1
The Equality and Human
Rights Commission
Diversity Workforce Data
Report
2010/11
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Contents
Foreword ................................................................................................3
Section 1.................................................................................................5
Introduction .............................................................................................5
Background .........................................................................................7
The legislative framework ....................................................................7
Scope of the 2010/11 workforce diversity report ..................................8
Section 2.................................................................................................9
Progress towards delivering 2009/10 workforce diversity
recommendations ................................................................................9
Section 3............................................................................................... 11
Approach to the analyses of our workforce monitoring data .................. 11
Effective Leadership and Management .............................................11
Representative workforce across all levels ........................................12
Behaviours and workplace culture ..................................................... 15
Equal Pay .......................................................................................... 16
Appendix 1 ............................................................................................ 19
Reporting categories .........................................................................19
Appendix 2 ............................................................................................ 22
Analysis by protected characteristic .................................................. 22
Race .....................................................................................................22
Gender..................................................................................................24
Disability ............................................................................................... 25
Carers ...................................................................................................27
Sexual orientation ................................................................................. 28
Religion and/or Belief ............................................................................30
Age .......................................................................................................31
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Foreword
I am pleased to present the Equality and Human Rights Commission’s
(the Commission’s) third Annual Workforce Diversity Report for the
period 1 April 2010 to 31 March 2011.
At the Commission we recognise that ensuring equality in employment
and eliminating workplace discrimination and harassment are essential
for developing a diverse workforce, attracting and retaining high calibre
employees and maximising productivity.
We see the diversity of our staff as one of our key strengths, with the
range of knowledge, skills and experience our employees bring to their
work.
Respecting and valuing the diversity of our staff contributes to our
working environment and helps foster an inclusive place to work.
It also improves communication and understanding both internally and
with external stakeholders and makes us a stronger organisation.
Through our workforce diversity monitoring and reporting we continue to
demonstrate our commitment to understanding, valuing and
incorporating differences to ensure a workplace that is fair, equitable and
inclusive for all.
We believe that an inclusive workplace, where staff, customers and
stakeholders are treated with dignity and respect is everyone’s
responsibility and during 2010/11 a series of Dignity at Work
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conferences were held for all staff to help understand how it affects
everyone and how we all have an important role to play in leading by
example. With our staff we have also developed a set of values and
behaviours for the Commission. These values are intended to help us
define who we are and act as a guide for the way we work with each
other – and the way we serve the public and engage with our
stakeholders.
With the significant organisational change ahead for the Commission it
has never been more important to ensure that that we manage our staff
fairly, that we treat each other with dignity and respect and that we
demonstrate our values in all we do.
Mark Hammond, Chief Executive
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Section 1
Introduction
Maximising the benefits of workplace
diversity in the Commission means
managing individual differences in a
way that capitalises on them.
Supporting individual differences
helps every employee reach their
own potential and contributes to the
What is workforce
diversity
A simple definition of
workforce diversity can be
described as the similarities
and differences among
employees in terms of age,
race, disability, race,
religion, sex, religion or
belief, sexual orientation,
caring status, and maternity
and pregnancy.
delivery of the Commission's
strategic priorities.
To do this we need to have an in-depth understanding of the effect of
our workplace cultures, policies, practices and procedures on our staff.
Collating and analysing data on our staff by protected characteristics
(workforce diversity data) provides a good starting point to develop this
understanding. It provides us with a robust evidence base to identify any
differences in outcomes for different staff groups. Outlined below are a
few examples of how the Commission uses workforce diversity data.
 Disparities in the diversity profile of our workforce helps us in
developing actions to address any perceived inequalities and barriers
to equality of opportunity.
 We gain an understanding of whether our employment policies,
practices and procedures are equitable and are being implemented
fairly by examining under- or over-representation of staff.
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 We identify differences in the outcomes or experience of staff, and
where required, develop training and guidance to support our
managers in managing a diverse workforce.
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Background
The legislative framework
During 2010/11 the Commission was required to meet the employment
monitoring requirements of the race, disability and gender duties, which
were in place at that time. As in previous years our workforce monitoring
for 2010/11 has continued to go beyond those requirements and
includes gender, disability, race, sexual orientation, carers, religion or
belief, age and gender reassignment.
