The following “Barriers to Success” survey was carried out in November 2014
by Hay Group to support independent research consultants looking at three
of the four priority groups identified by the Talent Action Plan. It follows on
from their previous “Women in Whitehall’ study. The report highlights a
number of useful findings, which should be read in conjunction with the
annual, large scale and representative results from the Civil Service People
Survey.
When interpreting the results contained in this report readers should bear in
mind the following methodological considerations. The survey was a selfselection survey and associated communications clearly identified it as a
survey to investigate the “barriers to success”. This means that respondents
were more likely to be those who have perceived that they have experienced
barriers to progression and promotion within the Civil Service. The results
from the Barriers to Success survey provide valid and important insights into
the views of over 7,000 civil servants that have experienced barriers to
progression and promotion, but should not be seen as representative of the
Civil Service as a whole. The Civil Service People Survey provides a
comprehensive overview of the experiences of civil servants more generally the 2014 survey was completed by more than 274,000 staff working in 101
government departments and agencies.
Removing Barriers to Success in
the Civil Service: Survey Findings
27th November 2014
Contents
1.
About the survey and its respondents
2.
Executive summary and research questions
3.
Overall results
4.
Key areas of interest
5.
6.

Culture

Career development
Analysis by under-represented group

Disability or long-term health condition

BME

LGB&T
Appendix
© 2014 Hay Group. All rights reserved
3
01 | About the survey
and its respondents
About the survey

This report provides analysis of the diversity survey that was run across the Civil
Service from 10th – 19th November 2014.

The survey’s purpose was to provide three researchers and the Cabinet Office Team
with quantitative and qualitative data about the challenges facing talented people from
under-represented groups progressing in the Civil Service.

In addition, we will use the data contained within this document at a workshop on 28th
November to stimulate a debate on the underlying causes of the barriers to success. In
turn, this will be used to inform a refreshed Talent Action Plan in early 2015.
© 2014 Hay Group. All rights reserved
5
Approach

Survey design was completed in consultation with the three researchers, Civil Service
network groups and the Cabinet Office Diversity Strategy team.

The scope covered the entire Civil Service, including agencies, at all grades, and covered
England, Wales, Scotland & Northern Ireland. However, although open it all, particular
responses were requested from three under-represented groups, namely the LGB&T
community, those with a disability or long-term health condition or those with a black or
minority ethnic background.

The survey was live for nine days from 10th – 19th November 2014. Regular communications
were sent out from senior management and also through networks in order to drive take up.
Survey completion was not mandatory, nor was it mandatory to complete all questions.

Analysis was guided by the research questions set out in the Hay Group project brief and
following feedback on specific areas of interest from the Cabinet Office team.

Caveats: Because respondents were self selecting, we have taken great care during analysis
to ensure that conclusions cannot be inappropriately extrapolated. Additionally, analysis by
department (or weighting by department) has not been undertaken yet due to employee
numbers data not being available. This will follow in due course.
© 2014 Hay Group. All rights reserved
6
About the respondents
Responded
Overall
Gender
7393
BME
Responded
%
Asian or Asian British
591
8%
Black or Black British
457
6%
Mixed
192
3%
White
5366
73%
Other ethnic group
719
10%
Responded
%
Female
3720
51%
Male
2943
40%
Prefer not to say
680
9%
Responded
%
Yes
1692
23%
No
4843
66%
Prefer not to say
753
10%
Disability
Job Level
Responded
%
Responded
%
Administrative Officer, Administration
Assistant or equivalent (AO/AA)
1403
19%
Bisexual
175
2%
Executive Officer or equivalent (EO)
1597
22%
Gay or lesbian
799
11%
Senior Executive Officer, Higher Executive
Office or equivalent (SEO/HEO)
2512
35%
Heterosexual/straight
5307
72%
Grade 6, Grade 7 or equivalent (G6/G7)
1242
17%
Other, please specify:
82
1%
Senior Civil Service or equivalent (SCS)
140
2%
Prefer not to say
965
13%
Other
337
5%
Sexual Orientation
© 2014 Hay Group. All rights reserved
7
About the respondents
Departrment
Responded
%
Attorney General's Departments
169
2.33%
Business, Innovation & Skills
635
Cabinet Office
Charity Commission
Responded
%
Home Office
533
7.36%
8.77%
International Development
86
1.19%
76
1.05%
Justice
661
9.13%
6
0.08%
National Crime Agency
0
0.00%
Communities and Local Government
196
2.71%
Northern Ireland Office
8
0.11%
Culture, Media & Sport
14
0.19%
Scottish Government
6
0.08%
Defence
589
8.13%
Scotland Office and Office of the Advocate
General
0
0.00%
Education
293
4.05%
Transport
727
10.04%
Energy & Climate Change
172
2.38%
UK Export Finance
16
0.22%
Environment, Food & Rural Affairs
331
4.57%
UK Statistics Authority
143
1.97%
Food Standards Agency
58
0.80%
Wales Office
2
0.03%
Foreign & Commonwealth Office
251
3.47%
Welsh Government
46
0.64%
Health
138
1.91%
Work and Pensions
905
12.50%
HM Revenue & Customs
HM Treasury and Chancellor's
Departments
875
12.08%
Other
268
3.70%
37
0.51%
© 2014 Hay Group. All rights reserved
Department
8
02 | Executive
summary & research
questions
Executive summary (1/2)
Detailed data and supporting evidence on the following slides….
1.
What are the attributes of Civil Service culture (as it relates to diversity) that are helping
talented people succeed?
 Overall, respondents report the culture as inclusive, open and diverse
 Respondents also report being able to work in way that supports family or personal commitments
 Those declared LGB reported more positive responses overall
 Respondents were marginally positive about the utility of support networks
 Clearly, the Civil Service culture is not homogenous, and it is almost certain that there are
pockets of outstanding practice, as well as poor practice
2.
To what extent is the Civil Service culture holding back talented individuals (and therefore
what may need to change?)

