind some of the rhythms, routines and culture of the school.
Being a local authority or community governor: pros and cons
Whether a school is a local authority school or an academy, it needs to be the focal point of the community. Being a governor from the local community is a way to support this, and also a way to declare your commitment to your own community.
A lot of multi academy trusts will have some success at attracting ‘career governors’, local business people keen to bolster their CVs, and cash in their Corporate Social Responsibility (CSR) hours by supporting a school. Their skills and experience are useful indeed to schools, but someone with up-to-date education experience can be much appreciated as well. Being a trustee of an academy can give you valuable exposure to the charity sector and it operates differently to a maintained school governing body. It’s worth reading up on the roles and responsibilities of being a trustee or governor at an academy or a multi academy trust as these are different from those of maintained schools, which people often don’t realise until things get difficult.
As mentioned above, having no link to your own workplace or children’s school can be a very positive thing. And if you are thinking about being altruistic and not being suspected of having any ulterior motives or interests, this is one way to make that really clear!
As a teacher, you can think about what you want to gain from your governor experience and direct your choice of school accordingly. You might want to choose a school that is similar to the one you work in, so you can get a different view on some of the challenges and how they are addressed. You might want to broaden your frame of reference and deliberately choose a school which is a different phase, intake, demographic, size. If you work in a secondary school, being a governor at a primary feeder school can be really informative and worthwhile. If you care about SEND children, you might want to choose to work in a special school to understand some of the issues and successes there. Or perhaps a Pupil Referral Unit or Alternative Provision setting could be stimulating and useful. You might want to choose a school that is in difficulty rather than an outstanding school, so you can really commit yourself to making an impact. You will certainly get feedback on this if the school undergoes any kind of Ofsted monitoring or inspection. Similarly, if your school is struggling, it could be useful to see what it looks like from a different viewpoint (although there’s no guarantee that the governance is outstanding, especially if the school hasn’t been inspected for a while)
Wherever you land, as a governor at a school where you have no prior connection, you can happily get stuck into seeing the world from the other side of the table. You will be exposed to HR, finance, strategic planning and examples of practice – good and bad – that are great for you to learn from and for your professional development. You might even find yourself chairing a committee that hones your skills in a particular area of the school’s development. You could even find yourself part of the recruitment panel for a new headteacher or, less uplifting but equally eye opening, a serious HR issue. You could be there when an Ofsted inspection happens. If you ever want to step up to headship, what a great experience to see these processes from the other side of the table first. You will also be exposed to governor colleagues from the world of business, local councillors, and more, who could be handy to know and could differ from your usual social and professional group. All good social capital to help you on your way professionally.
How do you build your confidence when you are starting out?
Don’t assume that because you work in education and perhaps ‘know how to do meetings’, you know it all. I would recommend that you go to your local authority governor induction, specific training sessions and any termly governors briefings meetings. They are usually very good – and even if they are awful, they are so eye opening and anthropologically enlightening! I have been to some briefings that felt like I was in a Mike Leigh film just by virtue of the range of people there and their behaviour. Others have left me so impressed with how the local authority is addressing issues that affect the local community and doing heroic efforts to do what is best for those in their care.
Make sure the school gives you a thorough induction too. Again, even if you are a staff governor or a parent governor, a good school induction will give you the information you need and will set the scene for the modus operandi you need to adhere to. A good Chair of Governors will do this themselves and might also match you with a more experienced governor as a buddy for a time.
Join Twitter or Facebook school governor groups. Read online, especially when you get the papers for the upcoming meeting. Go through the agenda and papers carefully and note any questions or thoughts you have. Have a look online at the National Governance Association resources or on The Key for School Governors or The School Bus website. Ask your school if they have a subscription to any of these, and if they don’t, do a free trial in the first instance. Don’t be afraid to ask the school to invest in subscription if you think it is worthwhile. I am of course biased, but I can’t really imagine not having access to The Key.
How do you become a governor?
There are several ways to become a governor. If you want to be parent governor, this needs to be by election. Ask the headteacher or Chair of Governors when the next vacancy is coming up and express your interest in standing for election. If you are not choosing the parent or staff governor route, I would recommend doing some research into your local schools and doing your own process of exploring the pros and cons to help you decide whether you become a staff, parent or community governor. My favoured method, once you have decided, is to send an email to the school you would like to volunteer at, with your CV and a cover letter of why you are interested in becoming a governor at the school. Follow up with a call if they don’t come back to you. A good governing body will interview you and will want to find out more, although many have a ‘bums on seats’ approach and will be so flattered and amazed that they will snap you up, no questions asked! Once you are a governor and have found your confidence, if that was the case when you started, you can always take it on to sort out how governors are recruited, the type of skills auditing that happens and ensure that the selection and training of governors is tip top.