The new public sector equality duty, which came into force on 5 April
2011, was created by the Equality Act 2010 in order to harmonise the
race, disability and gender equality duties and extend protection to the
new protected characteristics of age, sex, gender re-assignment,
pregnancy and maternity, religion or belief and sexual orientation. There
is now a requirement for public bodies like the Commission to publish:

equality objectives, at least every four years

equality information to demonstrate their compliance with the
equality duty, at least annually, and initially by 31 January 2012.
Our workforce data will form part of the equality information we will
collate, monitor and publish to help us meet our responsibilities under
the new duty and ensure equality considerations are reflected in our
employment practices and policies.
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Scope of the 2010/11 workforce diversity report
This report provides an overview of our employment equality monitoring
data as at 31 March 2011. Workforce monitoring data collated includes:
gender, disability, race, sexual orientation, carers, religion or belief, age
and gender reassignment.
Who is included
The data relates only to staff who are on secondment or loan and
individuals who are directly employed by the Commission, it excludes
Commissioners and those who work with us but are engaged as interims
or agency staff.
Data quality
The Commission now has equality and diversity trend information for a
three-year period enabling us to assess progress, investigate any
disparities in outcomes of our different employee groups and identify
where we can do more.
Reporting categories
Our reporting categories are age, disability, sex, gender reassignment,
pregnancy and maternity, race, religion or belief and sexual orientation.
The definitions used can be found in Appendix 1.
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Section 2
Progress towards delivering our 2009/10 workforce diversity
recommendations
The following section reviews the recommendations made from the
analysis of our 2009/10 workforce diversity report and the progress we
made towards delivering these in 2010/11.
Recommendation 1
To continue to monitor the trend in the application and recruitment of
male candidates.
What we did:
We have seen an increase in the success rate for male candidates
throughout our recruitment activities and will continue to monitor.
Recommendation 2
To further improve the opportunities to resolve issues at an informal
stage by ensuring that employees are aware of what is expected of them
and managers have a framework within which to manage grievances.
What we did:
Early interventions have seen an increase in the number of grievances
resolved informally.
Recommendation 3
Develop a positive action strategy to address under-representation of
disabled and ethnic minority employees at senior levels in the
organisation.
What we did:
We have begun engaging with our staff support groups which has been
used to inform the development of an operational positive action plan.
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In addition to the actions taken in relation to the specific
recommendations from our 2009/10 workforce diversity report, during
2010/11 we have also:
 Strengthened our equality data collection and monitoring to include
age, sexual orientation, religion or belief and carers, providing us with
a stronger evidence base to upon which to drive improvements.
 Increased the quality of information on diversity. For example, we
have improved diversity declaration rates on sexual orientation from
78 per cent in March 2008 to 88 per cent in March 2010. Indicative of
a progressive shift in staff confidence when declaring personal
information.
 Introduced a new retirement policy without a default retirement age,
one of the first public sector bodies to do so: supporting our
commitment to attracting and recruiting older workers.
 Launched a new performance management framework in April 2011
with training for all managers and elective participation to attend
workshops for all staff; underpinning our commitment to an objective
appraisal process.
 Launched a new internal values and behaviours framework with the
input of over 100 employees and implemented a cross-functional
working party.
 Remained committed to undertaking an Equal Pay Audit in 2012/13.
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Section 3
Approach to the analyses of our workforce
monitoring data
Our workforce reporting for 2010/11 is structured across the following
key aims:
 Effective leadership and management
 A representative and diverse workforce across all levels
 An inclusive workplace culture and environment
 Equal pay and reward
A detailed analysis of our workforce data and information can be found
in Appendix 2. This has helped us to understand how well we are
progressing towards our four aims for each protected characteristic. A
summary of the main findings and the resulting actions is presented
below.
Effective leadership and management
At the Commission we view leadership as key in taking forward the
diversity agenda. To gain value from diversity requires leadership and a
sustained, systematic approach and long-term commitment.
Managers are all responsible for being able to manage a diverse
workforce, work alongside members of diverse teams and create an
inclusive culture.