Respondents are concerned about fairness (especially around promotion) and their ability to meet
career goals
 They don’t feel the Civil Service is committed to diversity and inclusion
 They are also sceptical about senior leaders’ actions being consistent with their words
 Unfortunately, few believe that this survey will prompt further action on diversity and inclusion
 Finally, many hundreds of respondents reported bullying, victimisation, harassment or
discrimination
© 2014 Hay Group. All rights reserved
10
Executive summary (2/2)
Detailed data and supporting evidence on the following slides….
3.
To what extent do people holding themselves back from further promotion in the Civil
Service?

Two thirds of respondents are interested in more senior roles (slightly lower amongst those
declaring a disability or long term health condition)

Those with a disability or from a BME background are less positive about development
opportunities being made available to them

Under half of respondents feel able to express their views comfortably at work

Respondents felt that mentors, coaches and role models would be the best initiatives to support
career development for under-represented groups
4.
To what extent are people not pushed forward (e.g. by line managers), or experience barriers
to promotion in the Civil Service?
 Feedback on line manager support was broadly positive (being treated with dignity and respect,
and working well with people from all backgrounds)
 However, most respondents do not feel recognised for their contributions in a fair and equitable
manner
 Respondents found development programmes of help in accessing promotion opportunities
© 2014 Hay Group. All rights reserved
11
03 | Overall results
Survey questions by demographics (1/4)
Culture
Q.
No
Questions
N Size
1
2
3
The Civil Service is committed to diversity (it values the contribution
employees with different backgrounds, cultures and perspectives
can make).
When it comes to valuing diversity and inclusion, senior leadership's
actions are consistent with their words.
I am comfortable expressing my views at work.
I am comfortable initiating discussions about diversity and inclusion
related issues in my department.
Do you participate in any of your departmental or Civil Service wide
5a
diversity networks or events?
If you do participate in any of the diversity networks or events do you
5b
find these useful to help you overcome barriers in the workplace?
During the past 12 months have you personally experienced
6a
discrimination, bullying, harassment or victimisation at work?
If you have encountered discrimination, bullying, harassment or
6c
victimisation at work in the past 12 months, have you reported this?
If you reported it, were you satisfied with the action taken by the Civil
6d
Service in response to your complaint?
4
Overall
Disabled
BME
LGB
7393
1692
1272
974
60
51
41
72
33
23
18
41
48
39
38
59
43
37
29
51
34
46
50
50
56
53
51
62
40
56
47
31
32
39
37
34
16
13
17
18
Columns show % favourable difference to overall population ≥ 10 = GREEN ≤ 10 RED
© 2014 Hay Group. All rights reserved
13
Survey questions by demographics (2/4)
Work / life balance
Q.
No
Questions
N Size
Overall
Disabled
BME
LGB
7393
1692
1272
974
8
I am able to work in a way that enables me to meet my family and/or
personal commitments.
70
62
70
70
9
I can use flexible work arrangements (e.g. telecommuting, flexible
work schedule, compressed work week) without harming my career.
51
41
53
51
Overall
Disabled
BME
LGB
76
68
71
82
My manager
Q.
No
Questions
11 My manager treats me with respect and dignity.
12
My manager works well with employees of different backgrounds,
identities and needs.
69
61
64
75
13
My manager adopts good ideas regardless of where they come from
or who suggests them.
64
57
59
71
14
I feel comfortable to talk to my manager about any issues or concerns
I have.
62
55
55
64
Columns show % favourable difference to overall population ≥ 10 = GREEN ≤ 10 RED
© 2014 Hay Group. All rights reserved
14
Survey questions by demographics (3/4)
Career development
Q.
No
Questions
Overall
Disabled
BME
LGB
7393
1692
1272
974
28
22
26
44
39
26
28
50
28
22
21
40
23
25
29
23
67
61
66
81
50
40
45
55
20a I believe that promotion decisions are made fairly.
16
12
10
23
22a Are you interested in progressing to a more senior role?
66
59
79
67
N Size
I believe I can achieve my personal career objectives at the Civil
Service.
Opportunities for career development are available to all employees
16a regardless of disability, ethnicity, gender reassignment, sexual
orientation.
Employees are recognised for their contributions in a fair and
17
equitable manner.
Are you now, or have you in the past been part of any of your
18a
departmental or Civil Service's development schemes?
15
18b If yes, was it helpful in supporting your development?
19a
My last performance review accurately reflected my strengths and
development areas.
Columns show % favourable difference to overall population ≥ 10 = GREEN ≤ 10 RED
© 2014 Hay Group. All rights reserved
15
Survey questions by demographics (4/4)
Survey follow up
Q.
No
Questions
N Size
I believe the Civil Service will take action to address any issues raised
