predominantly held by men. Fewer women were offered interviews or recommended for recruitment, and were consistently recommended for lower salaries (Isaac et al., 2009). The Commission’s research found evidence of employer bias against higher earning mothers on maternity leave, which was reflected in offers of lower pay rises or bonuses (BIS and EHRC, 2015). Our study of the financial services sector (EHRC, 2009b) revealed gender bias in the distribution of bonuses and performance-related pay. Job applicants with exactly the same CVs received 29% fewer expressions of employer interest when they had supposedly or ‘foreign’ rather than names (Wood et al., 2009). The ‘ethnic’ ‘British’-sounding Royal Academy of Engineering found that 71% of White engineering graduates find full-time jobs after six months compared with just 51% of Black and ethnic minority students (Royal Academy of Engineering, 2016). In addition, applicants for accountancy jobs who stated a disability received 26% fewer expressions of employer interest than those without a stated disability (Ameri et al., 2015). The Confederation of British Industry has recommended that businesses should consider using name-blind recruitment and competency-based assessments to challenge unconscious bias (CBI, 2016). This approach is being used increasingly in both public and private sector recruitment. Looking at how roles are categorised or described can also help overcome perceptions of work’ or work’. For example, ‘men’s ‘women’s Swansea University’s Bay Campus tackled occupational segregation, undervaluation of women’s work and the lack of career development opportunities for its facilities and operational staff by replacing all operational roles with just two team member and team leader. By – removing traditional role names, job applicants were evenly balanced between men and women, and the number of women in traditionally male-dominated functions increased (Godwin, 2016). Lack of diversity in senior roles Women, ethnic minorities and disabled people are under-represented in better paid senior roles and this contributes to their pay gaps. In the FTSE 350, women now make up 23% of board directors (BEIS, 2016) but are outnumbered by men in senior management roles by 4:1 (EHRC, 201Ba). Although ethnic minorities make up 14% of the general
predominantly held by men. Fewer women were offered interviews or recommended for recruitment, and were consistently recommended for lower salaries (Isaac et al., 2009). The Commission’s research found evidence of employer bias against higher earning mothers on maternity leave, which was reflected in offers of lower pay rises or bonuses (BIS and EHRC, 2015). Our study of the financial services sector (EHRC, 2009b) revealed gender bias in the distribution of bonuses and performance-related pay. Job applicants with exactly the same CVs received 29% fewer expressions of employer interest when they had supposedly ‘foreign’ or ‘ethnic’ rather than ‘British’-sounding names (Wood et al., 2009). The Royal Academy of Engineering found that 71% of White engineering graduates find full-time jobs after six months compared with just 51% of Black and ethnic minority students (Royal Academy of Engineering, 2016). In addition, applicants for accountancy jobs who stated a disability received 26% fewer expressions of employer interest than those without a stated disability (Ameri et al., 2015). The Confederation of British Industry has recommended that businesses should consider using name-blind recruitment and competency-based assessments to challenge unconscious bias (CBI, 2016). This approach is being used increasingly in both public and private sector recruitment. Looking at how roles are categorised or described can also help overcome perceptions of ‘men’s work’ or ‘women’s work’. For example, Swansea University’s Bay Campus tackled occupational segregation, undervaluation of women’s work and the lack of career development opportunities for its facilities and operational staff by replacing all operational roles with just two – team member and team leader. By removing traditional role names, job applicants were evenly balanced between men and women, and the number of women in traditionally male-dominated functions increased (Godwin, 2016). Lack of diversity in senior roles Women, ethnic minorities and disabled people are under-represented in better paid senior roles and this contributes to their pay gaps. In the FTSE 350, women now make up 23% of board directors (BEIS, 2016) but are outnumbered by men in senior management roles by 4:1 (EHRC, 201Ba). Although ethnic minorities make up 14% of the general