We are committed to continuing to build the capabilities of our managers
so that they can champion our leadership commitment to diversity. In
2010/11 we provided guidance to all managers on how to ‘Manage a
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Diverse Workforce through Organisational Change’. We will continue to
strengthen our leadership commitment and develop our managers
throughout 2011/12.
What we will do:
 Diversity training will be put in place for all staff in 2011/12.
 Senior level champions will be assigned to staff support groups.
 Governance will be strengthened to ensure equality and diversity
considerations are embedded in our executive decision-making
processes in particular during our transformation programme.
 Implement the requirements of the public sector equality duty.
Representative workforce across all levels
Our diverse workforce enables us to benefit from the creativity and skills
of all our staff and it is important that this diversity is present across all
levels of the organisation. It enables us to tap into a broad spectrum of
experience and ideas that comes as being part of a diverse team.
Organisational diversity
The Commission continues to maintain a diverse workforce. Between
March 31 2010 and 1 April 2011, 439 people worked at the Commission
of whom:
 66 per cent were female. Female representation remains significantly
higher than the proportion of women in the workforce population as a
whole in Britain at 50 per cent1 and 53 per cent2 for the public sector.
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 23 per cent described themselves as having a disability, significantly
higher than the proportion of disabled people in the workforce
population as a whole at 13.1 per cent.1
 19 per cent were from an ethnic minority group, compared to 8 per
cent of the workforce population as a whole in Britain.
 30.5 per cent were aged 25 to 34, compared to 22.41 per cent of the
workforce population as a whole, and 13 per cent were over 55
compared to 15 per cent 1of the workforce population as a whole.
 13 per cent declared a non-Christian religion, compared to 5.51 per
cent of the working population. Two-fifths of staff stated that they had
no religious belief. Of the remainder, the largest group were of the
Christian faith.
Representation by organisational level
In 2009/10 we made a commitment to monitor the trend in the number of
job applications from males and their success rate, due to the underrepresentation of males in our workforce. In 2010/11 we continue to see
low numbers of applications from male candidates. Despite this we have
seen a positive increase in the recruitment success rate for male
candidates. In addition, male employees are represented across all
levels in the organisation.
1EHRC
analysis of Office for National Statistics- Social and Vital Statistics Division, Annual Population
Survey, October 2008 - September 2009
2Office
for National statistics, Statistical bulletin, public sector employment, Q4,2010
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There is continued under-representation of ethnic minority and disabled
staff at senior levels (Director level), 10 per cent (compared with a
workforce profile of 19 per cent) and 10 per cent (compared with a
workforce profile of 23 per cent) respectively. Our three year trend
recruitment data highlights that both ethnic minority and disabled
candidates are being successfully recruited to higher levels within the
organisation. In addition there has been an increase in the success rate
of ethnic minority employees for temporary promotions from 10 per cent
in 2009/10 to 23 per cent in 2010/11. We continue to attract and recruit
ethnic minority individuals, with an increase in job applications from
Asian/Asian British candidates in 2010/11.
Recruitment rates show a good success rate for ethnic minority
candidates and the representation of ethnic minority employees remains
high at 19 per cent, considerably higher than the national profile at 8 per
cent.1
Over a three year period there has been a reduction in the number of
ethnic minority applicants recruited to level 1 and 2 and an increase in
the number recruited to level 3, 4 and 5. In addition success rates for
temporary promotions of ethnic minority employees increased in
2010/11. This is encouraging and will support positive action measures
to increase ethnic minority representation in senior level roles.
What we will do:
As the Commission moves to reduce staff numbers through the
implementation of our transformation programme, there may be limited
opportunity to use positive action measures within recruitment to
address the under-representation of ethnic minority and disabled
employees.
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Recognising this we have started to engage with our staff groups to
develop other medium and long term activities focused around positive
action in learning and development that will help all staff to maximise
their individual potential for progression.
 Ensuring staff at all levels continue to have access to appropriate
learning and development opportunities, including training tailored
to their personal development plans, continuing professional
development, shadowing, mentoring and coaching opportunities.