in this survey.
I believe my department will take action to address any issues raised
16a
in this survey.
15
Overall
Disabled
BME
LGB
7393
1692
1272
974
26
22
22
33
22
18
19
27
Columns show % favourable difference to overall population ≥ 10 = GREEN ≤ 10 RED
© 2014 Hay Group. All rights reserved
16
Highest and lowest scoring questions
Dimension
TOP 5
%
Fav
GI
Norm
My Manager
My manager treats me with respect and
dignity.
76
-4
Career
I believe that promotion decisions are
Development made fairly.
70
--
Survey follow
action to address any issues raised in
Up
I am able to work in a way that enables
Work / Life
me to meet my family and/or personal
balance
69
--
Survey follow
action to address any issues raised in
Up
26
--
28
-26
28
--
64
--
Career
I believe I can achieve my personal
Development career objectives at the Civil Service.
62
--
Career
contributions in a fair and equitable
Development
who suggests them.
© 2014 Hay Group. All rights reserved
22
this survey.
My manager adopts good ideas
I feel comfortable to talk to my manager
about any issues or concerns I have.
-20
I believe the Civil Service will take
--
identities and needs.
My Manager
16
this survey.
My manager works well with
My Manager regardless of where they come from or
GI
Norm
TOP 5
I believe my department will take
commitments.
My Manager employees of different backgrounds,
%
Fav
Dimension
Employees are recognised for their
manner
17
Comparisons with Hay Group’s global
database: strengths and development areas
The Global Industry norm (GI). consists of data collected over the past three years from over 400 companies around the world in a wide variety of industries.
Most above GI norm
Able to work in a way that enables me to meet my family
and/or personal commitments (70% fav, +5 vs. GI norm)
Most below GI norm
Development opportunities available to all employees (39%
fav, -28 vs. GI norm)
Belief that personal career objectives can be achieved at the
Civil Service (28% fav, -26 vs GI norm)
Belief that promotion decisions are made fairly (16% fav, -20
vs. GI norm)
The Civil Service is committed to diversity (60% fav, -14 vs. GI
norm)
Comfortable to express views at work (48%, -13 vs. GI norm)
© 2014 Hay Group. All rights reserved
18
04 | Culture
Perceptions about the Civil Service’s
commitment to diversity fall below the norms
HP
Note, results were higher in the 2014 People Survey (70% fav; 61% disability; 71% BME
and 71% LGB), and in the Women in Whitehall study (69% fav)
GI
UK
90
80
% FAVORABLE
70
60
50
40
72
30
60
51
41
20
10
0
Overall
© 2014 Hay Group. All rights reserved
Disabled
BME
LGB
20
Culture
When it comes to valuing diversity, 33% of respondents agree that senior leadership's
actions are consistent with their words (compared to ca. 42% agreement in the CS People
Survey)
I don't feel the Civil Service are
doing enough to remove the
barriers of under representative
groups. We see year on year
the lack of BME/disabled
representation at senior grades
across the department.
Racial, gender and socioeconomic diversity is muchtalked about, but rarely
have I seen it implemented.
You only have to look at
promotion demographics to
see that all groups are not
being represented.
The Civil Service claims to be inclusive
simply by paying lip service to the
diversity agenda - it is simply a box ticking
exercise, senior management have no
real passion to make any changes that
may rock the boat of their own careers.
© 2014 Hay Group. All rights reserved
I decided not to tell people
everything about me, because I
want them to focus on the good
job I do, instead of talking about
my personal matters or being
vulnerable.
I think that lip-service is given to diversity aspects; all
of the right words are said by senior leaders but that
does not translate into reality; anyone who
looks/sounds different to the norm does not stand a
chance of progression, especially moving from the
more junior grades to more senior grades.
21
How would you describe the culture of
the Civil Service in 3 words? (1/2)
Note: Given this was a diversity survey it is likely respondents described culture as it relates to diversity
Respondents were asked to summarise the Civil Service’s culture in three words. Some chose to use
three independent words while others chose to use two or three-word phrases. The following two graphs
show the most frequently used words and phrases by all respondents.
What words best describe the culture of the Civil Service?
Most frequent responses - single-word responses
6
395
373
Numbers above
bars show total
number of
occurrences
% of respondents
5
4
273
274
259
229
3
2
175
152
153
149
135
133
125
125
113
1
0
© 2014 Hay Group. All rights reserved
22
How would you describe the culture of
the Civil Service in 3 words? (2/2)
Note: Given this was a diversity survey it is likely respondents described culture as it relates to diversity
What words best describe the culture of the Civil Service?
Most frequent responses - phrases
1
% of respondents
58
0.8
49
48
0.6
Numbers above
bars show total
number of
occurrences
46
34
28
0.4
27
21
18
18
18
16
16
15
13
0.2
0
© 2014 Hay Group. All rights reserved
23
Culture – breakdown by underrepresented group


