Government Economic Service - ED&I audit

Government Economic Service

The Government Economic Service (GES) is one of the Civil Service Professions and is the professional body for economists in the UK Civil Service.

Business challenge

The Government Economic Service (GES) partnered with In Diverse Company to conduct a diversity and inclusion (ED&I) audit. The GES covers over 40 departments and supports economists in their work. They wanted to examine their workforce demographics and understand how economists within the Civil Service experience diversity, inclusion, attrition, progression, and retention. This mixed-methods study incorporated a survey and in-depth interviews to gain a detailed understanding of their workplace experiences.

In Diverse Company conducted a detailed audit of the policies and processes of the GES, examining areas such as hiring, career progression, communication material, and vendor selection. We distributed a survey to over 3000 members of the GES, receiving a response rate of around 22% (665 participants). This survey focused on retention, progress, and inclusion and was distributed via the Include LXP platform. Additionally, we conducted virtual, in-depth interviews with diverse members of the GES, including representatives of different minority groups and varying seniority levels, to capture their experiences.

A succinct and clear communications plan, confirming participant anonymity, was incorporated into the rollout of the survey to improve participant buy-in and build trust. Over 3 days, 28 participants were interviewed, and a thematic analysis of their answers took place.

Impact:

Based on the quantitative and qualitative findings, along with the audit results, we provided the GES team with a detailed report to help them understand workforce dynamics and the experiences of team members within the GES. Informed recommendations on short-term and long-term goals and targets were provided to progress their diversity and inclusion agenda.

IDC also conducted a workshop with a wide range of stakeholders from the GES to discuss these recommendations in more detail. Through brainstorming sessions, the GES team identified the most important recommendations, prioritised actions, and outlined steps to be taken. Based on the research and discussions, the GES set out an updated action plan for the coming year on monitoring, improving, and evaluating ED&I.

Results

Detailed audit of GES policies and processes.
Survey distributed to over 3000 members, with a 22% response rate (665 participants).
Comprehensive quantitative data on workforce demographics and experiences of inclusion.
Conducted virtual, in-depth interviews with 28 diverse GES members across different seniority levels and minority groups.
Thematic analysis of qualitative interview data to identify key themes and experiences.

About the company:

GES Economists can be found working across all areas of the Civil Service, providing economic analysis and insight in support of the entire range of UK Government and public service activities. Supporting policy development, public service delivery, ministerial objectives, or meeting at pace the issues of the day.

Achieved a 22% response rate from the GES workforce, providing valuable data on inclusion and diversity experiences

Conducted detailed interviews with diverse GES members, capturing insights from various minority groups and seniority levels

Story & quotes:

A White participant, for the very first time in her life, called out an act of racism that she witnessed outside the workplace. She felt that she was more equipped to do so after the session and felt confident in supporting the victim. Though she was extremely uncomfortable doing so, she did it and that was her starting point in this journey she plans to continue.

Maria was discussing how frontline workers, from marginalised backgrounds, were being targeted for racial abuse by the public. She said that this was an ongoing problem, where an elderly white woman refused to be served by anyone of colour, and Maria’s manager assisted the woman to be served by a white person instead of addressing the racism that his colleagues were being subjected to. Maria’s manager, a white man, was asked to intervene repeatedly but instead allowed the abuse from the customer to continue. Post the ARLO sessions, Maria felt emboldened by the content, and the fact that everyone had been on the course; she spoke to senior leadership above her manager, and they have decided to ban the elderly white woman from the building.