 We will continue to monitor the impact of our organisational
change proposals on the diversity of our workforce and build in
further improvement actions accordingly.
Behaviours and workplace culture
We want to enable all our staff to be fully involved in the Commission’s
work, to protect them from unfair treatment and ensure each individual
can reach their potential.
As the Commission continues to go through a period of change it has
never been more important to ensure that we do everything we can to
help our staff to succeed in their role and manage the changes ahead.
In 2010/11 we have seen a reduction in the number of grievances raised
by employees with 1.8 per cent of the total workforce raising a
grievance, i.e. 8 grievances in total. We have also seen a decrease in
the number of grievances raised by disabled staff. This could be
attributed to the work we have undertaken in 2010/11 to build our
managers’ capacity and understanding around working inclusively and
removing accessibility barriers. This includes embedding of new
reasonable adjustments guidance and the roll-out of guidance on
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supporting a diverse workforce through change. However, we are not
complacent and will continue to identify ways to promote an inclusive
workplace culture for all our staff.
What we will do:
 Roll out Leading Change and Transition training for all managers
and Personal Resilience training for all staff.
 Continue to promote our Employee Assistance Programme to
support staff through the organisational change.
 Promote our values and associated behaviours through training,
development and communications to progress and encourage an
appreciation of an inclusive workplace.
 Conduct a staff survey to understand how well we are managing
change with responses analysed by the protected characteristics
and use the findings to inform future objectives.
 Continue to develop better engagement and communication with
our staff groups.
 Reduce conflict by mediating and early interventions to informally
resolve issues to reduce the number of formal grievances raised.
 Embed our performance management framework and roll out
training to all managers.
Equal pay and reward
The Commission extended its pay gap calculations in 2009/10 to
include, gender, disability, race, sexual orientation and carers. We have
not extended our pay gap reporting to include age or religion or belief
due to the difficulties in interpreting the findings and the relatively small
sample size that we would be working with. We will continue to monitor
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the feasibility of reporting on pay gap data relating to age and religion
and/or belief in future reporting.
The Commission reports on its pay gaps using a single measure, by
comparing the average full-time equivalent earnings between the
equality groups being looked at. The pay gap data below is accurate as
of March 2011.
Table 1 Pay gaps
Gender
Disability
Race
Sexual
orientation
Carers
July 2009
5.56%
March 2010
4.88%
Not
calculated
5.39%
Not
calculated
9.39%
Not
calculated
-8.12%
Not
calculated
-10.96%
March 2011
0.48%
6.81%
8.36%
-5.53%
-12.40%
Our gender and race pay gaps have both decreased and the
Commission continues to have one of the lowest gender pay gaps in the
public sector at 0.48 per cent compared with a UK public sector average
of around 19 per cent.
A slight increase in our disability pay gap may have resulted from an
increase in the number of disabled applicants now working part-time,
from 14 per cent in 2009/10 to 16 per cent in 2010/11.
We are committed to ensuring that our pay strategy is fair and in
2009/10 we committed to undertake an equal pay review in 2012/13
following the implementation of our new organisational structure.
What we will do:
 Carry out an equal pay review in 2012/13.
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 Consider the feasibility of extending our pay gap reporting to cover
age and religion and/or belief.
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Appendix 1
Reporting categories
Our reporting categories are defined as follows:
Age
Staff members were asked to place themselves into one of six age
groups:
16-24
25-34
35-44
45-54
55-64
65+
Disability
Staff members were asked whether they consider themselves to be
disabled under the definitions of the Equality Act 2010.
Gender reassignment
Staff members were asked whether they defined themselves as
transgender.
Race
Staff members were asked to classify themselves on the basis of the
Census 2011 categories of ethnicity:
White
• English / Welsh / Scottish /
Northern Irish / British
• Irish
• Gypsy or Irish Traveller
• Any other White background
Mixed / multiple ethnic groups
• White and Black Caribbean
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• White and Black African
• White and Asian
• Any other Mixed / multiple ethnic
background
Asian / Asian British
• Indian
• Pakistani
• Bangladeshi
• Chinese
• Any other Asian background
Black / African / Caribbean /
Black British
• African
• Caribbean
• Any other Black / African /
Caribbean background
Other ethnic group
• Arab
• Any other ethnic group
Religion or Belief
Staff members were asked to classify themselves on the basis of the
Census 2011 categories of religion or belief:
No religion
Christian (including Church of England, Catholic, Protestant and all
other Christian denominations)
Buddhist
Hindu
Jewish
Muslim
Sikh
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Any other religion
Sex
This is recorded as male or female.
