September 23 2008 - Recent research by the Chartered Management Institute (CMI), Department for Work and
Pensions and Institute for Employment Studies (IES) examined recruitment trends, career aspirations and barriers
faced by members of under-represented groups in the workplace.
Stephen Timms, minister of state for employment and welfare reform, said:
"This study shows that it is vital that employers take a close look at the methods they use to
attract new recruits and to appeal to all groups and not just a limited band of potential employees. Understanding
the aspirations of the whole workforce is key to recruiting and retaining the best employees."
The study found that 67 per cent of 1350 managers surveyed regularly browsed job adverts. More than
half (56 per cent) were actively looking for new employment. Two-thirds would consider moving if presented with the
right opportunity; 28 per cent were registered with recruitment consultants.
The majority relied on newspapers to learn of job opportunities (81 per cent); 76 per cent used
online job searches. Two-thirds drew on personal networks (67 per cent) or professional bodies (60 per cent).
Researchers found significant differences between ethnic groups:
- press advertising was favoured by black managers (4.30 on a 5 point scale)
- online searches by Asian managers (4.22), and
- personal networking by white managers (3.86)
The study concluded that 37 per cent of individuals had found their current job through print
media compared to:
- networking (25 per cent)
- recruitment agencies (12 per cent)
- online job searches (11 per cent)
- head-hunters (9 per cent)
- online advertising (9 per cent)
The report identified perceptions of prejudice as a significant factor in the wish to find new work.
For example, one-third of Asian managers and 20 per cent of black managers identified racial discrimination as a
barrier to career progression compared to just under 10 per cent of those from mixed ethnic background and 1
per cent of white managers.
More black managers wanted increased seniority than their white counterparts
(63 per cent compared to 52 per cent). Disappointment with their current role was more prevalent among
black managers (23 per cent compared to 13 per cent).
Although 77 per cent accepted their current job because of promised development opportunities only
45 per cent believed their employer had developed their skills "impressively" or "well". Ethnic minority groups
felt particularly let down: Asian and black managers reported "inadequate" or "very inadequate" development (24
per cent and 22 per cent respectively) compared to 16 per cent of white managers.
Jo Causon, CMI director of marketing and corporate affairs, commented:
"Despite increasing demands for openness and transparency many of the barriers to achieving greater
diversity at a senior management level persist. It should be a key concern for employers because they run the risk
of wasting a talent pool that already exists."
Report author Hülya Hooker, IES research fellow, concluded:
"This study reveals what is happening in practice in the careers of managers. If organisations want management talent at the top, it's there, and in an ethnically diverse pool. Recruitment approaches must recognise that managers from different ethnic groups are attracted by different benefits. What this talent has in common, though, is a drive to be challenged, to grow, and to achieve. And if the challenge and opportunity goes, so will they. Organisations therefore need to understand and engage with what really motivates their managers, before and after recruitment - and long before they hear the rustle of the jobs pages."
Diversity
