A look behind the CIPD’s ethnicity pay differences and our long-term commitment to closing the gaps
In October 2018, we signed the Race at Work Charter, which sets out seven actions to improve the representation of all employees at all levels in organisations. One of these is capturing ethnicity data and reporting progress.
We first published our ethnicity pay data in our 2018–19 annual report and have published a dedicated ethnicity pay gap report since 2020. We continue to report and we choose to go behind the headline figures because we are committed to fostering equality, diversity and inclusion within the CIPD and we want to understand how our culture and actions help us close the gap.
We remain committed to the Race at Work Charter. We pledge to keep listening to our own people. And we shape our policies, practices and roles based on what we learn, knowing that creating an inclusive culture within a talented, productive organisation means doing things differently. We also continue to call on the UK government to make this a mandatory requirement alongside gender pay gap reporting, and on employers to do so voluntarily.
The ethnicity pay gap is calculated by taking all employees across an organisation and comparing the average pay of our white employees with that of employees from ethnic minority groups. This means that even though we have clear externally benchmarked salary ranges in place for all jobs, to ensure that everyone is paid fairly for undertaking the same or a similar role, it’s still possible to have an ethnicity pay gap.
Identify which capabilities matter most to invest, redeploy talent, and make strategic choices with real competitive advantage
CIPD student ambassador, Talal Alghamdi, shares his perspectives on what young HR professionals need to thrive, and what leaders should consider as they build workplaces equipped for the future
AI is moving from experimentation to everyday infrastructure. For HR teams, that shift brings a practical question: how do we make productivity gains while protecting the conditions for good work — fairness, capability, sustainable performance and employee trust?
Emma Jordaan, Founder and CEO of Dubai-based consultancy, Infinite Consulting, explores leadership’s role in embracing diversity to achieve the cultural unity needed to sustain organisational performance