There are also organisations that have a specific mission to recruit and sometimes train governors. The School Governors One-Stop Shop (SGOSS) and Inspiring Governance both have match-making services. You can also contact your local authority Governor Services department and offer yourself up there.
I’d be delighted to hear any further comments you might have that might be useful to others, or if you spot things that I might have missed or misrepresented here. Just add them into the comments section, or drop me a line and I will incorporate them if I can. If you do decide to become a governor, let me know. And if you need any support and I can help at all, similarly, get in touch!
Why is my curriculum white vs. why, is my curriculum white?
I was telling a friend of mine about the BAMEed Network and was surprised by her reaction when we started talking about a podcast I had listened to called ‘Why is my curriculum white?’ She suddenly sounded really annoyed as she said, “you know, we don’t need this pitying, dumbing down of the world on our behalf, thank you. Of course the curriculum is white, this is England. I don’t mind adding a black or Asian philosopher into the mix but it’s not representative and it is artificial if there’s more than one or two isn’t it?”
I wasn’t sure how to react. She said, “All you are doing with this BAME thing is segregating and categorising people – I don’t want to be seen as a brown woman when I walk into a room or representing brown people or women when I am on the school governing body. I just want to be me”. I love my friend, we often holiday together as families, we feel so at home together but we are completely opposed in terms of politics and many aspects of our world views. But we can talk about things and trust each other completely. We also don’t try and change each other’s minds about things. We find the middle ground. Still, I said to her, “colour-blindness, that’s not actually real you know?” She was resolute. It would be for her.
Test yourself if you dare
It gave me pause for thought though. I am not trying to segregate the world, I am trying hard to be aware of my unconscious bias. I start from the standpoint that we are so culturally socialised by certain viewpoints that it is unrealistic to pretend to be colour-blind or neutral. I have been challenging myself recently by trying out some of the Harvard University unconscious bias tests available online. If you are brave you will give them a go too. It makes me squirm but it reminds me that this difficulty exists and the key is to be aware and to not deny or enact the consequence of your initial unconscious bias.
My husband and I keep comparing our results with great curiosity and some mirth. We are such opposites in some ways too. His experience starts as an Israeli-Iraqi Jew brought up in Jerusalem, where he is seen as mixed race and a second class citizen alongside the Ashkenazic, European Jews. He is an immigrant to this country since the early 2000s and that makes him feel an affinity with certain populations more than others. He sees how ethnic minority students, and staff members, are treated differently in his workplace, a university setting, and it makes him incredibly frustrated. Having spent over a decade living in Israel myself, being constantly reminded that I am a foreigner, I know how he feels to some extent. Back in England now, in my relative position of white privilege, but still sometimes finding it hard to assimilate back in, my experience sometimes feels so extreme that it feels disingenuous to do anything but recognise that the way we see the world and are seen by it differs depending on many factors.
Three popular internet things that make you wonder
Every day, things I see online make me think more about this. Three very different ones have made me think. The first is the story of a five year old white American boy who wanted to get his hair shaved short like his black American best friend so that their teacher “wouldn’t be able to tell them apart”. This is a stark reminder of the fact that we don’t seem to be born looking for differences and aware of skin colour that much. It is culturally constructed over time and is a part of our education. You can’t culturally un-construct it just by declaring yourself colour blind. All culturally constructed notions are deeply engrained.
Secondly, the news interview where a white man is speaking to the camera and in marches his small daughter, shortly followed by his other child in a baby walker. They are pursued by a woman who rushes in on all fours grabs them both and hustles them out of the room, returning briefly, still on her knees to shut the door. The assumption online was that this was his wife. Others speculated that it could be the childminder. There was backlash against presumed racially charged assumptions that the woman was a childminder and not the children’s mother and the white man’s wife – she was Korean. She was his wife.
Thirdly, isn’t it human, – and animal – ancient, learned behaviour to break the world up into categories of like me, not like me, threat and non-threat. You only have to see what happens to a cat when someone puts a cucumber behind it. Why would a domestic cat that has never seen a snake, have it so engrained in their ancient cat-bias, so as to be afraid of a vegetable that has only a vaguely snake-like appearance, is completely inanimate but seems to have sneaked up on them? Could this be true also for us human folk? Does it go that far back?