The top five words given by each group in
response to this question are listed in the
table. There was little variation between the
three groups.
# Disabled
BME
LGB
1 Inclusive
White
Open
2 Open
Diverse
Inclusive
In the BME group, some responses from the
3 Bureaucratic Bureaucratic
Black/Black British group varied significantly
4 Hierarchical Male
from the other ethnic groups. For instance,
Inclusive
5 Fair
“fair” was only the 64th most quoted word by
this group (while it was 8th
in the Asian group’s responses and 11th in the Mixed group’s responses).
Diverse
Bureaucratic
Fair

“Bullying” was the 14th most mentioned word by those with a disability, but only the 60th by nondisabled staff. Furthermore, “flexible” was the 12th most used word by non-disabled staff, as opposed
to 49th by disabled staff.

In the LGB population, the bisexual group ranked “professional” a lot lower than those who identified
with a different sexuality: this was only the 39th most used word versus 14th for gay/lesbian and
heterosexual. Conversely, they mentioned “honest” much more - this ranked 7th overall versus 21st
for gay/lesbian and 28th for heterosexual.
© 2014 Hay Group. All rights reserved
24
During the past 12 months have you personally
experienced discrimination, bullying, harassment or
victimisation at work?
Overall
Disability
Ethnicity
LGB
Response
No.
%
No.
%
No.
%
No.
%
Yes
2929
40
942
56
594
47
299
31
No
4432
60
743
44
674
53
673
69
Approximately two thirds of those who have experienced bullying, discrimination,
harassment or bullying have reported it. The top two reasons for this are (1) they did not
feel their complaint would be taken seriously, and (2) they were worried about the potential
impact on their career.
Those with a disability report a notably higher rate of mistreatment. This aligns with
feedback from the CS People Survey where 23% of those with a disability (8,533 people)
have been discriminated against at work, compared with 14% BME (3,205) and 17% of
LGB (1,336).
© 2014 Hay Group. All rights reserved
25
The utility of network groups (1/2)
Respondents were asked whether they
participated in any of departmental or Civil
Service wide diversity networks or events. Those
that responded positively were asked whether
they found these useful. The responses by group
were as follows:
Total
BME
LGB
Disabled
1,272
1,056
1,692
Yes
624
49%
511
48%
773
46%
No
629
49%
537
51%
903
53%
If yes, do you
find it useful?
319
51%
315
62%
406
53%
© 2014 Hay Group. All rights reserved
They provide a group identity/focus and enable
you to meet different people
They help me to become more aware of the
importance of diversity in the workplace and
allow me to be more confident as a woman
and a foreigner. This helps me to apply
inclusive behaviours towards others and share
diversity values with my colleagues.
I don’t participate because I don't wish to feel
excluded...different. I want to be considered like
the next person in the office.
It never translates into positive actions from
managers. It's just in one ear and out of the
other
26
The utility of networks (2/2)
Participants were invited to provide free text comments on why they had / had not found the
networks and events to be useful. The most commonly given answers are below.
Why do you find the networks/events useful?
Why do you not find the networks/events
useful?
Learning/sharing/problem-solving
28%
Ineffective/don't meet my needs
35%
Raising issues/getting my opinion heard
24%
Unaware of them/not invited
15%
Knowing I'm not alone/that support is there
17%
Not enough time to attend
12%
Networking
14%
No networks available/relevant to me
9%
Gaining confidence
7%
Department/management not supportive
9%
Career progression/opportunities
6%
Too London-focused/location unsuitable
8%
Bringing about change
4%
Don't feel the need/don't approve
5%
Based on a random sample of comments
© 2014 Hay Group. All rights reserved
Based on a random sample of comments
27
05 | Career
development
Two thirds of respondents are keen to
progress to a more senior role
Yes
Maybe
No
Overall
12%
Disabled
5%
16%
16%
22%
66%
24%
BME
59%
LGB
11%
23%
79%
67%
 Approximately two thirds or respondents would like to progress to a more senior role,
indicating that employees are not holding themselves back
 There is a slightly higher proportion of disabled staff who do not want to progress to a
more senior role compared to the other groups (see disability section for themed
analysis)
© 2014 Hay Group. All rights reserved
29
Those with a disability or in a minority ethnic
group are less positive about development
opportunities being available to all employees
HP
Aligns with feedback from the CS People Survey, where less than half of
respondents agree there are good opportunities for development (45% overall;
35% disabled; 49% BME; 45% LGB)
GI
UK
80
70
% FAVORABLE
60
50
40
30
50
20
39
10
26
28
Disabled
BME
0
Overall
© 2014 Hay Group. All rights reserved
LGB
30
The majority of survey respondents do not
believe promotion decisions are made fairly
Results from the Women in Whitehall survey were notably higher with 47%
responding favourably. However, these were primarily SCS employees, which
aligns with results on the following page
HP
GI
UK
80
70
% FAVORABLE
60
50
40
30
20
10
16
23
12
10
Disabled
BME
0
Overall
© 2014 Hay Group. All rights reserved
LGB
31
The majority of survey respondents do not
believe promotion decisions are made fairly
HP
GI
UK
80
70
% FAVORABLE
60
50
40
30
43
20
10
25
16
11
11
16
0
Overall
Administrative
Executive Officer or Senior Executive Grade 6, Grade 7 or Senior Civil Service
Officer,
equivalent (EO)
Officer, Higher
equivalent (G6/G7) or equivalent (SCS)
Administration
Executive Office or
Assistant or
equivalent
equivalent (AO/AA)
(SEO/HEO)
© 2014 Hay Group. All rights reserved
32
Opportunities for career development
Unfavourable free text responses
Sample of 50% of comments (of 2400)
% of total comments by theme
Inadequate / unfair processes
21%
Senior Leadership Image 'Face fits'
13%
Disability barriers *
12%
Flexibility issues
8%
Manager support
7%
Culture / diversity not valued
7%
Lack of development
6%
Lack of opportunities available
6%
BME barriers *
5%
Age barriers
4%
Location
4%
Positive Discrimination
4%
Gender barriers 1%
LGBT barriers * 1%
Other 1%
© 2014 Hay Group. All rights reserved
Inadequate / unfair processes
“I think that jobs advertised internally are often for identified individuals and that other
applicants are unlikely to be successful - interviews are held for the sake of showing that
there has been competition. If you are unknown or don't fit the recruiting managers vision
then you have no chance of success.”
“I feel that the civil service has a "who you know" rather than "what you know" approach to
promotion and I have seen colleagues promoted who have little knowledge of xxxx in
general over those who are experienced.”
“It still appears to be luck if your career develops or not. The right sift panel, the right