Sexual Orientation
Staff members were given the options of:
Heterosexual/straight
Gay
Lesbian
Bisexual
Prefer not to say
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Appendix 2
Analysis by protected characteristic
Race
In 2010/11 the composition of staff within the Commission was that:
o 80 per cent of employees were from a white background
o 20 per cent of employees were of an ethnic minority
background.
 This is a slight decrease compared with the 2008/09 figures, however
the proportion of ethnic minority employees is still significantly higher
than in both the UK public sector, at 8 per cent, and the overall UK
workforce.
 In 2010/11, 10 per cent of senior roles, Director and above, were
taken by staff from ethnic minority backgrounds. This is lower than
the workforce profile of ethnic minority employees of 20 per cent.
 Over the three year period there has been a reduction in the number
of ethnic minority employees recruited to level 1 and level 2 and an
increase in the number of ethnic minority employees recruited to level
3, 4 and 5. This will support improved ethnic minority representation
at senior levels.
 Job applications received from candidates declaring they were from
an ethnic minority background increased from 18 per cent in 2009 to
21 per cent in 2010/11. White applicants remained constant at 78 per
cent.
 Recruitment rates in 2010/11 for ethnic minority staff were around 19
per cent suggesting a good success rate when compared to the
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application rate. Recruitment rates of white staff were around 76 per
cent, again indicating a comparable success rate when compared to
the application rate.
 There was also a substantial rise in the number of Asian/Asian British
employees recruited from 6 per cent in 2009/10 to 19 per cent in
2010/11.
 In total since 2007,169 employees have been recruited, of which 28
(16.6 per cent) were from an ethnic minority. This includes staff
recruited to the helpline, staff transferred onto fixed term contracts
and staff who are on secondment.
 There has been a reduction in overall grievances in 2010/11 raised by
employees with 1.8 per cent of the total workforce raising a
grievance, i.e. 8 grievances in total. Of these 2 are collective
grievances, 5 grievances were not upheld, 2 are still ongoing and 1
was upheld. Of these grievances 37 per cent were raised by ethnic
minority staff, these account for 3 of the grievances raised. This
compares to 18 grievances raised in 2009/10. Of these 37 per cent
involved employees from ethnic minority backgrounds.
 25 per cent of temporary promotions went to ethnic minority staff in
comparison to 74 per cent of employees from a white background.
This is an improved success rate for ethnic minority staff and
highlights a considerable increase in temporary promotions for ethnic
minority staff which in 2009/10 was at 12 per cent.
 21 per cent of leavers from the Commission were from an ethnic
minority background, broadly in line with the expected profile.
Although this in itself is not of great concern the trend in leavers from
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ethnic minority backgrounds has shown a gradual increase from
2008/2009 at 17 per cent to 20 per cent in 2010/11.
Gender
 The Commission’s workforce is predominantly female at 66 per cent,
significantly higher than the proportion of women in the workforce
population as a whole at 50 per cent1 and 53 per cent2 for the public
sector.
 Representation of male employees has remained constant over the
last three years.
 Job applications received from candidates highlight an increase in
female applicants from 58 per cent in 2009/10 to 63 per cent in
2010/11.
 Recruitment success rates in 2010/11 for female staff were around 67
per cent compared with a success rate of 33 per cent for males.
 The proportion of males and females attending training has remained
the same with 34 per cent of males and 66 per cent of females
attended training in 2010/11.
 Representation of males is higher than the expected profile of 34 per
cent at the Director level (55 per cent) and at level 1 (45 per cent). At
all other levels representation is in line with the profile of males in the
organisation. Representation of females at Director level (45 per cent)
and above is lower than the expected profile of 66 per cent.
