Lord Simon Woolley – People Management
Shared from: https://www.peoplemanagement.co.uk/article/1869138/hr-lead-embedding-anti-racism-culture
No organisation can be at its best if it is not attracting and nurturing ethnically diverse and brilliant talent, and HR can play a leading role in making it happen. To do so, however, the profession must be anti-racist. Creating an ethnically diverse work culture and reaping the many rewards that brings calls for HR activists who make things happen, and consistently so. It is possible in human resources to put in place mechanisms that are well intentioned, but in reality fail to dramatically move the dial. To make a difference, the onus is on being proactive rather than having a good heart.
In fact, without being active when in a position to make a difference we, in effect, can become complicit. If we have the power and influence to effect change, ethically we are duty bound to use it. This may be a tough message for some, but it is something I firmly believe.
Is it difficult to become an anti-racist organisation? Yes, it can be an uncomfortable journey. Making progress towards a more just world has rarely been a walk in the park. There is a risk, for example, that people can see ‘anti-racist’ as ‘anti-us’. It can be viewed by some as a divisive approach. Nothing could be further from the truth, in my view. If we get our approach to racism and racial disparities right, we unlock compassion and talent, and we will be a greater society. Anti-racism ultimately brings people closer together.
Organisations are fundamental, of course, in achieving this wider societal goal, and a core element of this is their approach to personnel and development. HR counsels organisations on how they recruit, develop and retain talent, and it is my belief that this profession is an engine and a driver, rather than a cog in the machine. To make a real difference on addressing racism, however, it must operate differently. Particularly in recruiting, it is possible to institute policies and processes that look good on paper, but have very little impact on addressing gaps in representation. To effect change, organisations should be brave and redress the balance.
The HR team cannot bring about this shift on its own, of course. Starting at board level, a consensus must be first built on whether there is indeed a problem with racism in your business. It is likely that there is. A Catalyst report published in October last year, including the findings of a survey of more than 5,000 employers from marginalised racial and ethnic groups in Australia, Canada, New Zealand, South Africa, the UK and the US, gave further evidence of the scale of the problem in our organisations today: out of every 10 employees from marginalised racial and ethnic groups in your company, six or seven of them might have encountered racism during their career, according to the survey. What’s even more alarming, says the report, is that about half of them are facing it right now, in their current roles.
Of course, racism manifests itself in many ways. As this report suggests, it is not only workplace harassment. It is being sidelined on important projects or being overlooked for promotions. It is the constant feeling of not belonging. In an anti-racist organisation, everyone feels that they belong and that they are valued for the unique talent they bring to the company. This is achieved with the right culture and only with this can you deliver.
The leadership team sets the tone, but a culture has to be embedded. This is about shared anti-racist values and behaviours, and it is where HR has a critical part to play. It is on the frontline, counselling leaders and advising managers on the steps to take to root out and eradicate racism in the organisation. It can create spaces for employees who are Black and from diverse ethnic groups. And yes, the profession can provide opportunities for education on racism, including white privilege.
When anti-racism is part of an organisation’s DNA, it is a normalised action. The HR profession is positioned to lead in making this proactive approach very much the norm in business. I hope it grasps this opportunity with both hands.
Lord Simon Woolley is principal of Homerton College, University of Cambridge, and a crossbench member of the House of Lords