interviewer. Its not consistent. Everybody seems to have different opinons on how this
should work. You still hear people in the office ringing their mate to ask them to apply for a
particular job.”
“Anyone can progress their career if they can write good competencies. If you can't you will
be stuck.
Senior leadership image “face fits’
“I feel that the civil service at a senior level is effectively a closed shop, unless you are
"oxbridge" educated white heterosexual male, you will not be able to progress.”
“Your face has to fit and you need a senior member of staff to 'sponsor' you. Without this it
doesn't matter if you are as intelligent as Stephen Hawking, you will stay where you are.”
“I was part of a group who looked at the PMR system and whether or not it was
unintentionally biased towards certain group. The independent research suggested that it
was heavily weighted towards white, male, able bodied and those under 40. The system has
not changed. Therefore, I can only assume that it is intentional.”
* Note, barriers specific to those with a disability, BME and LGB employees are
provided in the under-represented group sections
33
Comments on development programmes
I was member of the
fast stream and it did
help me obtain a
Grade 7 position in
under three years.
Since then I have not
been given any
guidance.
Just getting on the
schemes can be helpful,
as you feel marked out
for success, as well as
having access to senior
officials to talk about
your aspirations, and
being taken seriously.
I took part in Reach.
As a former manager
outside the Civil
Service I did not learn
that much. My
business area
basically said "You
can go, but you wont
get any support."
transformed my
confidence and gave
me a strong network
I undertook the
Progress to Success
routeway in 2014. I
found each element of it
to be a highlight, as it
allowed me to develop
my own managerial
needs, as well as
improving my
interpersonal skills.
© 2014 Hay Group. All rights reserved
I obtained a place on the ITS 1 Course a number of years ago
however necessary adjustments were not made in terms of my
training to enable me to successfully undertake the course. I
had to stop and come off the course as a result.
I have been a Fast streamer from a ethnic minority
background. In my cohort I was the only ethnic minority
person and I am the only one who has not achieved
promotion. I […] have always received very good appraisals,
but no promotion, I honestly feel if I was not from a ethnic
minority background I would have got a promotion by now!
The Talent scheme was the best thing I have ever done and
it made me believe in myself. The Senior Managers and
Directors I worked with provided opportunities for me to
develop my skills, experience and confidence. I realised
how capable I am and that I have the potential to climb the
career ladder.
34
Practical interventions
Respondents were asked to say what practical interventions would help them progress to a
more senior role. The responses have been classified and are listed below in order of the
most-mentioned themes.
Mentoring / coaching/ shadowing
29%
Increased responsibility in role
5%
Training / L&D
13%
Secondments
4%
Flexible/ home-based / non London roles
13%
Career advice
4%
Different / fairer promotion process
12%
Getting a qualification
2%
Development programme
9%
Better adaptive technology / adjustments
2%
Help with job applications / interviews
8%
Change in culture
2%
Removal of bias / equality training
6%
Workshops / assessment centres
2%
Better / more support from managers
5%
Blind applications
1%
Based on a random sample of 1,000 comments
© 2014 Hay Group. All rights reserved
35
06 | Disability or
long-term health
condition specific
analysis
Workplace adjustments
•
82% of respondents with a disability require a workplace adjustment
•
Of those who need a workplace adjustment, 73% have had an assessment
•
More than half of respondents have waited for longer than 4 weeks for their
workplace adjustment
How long did it take for the adjustments to be put in place?
No.
%
Same Day
38
4%
1-2 days
52
5%
3-5 days
72
7%
1-2 weeks
121
12%
3-4 weeks
134
13%
Longer than 4 weeks
582
58%
© 2014 Hay Group. All rights reserved
37
Comments on workplace adjustments
I think there is a real difference here between
"hard" and "soft" reasonable adjustments.
Physical changes, such as access technology,
have always been acted upon quickly […] Soft
adjustments, such as types of flexible working,
or an amended workload, depend considerably
upon the willingness of the line manager
concerned to approach the challenge in an
open-minded way.
Identifying and accessing the correct person,
with sufficient knowledge and authority, is a real
challenge and often ultimately involves a variety
of people who are not joined-up or coordinated; though more recently a dedicated,
and properly funded and trained, Reasonable
Adjustments Support Team has improved the
situation greatly; as has the use of the
Reasonable Adjustments Passport.
© 2014 Hay Group. All rights reserved
My condition is not visible so people doubt that it impacts
on my health and ability to do my job the way that it often
does. I regularly get told, “but you look so well”.
Lack of understanding or knowledge about hearing loss
and tinnitus, for me meant I was not taken seriously. I
continuously had to ask to be seated somewhere quieter
to enable to me to hear customers on the telephone […]
I had never made an issue of my hearing as I just
wanted to feel and behave normally.
I found the procedure and the management "assistance"
to be unhelpful in the extreme after moving offices. To be
told to "put up" with discomfort is unacceptable. Only by
union intervention was any adjustment put into place. In
the longer term I feel my career was damaged by my
requirements for reasonable adjustments.
38
Career progression
59% of those with a disability are keen to progress to a more senior role – from the comments people
talked about wanting to make a difference, feel more challenged, and have a chance to apply their skills
and manage others
Of those who do not want to progress, their main reasons were:
I have a life
outside work and
expectations of
senior leaders are
rather excessive
I do not believe
the process is
fair. Management
already know who
they want in more
senior roles. if
you do not fit their
ideology then you
will not be
successful.
How long did it take for the adjustments to be put in place?
%
Retirement / Leaving
21
Happy where I am
14
Culture
14
Workload / WLB / caring commitments
12
Health condition / Disability is holding me back
11
Unfair performance management / promotion processes
11
Lack of support
6
Do not have the skills / capability / confidence
3
More senior role is not attractive
2
Lack of opportunities
2
Other
2
Pay
1
© 2014 Hay Group. All rights reserved
Having seen at first
hand what the Senior
Civil Service has
become I have no
intention of
compromising my
integrity or impartiality
All the career
ambitions have been
knocked out of me by
