![]() ![]() In American companies with over 100 employees, the share of black men in management was 3.4% in 2017, half their share in the population as a whole-and virtually unchanged from 3% in 1985. The FTSE 100 has fewer female CEOs (six) than it does bosses who share your name (seven). Between 20 the share of female executives at large (mostly) American and British firms went from 12% to 14% for ethnic minorities it moved from 12% to 13%. That is where we are: lots of talk, plenty of initiatives, little change on the ground. Since June 2017 more than 800 American CEOs have signed a pledge to “advance diversity and inclusion in the workplace”. You were not alone the number of such offers in Britain has doubled in the past year, say analysts at Glassdoor, a recruitment website. After all, you recently posted a job opening for a diversity manager. Small wonder that 87% of your fellow bosses told consultants at PwC that diversity is a business priority. And employees, including former ones, can air their complaints on social media. Governments like Britain’s, which now mandates pay-gap reporting, insist on making more of your sensitive data public. Regulators, who use a “stable” or “inclusive” culture as a proxy for low risk, are breathing down your neck. Corporate clients increasingly demand it in your supply chain. YOU FACE pressure to “do something” about diversity in your company-not only from your wife and woke children. ![]() Subject: A hard-headed guide to corporate diversity
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