 In 2010/11, 90 per cent of temporary promotions went to female staff
in comparison to 10 per cent of male employees. A considerable
increase for females from 62 per cent in 2009/10 and a decline in
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male promotion rates from 38 per cent to 10 per cent in 2009/10 and
2010/11 respectively.
 There has been a reduction in overall grievances raised by all
employees with 1.8 per cent of the total workforce raising a
grievance, i.e. 8 grievances in total. 2 are collective grievances. 5
grievances were not upheld, 2 are still ongoing and 1 was upheld. In
actual numbers this represents a total of 3 grievances raised by
males in 2010/11 or 42 per cent. This compares to 18 grievances
raised in 2009/10, of which 18 per cent involved males.
 23 per cent of females work on a part-time basis compared to 8 per
cent of males. The proportion of females and males who work parttime, with the largest proportion of staff working part-time hours at
level 3. This compares to 7 per cent and 35 per cent of males and
females working part-time within the public sector respectively.
 51 per cent of our workforce leavers were female, lower than the
expected profile of 66 per cent. There has been an increase in male
leavers in 2010/11 from the previous two years rising from on
average 36 per cent to 49 per cent.
Disability
 Employees with disabilities represent 23 per cent of the
Commission’s workforce, significantly higher than the proportion of
disabled people in the workforce population as a whole at 13.11 per
cent. This may be as a result of the high proportion of legacy staff
transferring from the Disability Rights Commission who were
disabled.
26
 There is an under-representation of disabled employees at senior
levels. Over a three year period there has been a reduction in the
number of disabled employees recruited to level 1 and a slight
increase in the number of disabled employees recruited to level 3 and
4.
 Job applications received from candidates highlight an increase in
disabled applicants from 14 per cent in 2009/10 to 16 per cent in
2010/11. The Commission operates a two tick symbol policy where
we commit to interview all disabled applicants who meet the minimum
criteria for a job vacancy and to consider them on their abilities.
 Recruitment rates in 2010/11 show a reduction in recruitment of
applicants declaring a disability, from 25 per cent in 2009/10, to none
with disabilities being recruited in 2010/11. Note: there was a total of
21 staff recruited in 2010/11.
 Attendance of disabled staff in learning and development
opportunities is now representative of our disabled workforce at 23
per cent. This reflects the work we have undertaken to improve
access to training through strengthening our tender processes,
listening to and acting on the views of our disabled staff.
 Promotion data highlights that 13 per cent of temporary promotions
went to disabled staff in comparison to 87 per cent of employees who
did not declare a disability. This highlights a decrease in temporary
promotions for disabled staff from 18 per cent in 2009/10.
 There has been a decrease in the number of grievances raised by
disabled staff. This could be attributed to the continued embedding of
our reasonable adjustments guidance produced in 2010 on
27
supporting a diverse workforce through change, building the capacity
and understanding of our managers.
 In 2010/11 26 per cent of staff with disabilities worked on a part-time
basis, compared to 24 per cent in the previous year.
 In 2010/11, 15 per cent of our leavers were disabled which is lower
than the expected profile of 23 per cent. There has been a slight
increase in leavers from 2009/10 at 13 per cent. Regardless of this
slight rise, the retention of disabled staff remains high.
Carers
 The profile of staff with caring responsibilities at the Commission has
remained relatively constant at 36 per cent.
 The highest proportions of our carers are aged between 35 and 44 at
14 per cent followed by 12 per cent of carers aged between 45 and
54. The age profile of our carers suggests an element of the
‘Sandwich Generation' caring profile is in place, that is people who
care for their ageing parents while supporting their own children.
 At Director level, 36.5 per cent of staff stated that they have caring
responsibilities. This increases at level 5, where 46 per cent have
caring responsibilities. At level 4, manager level – 38 per cent are
carers. There is little change for officers at level 3, 31 per cent stated
they have caring responsibilities.
 No staff at level 1 reported that they have caring responsibilities
which is most likely indicative of the younger age profile of staff
represented within this level.
28
 Recruitment rates in 2010/11 for staff with caring responsibilities
show an increase from 24 per cent in 2009/10 to 29 per cent in
2010/11.