managers (not my
current one I am glad
to say) who have
made it difficult for my
career development.
39
Perceived barriers to career progression (1/3)
From the comments, disabled employees raised specific concerns about barriers to progression.
These include:
A lack of support from managers or being seen as a hassle, e.g.
“Identifying yourself as needing support is often interpreted by managers as being difficult. Managers seem ill-prepared to
deal with disability issues and don't appear to have read or understood the written guidance on workplace adjustments.”
“It was suggested that I should not apply for promotion/certain opportunities in case I struggle due to my disability/medical
conditions, rather than helping and supporting me to try and achieve them.”
Being overlooked or not being seen as capable to do the job, e.g.
“Sometimes those who work part-time or need adjustments are (consciously or unconsciously) viewed as unreliable and
not given responsibilities as others are. For example I'm a senior grade 6 in a team that has six at that grade. I've been in
the team the longest out of those six. When SCS team leader is away, I have never once been asked to cover any of their
duties in a space of almost 3 years.”
“Despite having a wide range of appropriate skills, I am constantly overlooked whenever a role/task with any level of
responsibility is available on the team. My problems with short term memory meant that I was advised to think very
carefully before going for promotion, which led me to believe that I would not be recommended for it if I did, whilst other
non-disabled colleagues that I had previously mentored were able to.”
Issues with reasonable adjustments, e.g.
“I recently was turned down for a job move due to my assistive software; and I know of at one other disabled colleague
who gained promotion but when the relevant manager found they were disabled, withdrew the job appointment.”
“People with disabilities are seen as too expensive to cater for since they stopped civil servants from using Access to
Work”
© 2014 Hay Group. All rights reserved
40
Perceived barriers to career progression (2/3)
Issues about time off and flexibility, e.g.
“Having periods of absence due to a long-term health condition or disability can count against you if you are put on
absence management as some other departments put a block on recruiting you.”
“For someone with mobility problems and mental health issues the flexibility needed in terms of working locations and
business travel limit options”
“I have applied and applied and applied again: Each time "We see you have a health problem which causes you a few
extra days a year. We really need someone who is going to be here without exceeding the limit on absences. Sorry".”
Fairness of performance management / promotions and not accounting for the needs of the individual, e.g.
“I believe that the Civil Service will do its utmost to try to ensure that everyone is treated fairly (certainly the part I work in
does); but I think it's naive to believe that people (thinking about people with disabilities here) don't have other issues that
mean they aren't always able to compete equally with other colleagues.”
“Suffering from mental ill health has an impact on a person's ability in interview situations as these are highly pressured
and not true situations. A person can be perfectly capable of doing the work and performing at a higher grade, but mental
ill health impacts on the interviewee”
“I have responded to job adverts in the civil service, passed online tests for band O and HO grades, ticked Guaranteed
Interview Scheme box - Interviewers not interested and blatant about it. I tried not ticking the box - still interviewers not
interested as soon as they see you in a wheelchair. Unless they work with you and know how you work trying to
persuade someone else you have the ability and skills, but because you are now disabled is extremely hard work and sole
destroying.“
“The competency framework and job descriptions can deter (e.g. 'delivering at pace' – people can only go as fast as
assistive technology allows them)”
© 2014 Hay Group. All rights reserved
41
Perceived barriers to career progression (3/3)
Fairness of performance management / promotions and not accounting for the needs of the individual cont. e.g.
“I am dyslexic and I struggle to construct competencies therefore I struggle to apply for jobs I might really want to do and
have a much more desirable skill set than the person that actually gets the job who can express themselves in writting
much better than I can.”
“Recruitment maladaptive and inflexible. Applies same rules to all, and fails to make adjustments for disability. Unable to
take account of third party feedback on ability to perform required tasks. Too much focus on Civil Service Competency
framework, which might tend to pose unnecessary barriers to individuals with social disabilities. Expecting individuals with
social disabilities to meet similar standards to those without in skills such as teamwork and communication, might exclude
otherwise talented individuals.”
“Results of the PMR's speak for themselves, those with disabilities are much more likely to fail their objectives. In my
experience management see the equalities act as something people hide behind and see it as a barrier to overcome.”
Stigma around mental health
“There is still much stigma around mental health issues. Hidden disabilities are not taken as seriously as physical
disabilities.”
© 2014 Hay Group. All rights reserved
42
Openness about disability
Is you are open at work,
who are you open with?
Are you open about
your disability?
Response
No.
%
Yes
1317
78
No
293
Prefer not to say
79
No.
%
Everyone
865
66
17
Close colleagues, including your
manager
431
33
5
Close colleagues but not
including your manager
16
1
Response
Fewer people with mental health conditions are open about their condition at work compared to those with other health
concerns. Some of the comments talk about their being a stigma against mental health and do not feel comfortable with
being open, e.g. “as someone with mental health issues I would not share the issue with anyone at work”
Are you open at work about your disability or health condition? (% of those who said yes)
Mobility (for example
Vision (for example Hearing (for example
walking short
blindness or partial deafness or partial
distances or climbing
sight)
hearing)
stairs)
87
© 2014 Hay Group. All rights reserved
89
90
Learning or
understanding or
concentrating
Mental health
80
72
43
07 | BME
specific analysis
Perceived barriers to career progression (1/2)
From the comments, BME employees raised specific concerns about barriers to progression.
These include:
Lack of belief in the system / perception of a glass ceiling
“I believe that it will be very difficult to achieve my personal aim of gaining promotion to the SCS as a ethnic minority. I
have had to gain employment at a lower level within the CS than I was previously working at in the NHS. I believe that
