What our global workforce looks like
As of 30 June 2019, 70.5% of our employees were female. In our senior leadership team, the gender balance was 50:50. Of our total workforce, 22.9% identify themselves as being from an ethnic background other than white European (up from 18.5% the previous year). In 2018–19, just 1.7% of our people around the world chose not to disclose their ethnic background for our employee records; this contrasts with data from 2013–14, where the figure was 17.4%, showing just how far we have come in building a safe, inclusive work environment.
We are recognised as a 'Leader' in the UK Government-led initiative 'Disability Confident' and 2% of our global workforce identify themselves as living with a disability. We take an inclusive approach to hiring and staff development and make reasonable adjustments to jobs and the working environment.
See page 53 of our annual report to for a breakdown of our workforce by gender, ethnicity and job band.
Promoting a flexible workforce
Our June 2018 report, Diversity and Inclusion at Work: Facing up to the business case, showed that we should value what workforce flexibility can bring to businesses. We champion that philosophy at the CIPD through our flexible working policy, which encourages both formal and informal arrangements between our people and line managers. Formal arrangements include job-shares and compressed hours (such as nine-day fortnights), while informal arrangements include ad hoc remote working and flexi-time. We encourage recruiting managers and candidates to talk about flexible working through our recruitment adverts and by training managers on the benefits of flexible working.
24% of our workforce work part-time. Page 54 of our annual report shows the uptake of part-time versus full-time work by gender. Amongst our full-time workers, three women and one man work compressed hours. We currently have no formal job-share arrangements in place.
4.6% of our workforce (2 men and 14 women) work from home on a contractual basis. We know that many more do so on an informal and ad hoc basis but have no reliable means of monitoring this. This year we rolled out new technology that will help make remote working and collaboration easier than ever. Going forward, a new employee engagement tool will enable us to measure the level of flexibility our people have to work where, when and how they need to.
In 2018–19, our overall level of sickness absence (short- and long-term combined) was just 3.7 days per person per year, below the UK average of 4.3 days.
We continued to run activities such as mindfulness and exercise sessions at our head office in Wimbledon to help our people stay healthy. And 22 of the people in that office volunteered as well-being champions, offering help and advice to their colleagues.
Furthermore, in 2018–19 we ran a two-day well-being awareness campaign, which involved our people being able to participate in a number of informative and participative activities, including understanding healthy lifestyles, exercise, mindfulness and the menopause.