 The number of staff with caring responsibilities attending training has
remained in line with the overall profile of carers in the Commission.
We ensure that wherever possible training workshops are provided
outside school holidays and start and finish times to take account of
attendees working hours.
 In 2010/11, 19 per cent of staff on temporary promotion had caring
responsibilities, in comparison to 77 per cent of employees who did
not. This highlights a decrease in carers on temporary promotions
from 29 per cent in 2009/10.
 There has been a decline in the number of grievances raised by staff
with caring responsibilities, from 23 per cent in 2009/10, to 14 per
cent in 2010/11.
 In 2010/11, 26 per cent of our leavers had caring responsibilities,
which is less than our workforce profile, suggesting a good retention
of carers.
Sexual orientation
 The sexual orientation profile of employees has remained constant for
staff declaring themselves as lesbian/gay or bisexual at 6 per cent
and 2 per cent respectively. There has been an increase in staff who
declared their status as heterosexual, from 69 per cent in 2008/09 to
78 per cent in 2009/10.
29
 The proportion of employees choosing not to declare their sexual
orientation has decreased from 22 per cent in 2008/09 to 12 per cent
in 2010/11 post our data validation exercise in 2009. This is a positive
trend and is indicative of a progressive shift in staff confidence when
declaring personal information.
 Of our lesbian, gay and bisexual staff, 8.3 per cent work at Director
level and above, 22.2 per cent work at level 5, and 22.2 per cent are
employed at level 4, manager level. 27.8 per cent work as officers at
level 3, and 16.7 per cent as co-ordinators at level 2. The smallest
number of lesbian, gay and bisexual staff, 2.8 per cent, work at level
1, this may be indicative of the confidence levels of staff working at
this level willing to declare sensitive information.
 Job applications received from candidates declaring their sexual
orientation has remained largely static where 85 per cent of
applicants declare their sexual orientation as heterosexual.
Applicants declaring their status as bisexual/gay/lesbian remained
fairly constant at 10 per cent.
 Recruitment rates for bisexual/gay/lesbian staff show an increased
success rate of 5 per cent in recruitment in 2010/11 from 1 per cent in
2009/10.
 9 per cent of staff that accessed training in 2010/11 were
bisexual/gay/lesbian, which was the same number reported in
2009/10.
 Promotion data highlights that 13 per cent of temporary promotions
went to gay/lesbian staff in 2010/11 compared to 4 per cent in
2009/10 highlighting a higher success rate than the workforce profile
of gay/lesbian staff at 6 per cent.
30
 In 2010/11, 10 per cent of our leavers were gay which is slightly
higher than the expected profile of 6 per cent. This shows a slight
decrease from 2009/10 at 13 per cent.
Religion and/or Belief
 At Director level and above, 50 per cent of staff stated that they
have no religion, 23 per cent stated they were Christian, and 18
per cent chose not to state, these figures remain largely the same
for levels 4 and 5. At level 3, Officer level, 38 per cent of staff
stated they were Christian, 32 per cent stated they have no
religion, and 12 per cent chose not to state, these figures remain
largely the same for staff at level 2. However, at level 1, 55 per
cent of staff stated they were Christian, 20 per cent stated they
have no religion, and 10 per cent stated their religion as Other.
 The religions stated on job applications received from candidates
have remained largely the same from 2009/10 to 2010/11. The
two largest categories continue to be Christian, and No Religion,
with Christian rising from 40 per cent to 42 per cent in 2010/11,
and No Religion rising from 42 per cent to 43 per cent.
 2010/11 showed people that declared they had No Religion to be
the largest group of new staff recruited to the Commission, at 52
per cent, an increase from 37 per cent in 2009/10. Recruitment of
Christian staff decreased from 34 per cent of staff recruited in
2009/10, to 19 per cent in 2010/11. The per cent of staff recruited
31
that chose not to state a religious belief (or lack of), rose from 10
per cent to 19 per cent.
 The religious profile of staff that have attended training has
remained largely unchanged from 2009/10 to 2010/11. The largest
percentage remains staff with No Religion, at 39 per cent, up
slightly from 38 per cent in 2009/10. This is followed by Christian
staff, which remains the same at 36 per cent of trainees.