there is a glass ceiling for ethnic minorities at SEO/G7 level across the CS and this will be very hard to break through.”
“I have seen very able BME colleagues fail to fulfil their potential.”
“I see lots of examples of staff who are from ethnic backgrounds not getting chances. I also see examples of quieter
people like myself being overlooked for jobs and opportunities, with the people with the loudest voices continually getting
their own way in all aspects of work life.”
Lack of role models
“Success of BME staff in the office, is not visible. I understand why as the figures are very low, but it is not encouraging
for staff in the delegated grades. There are no aspirational figures and while all individuals are different, This does not feel
me with confidence that I can get promoted to senior management.”
“How many BME SCS staff are in BIS? How may BME staff sit on the Management Board? How many SCS mentor/coach
BME staff?”
“I think that it is very unusual to see black or asian faces at senior (SCS) meetings. There are few role models. I think
that there are particularly BME women who would fit the bill but due to confidence issues and also family commitments it
does not happen. As one of the panel at a recent HO event said, Boards are filled with men of average intelligence /
skills. Why not women or BME?”
© 2014 Hay Group. All rights reserved
45
Perceived barriers to career progression (2/2)
Lower performance ratings
“Somehow all ethnic minority staff tend to get lower box marks when it comes to appraisals”
“It was clear from a survey that BEM staff were marked different to others at ADCs, this was acknowledged by the PUS
insofar as it needed to be looked into. I don't know if this has been done or followed up. It seems that it is still being
‘looked into...’ “
“As a BME there is always barriers to progression especially as when it gets to mid and end year reviews you are 90% of
the time told you are not met even if you have met all targets/milestones. They will always find a fault that is not
mentioned throughout the reporting period or is trivial that you know would not stop others getting achieved. We are not
recognised for the work we do as much as our colleagues so it demotivates people to want to progress as they think what
is the point if you are not recognised for the work you do.”
© 2014 Hay Group. All rights reserved
46
08 | LGB&T
specific analysis
Openness about sexuality
Those who are bisexual appear to be less open about their sexuality, and are less comfortable
expressing their views as work.
Bisexual
Lesbian or
Gay
Are you open about
your sexuality at
work?
No.
%
No.
%
Yes
68
39
671
84
No
Prefer not to say
Lesbian or
Gay
Bisexual
No.
%
No.
%
38
56
495
74
Close colleagues, including
your manager
15
22
138
21
Close colleagues but not
including your manager
15
22
37
6
Response
Everyone
93
14
53
8
96
31
12
4
Overall
Bisexual
Lesbian
or Gay
Difference
I am comfortable expressing my views at work.
48
48
61
-13
When it comes to valuing diversity and inclusion, senior
leadership's actions are consistent with their words.
33
34
43
-9
Prefer not I am comfortable initiating discussions about
diversity and inclusion related issues in my department.
43
44
53
-9
Questions
© 2014 Hay Group. All rights reserved
48
Perceived barriers to career progression
From the comments, LGB&T employees raised specific concerns about barriers to progression.
These include:
Fear of being open
“There are very few out gay men in this centre and I know of no open lesbians (though there have been in the past). It is
more a "don't ask don't tell" atmosphere than proper openness.”
“Where I work people are gay but don't come out for fear of reprisal and lack of career succession”
Prejudice
“I think there is passive, unspoken prejudice about some people - transgender for example, those with good English but
heavy accents, and possibly in-your-face gay people.
“Anti lesbian bias exists and inhibits progress (gay men do better)”
“There is also a hierarchy of equality - gender, disability, race then the others. So much effort goes into these areas.
Sexual orientation and gender identity are neglected - although I am hopeful that this piece of work will be the springboard
for that changing.”
Lack of role models
“I see and believe there aren't enough LGB&T managers within my area of work. There is poor representation of LGB&T
within managerial roles. I believe there should a scheme to help LGB&T staff to reach their career goals, just like the
EMBRACE scheme but for LGB&T people.”
“You only have to look at the relatively low number of openly LGB&T Grade 6 and above to see that there appear to be
limited opportunities - and sometimes these smack of ‘tokenism’.”
© 2014 Hay Group. All rights reserved
49
Perceived barriers to career progression
Being overlooked
“Even the word 'lesbian' scares people - I have a huge range of skills and experience but am continually passed over for
promotion and watch others rise and rise and do not believe these are more talented people. My age and sexuality count
against me - the department wants young, biddable 'people like us' and I am not that.”
“I am certain from feedback I have received from interview panels that the work I do on diversity issues, despite being very
obviously valued at the highest levels of the organisation has impacted on my career in a negative way. Comments I have
received back from panels have included that I have used too many LGB&T examples and not enough "day job" examples.”
Bullying
“The department I work for has a number of long serving employees. As a relative newcomer, it feels very cliquey and
insular. Furthermore, I experienced bullying from a colleague, which was witnessed by many but never challenged. Despite
working in different Civil Service departments for a number of years, I am surprised at how casual homophobia and other
forms of bullying flourish in my current department. Not many out gay people in my office, and as long serving colleagues
are largely disinterested in incomers, I don't want to be marked out as "the gay one" because they know little else about me.
This, in turn, has made me rather inhibited, and I don't feel as secure at work as I have in departments where it is fine to be
out.”
“A lot of business streams are still very prejudiced against LGB&T staff. there have been a lot of bullying cases 0n my site. I
myself have had to place 2 grievance cases shortly after starting on site 6 years ago.”
Lack of support / flexible working
“As a senior manager who has been one of the first to challenge the system in terms of asking the <Department Name> to
accommodate new styles of working (e.g. gay dad with toddlers who is primary carer and works part time) I feel I've been
badly let down by a department. This came as a surprise as the preceding 10 years before I had children had been very
positive.
© 2014 Hay Group. All rights reserved
50
Findings from transgender respondents