Cycling and gender-biased aggression
On a personal note, as a cyclist in London, I am now clocking up 45 minutes each way on my commute to and from work. I have always been bothered by the amount of abuse I get, although my cycling style is pretty mellow and non-confrontational. I have cycled for years and a while back now, I complained to my husband that as a woman, I get called all sorts of vile names and people can be unduly aggressive towards me. He said he never got any abuse and put it down to the fact that I can be bloody-minded and belligerent with my opinions so I am probably the same on the roads. One evening, we went out together locally and I suggested we cycle there together. On the way, I asked him if he would be willing to do an experiment with me, and to cycle some distance behind me and watch what happened. Sure enough, he was shocked by the different treatment I got compared to what he has been accustomed to. I had the usual array of cars beeping, or deliberately overtaking dangerously close and shouting as they passed, making me jump. There was also unwanted interaction with swearing pedestrians, heads down in their phones while they were weaving between the cars pausing for a moment in traffic, and from other (male) cyclists even.
Due to the air quality of central London, I have taken to wearing a pollution filter mask while cycling in recent months. It has been quite cold so with the mask, gloves, helmet and all my waterproof gear on, you can’t tell if I am a woman or a man or even what colour I am. It’s amazing. It’s as if I have been granted a completely new status. No-one bothers me at all. Bingo. I can see why it would be amazing to reach a place where we don’t automatically treat people in certain ways based on deep seated and learned bias.
Dare you consider, how might unconscious bias affect your relationships at school?
Let’s assume then that unconscious bias does exist. How might this affect your relationship with your students and other staff members? Here are some all-you-can-eat, food for thought observations I have heard played back to me by school staff I have spoken to:
Please ask yourself these questions, try the Harvard online tests and let’s start to discuss what this makes us feel, what we could do differently and where the issues might lie. We will be holding a BAMEed Network conference on all aspects of unconscious bias on June 3rd. If you have ideas for what other issues should be covered, let us know and make sure you are there on the day!
There seem to be several ways that people tackle the issue of diversity in the workplace as far as I have experienced it. Having occupied various positions in white, middle-class dominated work environments, the issue of diversity has exercised me for a long time. I have been regarded as “the ethnic minority” in some places by virtue of the fact that I am of Jewish heritage, am married to an Iraqi-Israeli and my kids were born abroad. I have seen the almost visible domino effect of assumptions that click into place when people find out these facts about me. But, better out than in I say. If people can tell me what they assume about me, at least then I can work through the stereotypes with them and isolate what is right and what is not. One of the most destructive things is to ignore altogether race, identity, culture, colour, whatever it is that makes for difference between people.
Whether or not I can lay claim to be classed as an ethnic minority is immaterial. I am wholly and passionately committed to doing what I can to break down barriers that exist for people based on the sex, gender, sexuality, race, ethnicity, whatever the multifarious categorisation that exists that causes these barriers. This is why I am shoving my white-privileged nose into the group of people now committed to forming the #Educolour movement in this country. And I trust each and every one of them to speak truth to me at any point.
One of Stonewall’s diversity champions once told me, when I was concerned whether I could effectively look out for the rights of others, that there is no better advocate for diversity in a workplace than someone who might outwardly represent the accepted norm. “People might listen to a black guy talking about racial equality in the workplace, but if a white person is a passionate advocate, that will get people’s attention for sure”.
The biggest problem I have encountered is that people don’t want to talk about it. This is probably mainly because they are worried about saying something wrong and causing offense, But many don’t want to accept even the basic fact that subconscious bias and racism is rife within our society. Or worse still, people pretend to be “colour-blind”. Unless each one of us is willing to admit it is our problem, nothing at all will change. Unless each and every one of us just connects with the places where we do assume, discriminate, overcompensate, skirt around, feel uncomfortable, behave differently to people, then we will just perpetuate the problem.
Here are some uncomfortable moments I have had while on recruitment panels that might make your jaw drop:
Panel of two white women, one white man. White, male, middle-aged, middle-class interviewer goes off script and asks young, Asian woman: “Are you spoilt?”
She, unfazed, quick as anything says: “No, but my brother is! Have you met an Indian mother who doesn’t spoil her son?! He is her sunshine. I don’t get to be spoilt!”
We all laughed and moved on to the next question. I died inside. When we got out of the room, I challenged my senior colleague. “What was that all about? Why on earth did you ask that?”