 In 2010/11, staff that declared No Religion continued to be the
highest percentage of staff on temporary promotion, at 58 per cent,
up from 47 per cent in 2009/10. The percentage of Christian staff
decreased from 33 per cent in 2009/10 to 26 per cent, but
remained as the second largest group.
Age
 Job applications received in 2010/11 has shown a significant increase
in applications from older workers (aged 55 or above) who accounted
for 12 per cent of candidates. However, this is balanced by a
substantial reduction in younger applicants (16-24) – down from 23
per cent in 2009/10 to 6 per cent in 2010/11.
 Recruitment rates in 2010/11 show an increase in recruitment of staff
between the ages of 25 and 44, from 42 per cent in 2009/10 for 2534, to 52 per cent being recruited in 2010/11. For the age group of
35-44, there was an increase from 21 per cent in 2009/10 to 29 per
cent in 2010/11. Recruitment of staff in the 45-54 age group
decreased from 22 per cent in 2009/10 to 14 per cent in 2010/11.
 Of the staff that took advantage of learning and development
opportunities in 2010/11, 29 per cent were 25-34, down slightly from
32
32 per cent in 2009/10. 28 per cent were aged 35-44, up slightly from
27 per cent in 2009/10, this number remains the same for staff aged
45-54, 28 per cent, up from 27 per cent last year. There was an
increase in staff in the 55-64 age group attending training from 10 per
cent in 2009/10 to 13 per cent in 2010/11.
 Promotion data highlights that 42 per cent of temporary promotions
went to staff between the ages of 25-34, a slight decrease from 56
per cent in 2009/10. Staff between 35-44 and 45-54 each made up 26
per cent of staff on temporary promotion, down from 16 per cent and
18 per cent respectively.
 In 2010/11, the largest age group of staff leaving the Commission
was 25-34, at 44 per cent, this is a slight increase from 41 per cent in
2009/10. The second largest group of leavers were staff between the
ages of 35-44, at 21 per cent, a slight decrease from 26 per cent in
2009/10.
33
Workforce diversity data charts
The following charts presents our workforce diversity data over the three
year period, 2008/09 to 2010/11 across the protected characteristics for
race, disability and gender.
Data for age, sexual orientation, gender reassignment, religion and/or
belief and carers have been collated for either only one or two years.
1. Race
1.1 Breakdown of staff
1.2 By level
34
1.3 Working patterns
1.4 Recruitments – Applications
2009/10
35
2010/11
36
1.5 New starters
37
1.6 Promotions
1.7 Leavers
38
1.8 Grievances
1.9 Learning and development
39
2. Gender
2.1 Breakdown of staff
40
2.2 By level
2.3 Working patterns
41
2.4 Applications
2009/10
42
2010/11
43
2.5 New starters
44
2.6 Promotions
2.7 Leavers
45
2.8 Grievances
2.9 Learning and development
46
3. Disability
3.1 Breakdown of staff
47
3.2 By level
3.3 Working patterns
48
3.4 Applications
2009/10
2010/11
49
3.5 New starters
3.6 Promotions
50
3.7 Leavers
3.8 Grievances
51
3.9 Learning and development
4. Carers
52
4.1 Breakdown of staff
4.2 By level
4.3 Working patterns
53
4.4 New starters
4.5 Promotions
54
4.6 Leavers
4.7 Grievances
55
4.8 Learning and development
56
5. Sexual orientation
5.1 Breakdown of staff
5.2 By level
57
5.3 Applications
2009/10
2010/11
58
5.4 New starters
5.5 Promotions
59
5.6 Leavers
5.7 Grievances
60
5.8 Learning and development
61
6. Religion or belief
6.1 Breakdown of staff
6.2 By level
62
6.3 Applications
2009/10
2010/11
63
6.4 New starters
6.5 Promotions
64
6.6 Leavers
6.7 Grievances
65
6.8 Learning and development
66
7. Age
7.1 Breakdown of staff
7.2 Applications
2009/10
67
2010/11
7.3 New starters
68
7.4 Promotions
7.5 Leavers
69
7.6 Grievances
7.7 Learning and development
70