HMRC diversity and inclusion strategy 2016 to 2020
Published 4 August 2016
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1. Foreword
A diverse, inclusive and vibrant organisation is one we should all strive to achieve. Diversity, in all its various forms, is central to our success as an organisation, ensuring a diversity of experience and thought.
Our efforts to become more inclusive and diverse don’t take place in isolation, they are part and parcel of us achieving our wider transformation. That’s why I think it’s so important that the four themes included in this strategy support our overall mission and objectives as an organisation.
I totally believe that we need the widest possible aperture on talent. We should be recruiting from all sections of society, not just people who’ve done the ‘right’ degree at the ‘right’ university, and we need to be open and honest with ourselves and with others about the obstacles that get in the way of that.
Our efforts shouldn’t stop once we’ve got people through the door though, we need to support people from underrepresented backgrounds through every stage of the talent journey – making sure we create an inclusive culture and spot and develop internal talent just as we seek out external talent. It’s our responsibility to the people we serve to make sure we’re drawing on the widest possible range of views and experiences.
Diversity is more than just an organisational goal for me. My own background is not that of a typical Permanent Secretary, but I progressed my career thanks to people around me who spotted my potential and worked with me to develop it. I want to make sure that everyone has the opportunity to do the same: that’s why I’m so proud to be the Civil Service Social Mobility Champion, and I’m pleased that social mobility is well represented in this strategy.
Diversity is a priority for me, and it’s a priority for the rest of our Executive Committee. As senior leaders, we have a particular role to play as vocal and visible advocates for a more diverse HMRC. This isn’t a project for the Executive Committee alone, though, all of us should consider the actions we can take to encourage diversity and inclusion: whether that’s by acknowledging and addressing our unconscious bias, getting involved with mentoring or taking part in training. Every line manager has a responsibility to create the kind of organisation we should be proud to say we work for when they recruit, promote and ensure sufficient learning and development.
I want HMRC to be a diverse place to work, with a wide view on what talent looks like. We should be an organisation where people can have varied careers, where people are supported and invested in and where different views are respected.
This strategy is a key part of building that organisation, thank you for taking the time to read it.
Jon Thompson, Chief Executive and Permanent Secretary
2. Why do we need this strategy?
We want our workforce to reflect and understand the diversity of our customers and to develop and use the collective experience of that diverse workforce to deliver a high-quality service.
This strategy will help us to:
- achieve our targets for tax revenues collected
- continue to build HMRC as a diverse and inclusive place to be
- identify, attract and recruit people that reflect the make-up of society and help us to develop talent in all tiers of the department
We have a fundamental belief that valuing our people for their individuality will create a culture in which talent, creativity and innovation can thrive and will help bring out the best in our people to enable us deliver a great service for our customers.
As we move to Regional Centres, these will be at the heart of driving diversity and inclusion through building local knowledge, stakeholder and community relationships.
3. What does the strategy aim to do?
This strategy sets out our diversity, equality and inclusion aims for the next four years through a clear focus on 4 strategic themes:
- Representation
- Inclusion
- Capability
- Customer equality
It shows how we are responding to the Civil Service Talent Action Plan and our customer equality priorities.
It supports delivery of HMRC’s key objectives by highlighting the role diversity, equality and inclusion plays in what we do.
It recognises that our people have different skills; different ways of thinking and working; different knowledge and experience and the need for us to harness these differences for the benefit of our business and our customers.
4. Who is the strategy for?
This strategy is for all HMRC employees, at all levels, wherever they work and whatever they do. For it to succeed, we need to make diversity and inclusion an entirely natural part of everything we do. This will require commitment and action from everyone in HMRC. We have therefore set out what leaders, managers and staff across HMRC need to do to turn our aims into reality.
Our inclusion-based approach recognises that individuals who work for us, or who want to work for us, will be valued, treated fairly and respected for their individuality irrespective of age, caring responsibilities, disability, gender, gender reassignment, marriage or civil partnership, maternity and pregnancy, race/ethnicity, religion or philosophical belief, sexual orientation and/or political opinion.
5. How will we monitor progress?
Our central diversity and inclusion team will oversee implementation of our diversity and inclusion action plan and report on progress half-yearly to HMRC’s People Matters Committee via the Chief People Officer. These reports will be incorporated into annual reports on progress made against our strategic Equality Objectives for 2016 to 2020 within our publication of customer and workforce diversity information.
6. Our strategy
6.1 Representation
What we want to achieve
Create and maintain a diverse workforce in our Regional Centres and specialist sites that better reflects HMRC’s customer base in the different locations.
How we will do it
- Review recruitment and selection practices to attract and appoint from a diverse applicant pool
- Focus on social mobility and the benefits this brings
- Improve our diversity data (declarations) across all lines of business and grades
- Improve effectiveness and reach of talent programmes
6.2 Inclusion
What we want to achieve
Create a working environment that values difference and fosters an inclusive workplace culture, where HMRC employees from all backgrounds can give their best, are treated fairly, valued for their contributions, and where they can progress their careers.
How we will do it
- Develop and use targeted communications and inclusion/engagement tools to raise awareness of diversity and inclusion
- Hold each line of business accountable for progressing and reinforcing shared ownership of diversity and inclusionin their teams
- Act on analysis of the HMRC People Survey’s ’Inclusion and Fair Treatment‘ scores to address any concerns identified
- Carry out equality analysis and people impact assessments on proposed new policies and those being refreshed to assess the need to change practice where adverse impacts are identified and discuss these impacts with key stakeholders
6.3 Capability
What we want to achieve
- Our leaders and managers consistently demonstrate inclusive leadership behaviours as they lead our people through organisational and transformational change
- Managers are confident creating the conditions in which every member of their team can fulfil and reach their potential
- All our people have a good awareness of diversity and inclusion and are pro-active in making HMRC a great place to work
How we will do it
- All leaders and managers to complete mandatory diversity and inclusion training and learning
- Improve management capability in how to spot talent
- Role model and promote authentic and inclusive leadership behaviours at all levels
- Enhance the provision of appropriate support and information to improve manager capability in implementing reasonable adjustments and the overall individual experience
6.4 Customer equality
What we want to achieve
- Provide an inclusive and accessible service for our customers based on understanding their diverse needs and making reasonable adjustments as appropriate
- Provide digital services that are accessible and usable by the widest possible range of customers
- Ensure our public sector duty is appropriately reflected in HMRC policies, processes, projects and training
How we will do it
- Further develop our understanding of the impact of our services on customers and identify more clearly those who need enhanced support
- Promote customer equality policies and best practice, making our aims more visible to our staff and customers
- Develop awareness of the needs of those customers who have difficulties in accessing online services, providing assisted digital avenues and appropriate provision for the digitally excluded
6.5 How HMRC staff can help
All staff
- Be proactive in what you can do to improve inclusion for others and for yourself – recognise that through your personal impact you can make a difference
- Complete your mandatory diversity e-learning and keep it up to date
- Be open to additional formal and informal learning to support your understanding of diversity including the Civil Service Learning unconscious bias e-learning
- Help your manager manage you well by being as open as you can
- Challenge constructively when appropriate
Leaders
- Enthusiastically support initiatives that deliver the strategy
- Role model good diversity and inclusion practise
- Develop your understanding of inclusion and develop good inclusive ways of working
- Identify and address any gaps between the ‘as is’ state in your team compared to where you need to be
- Be fair, avoid conscious bias and challenge yourself to understand your potential for unconscious bias
- Challenge when you see decisions or behaviours that are discriminatory, unfair, or excluding
- Take action to address instances of bullying and/or harassment