CASE STUDIES AND BEST PRACTICES
In 2024, Lloyds Banking Group reported a 3% mean ethnicity pay gap (down from 5.7% in 2023) and an 8% median gap (down from 12.5%). For Black employees, the mean gap was 10% (down from 11.9%), while the median gap increased slightly to 19.2% (from 17.8%). Actions Taken Setting targets: Aspirations have been set to improve diverse leadership representation, including Black, Asian, and Minority Ethnic colleagues in senior roles. Inclusive recruitment and promotion: Increasing ethnic minority representation at all levels, with a focus on senior leadership. Career acceleration programs: Supporting Black colleagues through leadership development and mentoring. CASE STUDY #2: TRANSPARENCY AND DATA-DRIVEN ACCOUNTABILITY (LLOYDS BANKING GROUP)
Skills and reskilling ethnic minority employees in growth areas such as technology and data. Reviewing pay policies and processes: Ensuring fairness and equity in all pay- related decisions. development: Upskilling
CASE STUDY #3: LEADERSHIP REPRESENTATION THROUGH SPONSORSHIP (SECTOR-WIDE PRACTICE)
Across sectors, sponsorship is emerging as a game-changing intervention to address underrepresentation in leadership.
Best practice features: Sponsorship is not passive mentorship; it involves senior leaders actively creating opportunities and advocating for their protégés. Successful schemes are purposeful and data-informed, matching sponsors and protégés based on strategic talent needs. Impact is tracked not just by participation but by career advancement outcomes. Case insight: Organisations that moved from “fixing the person” to redesigning the system, by aligning sponsorship with performance development, succession planning, and pay progression, saw significant shifts in representation at senior levels.
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