“Oh” He said, completely nonplussed by my obvious disdain. “I once knew an Indian woman who was really spoilt. I didn’t want you to have to deal with that on your team”
I liked her, I wanted her on my team. She is personable, she has already proved herself to be quick-witted and feisty. She has got through to a face-to-face interview based on passing several stages of the recruitment process including three written tasks. The standard of her writing is excellent and she has displayed a creativity of thought in her responses. The second woman on the panel is worried about her ability to represent the organisation because she has a lilting, Delhi accent. I remind her that according to the job we have advertised, she needs to be able to write quickly and accurately, using a high standard of English. She has proved to be able to do this and moreover, seems like she could fit in really well with the rest of the team, our values and so on. “Some aspects of writing are just there, they can’t be taught” I was told by my colleague by way of explanation of her doubts about this candidate.
I can feel myself fighting for this person and fighting through assumptions, prejudice, all dressed up as genuine concerns but moreover, all based on subtle discrimination and not on the facts before us. She turned out to be one of the best members of my team.
My colleagues weren’t bad people. They saw themselves as very open-minded and committed to diversity. But there are boundaries to all of our ability to really challenge ourselves and ask honestly what subconscious bias could be playing out here.
A white, male colleague and I are waiting for two candidates to show up for an interview. One has what could be described as a non-English, Arabic name, the other has a very “English” standard male first name and surname. The first to arrive is a black man, and we both assume this is the one with the Arabic name. It is only when the second candidate shows up for the interview that we realise that we are wrong. She is a woman and cannot possibly be the one with the standard English male name.
After the interviewees have left and knew nothing of our silent confusion, I can’t contain my embarrassment and say to my colleague: “Woah, massive racist assumptions there from both of us!” He claps his hand on his forehead and said “How many discriminatory stereotypes went into that little misunderstanding?!” Awful, but at least we were aware that this actually happened and at least we could openly talk about it and think what we would do next time to ensure this doesn’t happen again.
Some years ago, I keep hearing some of my colleagues declare proudly, openly and frequently that we have a team that is predominantly made up of young, Russell Group university-educated men and women. It takes me a while to understand why this makes me angry. I challenge them on this and ask why this makes us a good place to work. I am not young, nor Russell Group educated, and I am the only person to have recruited not one, but two people onto my team who don’t have a university degree at all. The first hire sparked consternation when my boss realised that they didn’t fit the ideal standard, but once they had proved themselves to be superb at their job and display a lot more intelligence and resilience than some of our more “thoroughbred” members of the stable, it was easier to get the second one through. They both had a maturity and solid work ethic that ensured that we got things done and to a high standard.
My challenge to my previous workplace was a challenge to this idea that having people who have made their way through a path of privilege means that they are necessarily better at their jobs than others. In my experience, some of the best-educated and holders of the highest accolades from Oxbridge were the weakest staff members in terms of their teamwork, resilience, creativity and initiative-taking. I was told time and again, “we need the best candidate for the job, and the easiest way to see that is through their qualifications and work experience”. What is not clear here is that there are so many barriers to people who don’t have access to the level of privilege needed, that they may not be getting a shot at the places of education and work that others may be able to just glide in to.
We really have to create a recruitment process that both sorts people’s ability to do the job advertised but that also can sort between things that are trainable skills and things that are essential to have inbuilt. This is where we have an opportunity to halt the assumptive wheels of institutional prejudice and actually create a step for people to take.What I mean is this. Faced with two potential candidates, I must look to see where I can challenge myself and my own assumptions. I must also look to see if with a small amount of effort on my part, I might be able to provide an opportunity for someone who has proved that they can do the job well but may not have the standard set of traits of privilege that we lazily may assume make them the “best candidate” for the job. If I can take someone on and invest an extra few hours of training in them to fill any gaps, which may cost the organisation slightly more, I will. I know that through doing this, I have diversified the workplace, shifted the accepted norms about what pathways people need to have followed to land here, and have broadened my own and my colleagues’ horizons about where good people can come from, I must do this. And if I need to fight a bit to do it, I will.
There are simple things that we can all do, and that we all must do. We must embrace our own prejudice and never avoid an opportunity to delve deeper into it to understand it better. We must call out prejudice when we see it (including our own!) but not in a confrontational and aggressive way, we need to champion growth-inducing challenge and whenever possible model a better way through as many channels as possible – such as recruitment processes as I have tried to illustrate here. This is what I mean when I say, change begins with you.