Many organisations have issued guidance on reducing pay gaps, whether specifically in respect of ethnicity or more widely. The Equality and Human Rights Commission for example, published a strategy (primarily designed for the UK government) in which it set out six recommendations to close pay gaps (EHRC, 2017b).
There are consistent themes and considerations that emerge across the available good practice, which we summarise below:
Transparency and reporting. The starting point for any organisation will be to regularly publish its ethnicity pay gap to increase transparency and accountability. This will include a breakdown of the pay data by both ethnicity and other relevant factors (such as gender, role and department) to identify areas of disparity and trends. Encouraging the workforce to share their ethnicity information is key to enabling robustness of data and curiosity of the causes of disparity. Organisations should engage with staff to understand the reasons for non-declaration and implement interventions based on findings.
Diverse leadership and accountability. Striving to have diverse representation at all levels of leadership within an organisation is integral to making progress in closing the gap. However, diversity in leadership alone is not sufficient. The senior leadership team should have in place accountability metrics which set specific targets for reducing the ethnicity pay gap and hold leaders accountable for achieving those targets. Furthermore, organisations should consider having a dedicated committee or board member responsible for monitoring progress on both the pay gap and more generally on the organisation's equality, diversity and inclusion (EDI) agenda.
Inclusive recruitment practices. Inclusive recruitment is integral to creating a diverse workforce and encompasses an end-to-end review of existing processes, including for senior clinical and board-level positions and those that utilise external recruitment agencies, to remove potential for bias. Actions include debiasing job adverts and descriptions, implementing 'blind' recruitment by removing identifying information, such as names, from applications during the initial screening stage; and ensuring shortlisting and recruitment panels are trained and diverse. NHS Providers' Guide to evidence-based effective recruitment and talent management interventions for race equality shares specific actions leaders can take to improve their processes.
Robust policies and processes on pay and promotion. Undertaking regular pay audits is a necessary step to ensure equitable pay practices across all ethnic groups. Alongside this, policies and processes for recruitment and talent management should be reviewed for systemic inequality to maximise opportunities to embed positive action and targeted interventions for groups facing compounded disadvantages. Proposed initiatives need to be appropriately resourced and sustainable.
Bias awareness and inclusive recruitment training should also be provided to all employees, and particularly those involved in recruitment, promotion and salary decisions so there is greater awareness of how this may present within each stage of the recruitment process.
Career development and talent management. There are many interventions which are aimed at supporting those from underrepresented groups to progress, ranging from mentoring and sponsorship, to training and development opportunities tailored to the needs of diverse employees. Processes should also be developed and embedded to encourage open discussions about pay and career progression with active signposting to live vacancies for those who are ready to progress, and particularly around clinical excellence awards and consultant pay.
Inclusive workplace culture. Trust leaders should facilitate and support network groups that focus on the interests and needs of those from underrepresented groups, including those from an ethnic minority. Activities, which may include training, should be considered to enhance understanding and appreciation of different cultures and backgrounds, including of cultural and religious events, amongst all staff. Workplace policies, for example annual leave and flexible working, should be reviewed to ensure that they are inclusive and consider the needs of diverse employees.
Community and sector engagement. Trusts should regularly engage with system and sector partners and initiatives that promote best practices in diversity and pay equity. Collaborating with voluntary, community and charitable organisations, alongside subject matter experts, can also support broader efforts to address systemic inequalities.
Minimising and closing the ethnicity pay gap in the NHS requires a comprehensive, sustained, and data-driven approach that addresses both the systemic and individual factors contributing to the gap. By implementing targeted talent management programmes, inclusive recruitment practices, policy changes, and intersectional analysis, NHS employers can create a more equitable and inclusive workplace.
Drawing on successful strategies from gender pay gap initiatives and continuously monitoring progress, will ensure that efforts to reduce the pay gap are effective and sustainable. It's crucial to recognise that this is an ongoing process that requires long-term commitment, resources, and cultural change at all levels of the organisation.