We went through 1300 positive responses to the question ‘Is the current gender you identify with
different to the gender you were described as at birth?’ to see if there were explicit comments from the
transgender community. Only nine sets of data could be analysed – therefore the results below should
be interpreted with caution. The questions which received the most favourable responses were as
follows:
I feel comfortable to talk to my manager about any issues or concerns I have
100% favourable
My manager treats me with respect and dignity
89% favourable,
0% unfavourable
My manager works well with employees of different backgrounds, identities
and needs
89% favourable,
0% unfavourable
The least favourable responses were to the following questions:
I believe my department will take action to address any issues raised in this 44% unfavourable,
survey.
11% favourable
My last performance review accurately reflected my strengths and
development areas.
44% unfavourable,
33% favourable
I can use flexible work arrangements (e.g. telecommuting, flexible work
schedule, compressed work week) without harming my career.
44% unfavourable,
56% favourable
© 2014 Hay Group. All rights reserved
51
Findings from transgender respondents
The Trans community is
extremely small, and I have
been the victim of
unconscious bias because of
this. It is so small in fact that
promotion schemes often
mention women, ethnicity,
even sexuality, but very rarely
Trans.
The last time I applied
for a promotion, the
[office] carrying out the
interview seemed to be
'stunned' when I (a
trans woman) entered
the room.
It’s been clear to me
throughout my service: my
face has never fitted into the
stipulated Civil Servant
model. As a trans man
currently in transition I am
clearly overlooked as I don't
fit anywhere in their world.
One of the biggest obstacles I face is that my identity as a non-binary trans
person is not recognised. I'm a trans person who does not identify as male
or female which means I often have problems filling in forms, job
applications or using IT since these things tend to rely on people identifying
as male or female […] The transgender community is so much more diverse
then just 'assigned female at birth and transitioning to male' or 'assigned
male at birth and transitioning to female'. Gender is not a binary and having
surgery or undergoing hormone therapy is not a universal trans experience.
As long as the Civil Service continues to act as if it is then there is really no
place for people like me.
© 2014 Hay Group. All rights reserved
Just being able
to talk to
someone
about
transgender
issues is
helpful
(talking about
diversity
networks)
I want to make it
to SCS as I
would like the
respect and
recognition that
goes with being
a SCS (in theory)
and it would help
prove to me that
I won’t be held
back by being
trans-gendered
and it would
prove [it] to all
those people out
there that said I
would damage
my career for
being trans
52
09 | Appendix
Survey responses by job level (1/4)
Culture
Q.
Questions
No
N Size
1
2
3
The Civil Service is committed to diversity (it values the
contribution employees with different backgrounds, cultures
and perspectives can make).
When it comes to valuing diversity and inclusion, senior
leadership's actions are consistent with their words.
I am comfortable expressing my views at work.
I am comfortable initiating discussions about diversity and
inclusion related issues in my department.
Do you participate in any of your departmental or Civil Service
5a
wide diversity networks or events?
If you do participate in any of the diversity networks or events
5b do you find these useful to help you overcome barriers in the
workplace?
During the past 12 months have you personally experienced
6a
discrimination, bullying, harassment or victimisation at work?
If you have encountered discrimination, bullying, harassment
6c or victimisation at work in the past 12 months, have you
reported this?
If you reported it, were you satisfied with the action taken by
6d
the Civil Service in response to your complaint?
4
© 2014 Hay Group. All rights reserved
Overall
AO/AA
EO
SEO /
HEO
G6 / G7
SCS
7393
1403
1597
2512
1242
140
60
55
59
60
67
71
33
32
31
35
35
41
48
44
44
51
59
72
43
36
38
45
52
77
34
26
31
37
38
57
56
52
58
54
60
71
40
43
43
37
35
22
32
33
29
28
27
29
16
16
18
8
--
12
Columns show % favourable difference to overall population ≥ 10 = GREEN ≤ 10 RED
54
Survey responses by job level (2/4)
Work / life balance
Q.
Questions
No
N Size
I am able to work in a way that enables me to meet my family
and/or personal commitments.
I can use flexible work arrangements (e.g. telecommuting,
9 flexible work schedule, compressed work week) without
harming my career.
8
Overall
AO/AA
EO
SEO /
HEO
G6 / G7
SCS
7393
1403
1597
2512
1242
140
70
67
71
75
70
71
51
51
49
53
52
62
Overall
AO/AA
EO
SEO /
HEO
G6 / G7
SCS
76
73
73
79
81
86
My manager
Q.
Questions
No
11 My manager treats me with respect and dignity.
12
My manager works well with employees of different
backgrounds, identities and needs.
69
67
67
72
71
78
13
My manager adopts good ideas regardless of where they come
from or who suggests them.
64
60
61
67
69
72
14
I feel comfortable to talk to my manager about any issues or
concerns I have.
62
62
61
64
65
65
Columns show % favourable difference to overall population ≥ 10 = GREEN ≤ 10 RED
© 2014 Hay Group. All rights reserved
55
Survey responses by job level (3/4)
Career development
Q.
Questions
No
Overall
AO/AA
EO
SEO /
HEO
G6 / G7
SCS
7393
1403
1597
2512
1242
140
28
22
24
29
37
51
39
34
37
41
43
53
28
27
25
29
35
50
23
14
18
24
37
54
67
55
60
67
72
96
50
49
48
50
56
62
20a I believe that promotion decisions are made fairly.
16
11
11
16
25
43
22a Are you interested in progressing to a more senior role?
66
62
65
71
65
72
N Size
I believe I can achieve my personal career objectives at the Civil
Service.
Opportunities for career development are available to all
16a employees regardless of disability, ethnicity, gender
reassignment, sexual orientation.
Employees are recognised for their contributions in a fair and
17
equitable manner.
Are you now, or have you in the past been part of any of your
18a
departmental or Civil Service's development schemes?
15
18b If yes, was it helpful in supporting your development?
19a
My last performance review accurately reflected my strengths
and development areas.
Columns show % favourable difference to overall population ≥ 10 = GREEN ≤ 10 RED
© 2014 Hay Group. All rights reserved
56
Survey responses by job level (4/4)
Survey follow up
Q.
Questions
No
N Size
I believe the Civil Service will take action to address any issues
raised in this survey.
I believe my department will take action to address any issues
16a
raised in this survey.
15
Overall
AO/AA
EO
SEO /
HEO
G6 / G7
SCS
7393
1403
1597
2512
1242
140
26
22
22
26
33
44
22
19
19
23
31
41
Columns show % favourable difference to overall population ≥ 10 = GREEN ≤ 10 RED
© 2014 Hay Group. All rights reserved
57