Corporate report

Public appointments diversity and outreach strategy 2026

Published 11 June 2026

Strategic Vision

To build a public appointments system that reflects the full diversity of the United Kingdom across sex, ethnicity, disability, socio-economic background and region, fostering inclusive leadership, stronger decision-making and increased confidence in Ministry of Justice public bodies.

This strategy sets out our commitment to embed diversity and inclusion at every stage of the Ministry of Justice (MOJ) public appointments process. It supports the Government’s broader ambition for inclusive governance via its cross-government Public Appointments Diversity Action Plan.^{[footnote 1]}

What success looks like

By 2028, we want the diversity profile of applicants, longlisted and shortlisted candidates, and appointees to demonstrate measurable, sustained movement towards the diversity profile of the UK economically active population, as published by the Office for National Statistics (ONS). This includes sex, ethnicity, disability, regional distribution and socio-economic background.  

Progress will be assessed by examining trends across the full appointments pipeline, with a focus on reducing representation gaps year-on-year across the overall portfolio, rather than setting fixed numerical targets for individual campaigns. ONS benchmarks will inform campaign planning, monitoring and targeted intervention where disparities exist.

In 2024/25, across MOJ’s appointments, 57% were women, 12% were from an ethnic minority background, 4% declared a disability, and 64% were based outside London and the South East.^{[footnote 2]} By comparison, recent ONS economically active population data shows: 48% female; 17% from an ethnic minority background; 18% disabled; and 71% based outside London and the South East.^{[footnote 3]}

These comparisons show that while sex representation is broadly balanced overall, there remains under-representation in some demographic groups and a concentration of appointees in London and the South East compared with the wider UK population, indicating where continued effort is required to achieve more proportionate representation.

We will also seek to deliver:

• A year-on-year reduction in differential drop-off rates for female and disabled candidates and those with an ethnic minority background or with less privileged socio-economic backgrounds between application, longlisting and shortlist stages, with disparities reviewed and mitigation documented.
• An expectation that at least 90% of campaigns achieve demonstrable diversity on sift and interview panels, with panel selection informed by the current diversity of the board and any representation gaps. For the purposes of this measure, a panel will be considered diverse where declared data shows representation of more than one sex, or at least one declared ethnic minority or disabled panel member. Any exceptions will require documented justification and quarterly senior oversight.^{[footnote 4]}
• A measurable increase in candidate confidence in the fairness and accessibility of the appointments process, particularly among those engaged through outreach activity, as measured through structured post-campaign feedback and outreach conversion rates.
• A greater regional spread and improved representation of individuals from diverse socio-economic backgrounds, with year-on-year movement towards ONS regional benchmarks and improved socio-economic diversity indicators where data is available.
• A measurable reduction by 2028 in the representation gap for underrepresented groups compared to 2024/25 baseline data.

By the end of 2028 we want diversity considerations to be embedded as business as usual across public appointments, demonstrated by:

• Routine use of diversity data to inform campaign planning and ministerial discussions.
• Outreach activity embedded within Campaign Manager responsibilities.
• Senior leaders, including the Permanent Secretary, routinely reviewing diversity performance as part of departmental governance and appointments oversight.
• Continuous learning and reflection informing future campaigns, with post-campaign diversity reviews completed and lessons captured for 100% of campaigns.

Our actions and how we will measure success

This strategy adopts an end-to-end approach, recognising that barriers to diversity can occur at multiple stages of the appointments process. Our interventions are intended to work holistically to ensure that issues at one stage do not undermine overall outcomes and will be supported by regular data review, clear accountability and proportionate intervention where disparities are identified.

1. Outreach and Pre-planning

Objective

Early-stage engagement is crucial to widening the pool of applicants and addressing low awareness, perceived exclusivity, and lack of confidence in public appointments among under-represented groups, including those from lower socio-economic backgrounds and reducing structural barriers before formal selection processes begin. 

We will:

• Launch and manage a dedicated LinkedIn team page to promote roles, events, and success stories, with monthly “spotlight” features on regional public bodies and proactively follow, engage with, and share content from diverse groups and networks.
• Develop a structured outreach and communications strategy to raise awareness of and demystify the public appointments process both within Government and for the public including targeted activity aimed at underrepresented regions and communities.
• Host and collaborate on outreach events (virtual and in-person) to demystify the appointments process, especially targeting underrepresented groups and regions with structured pre- and post-event engagement tracking.
• Work with external networks to amplify reach and share lived experiences.
• Enhance senior buy-in by identifying a Public Appointee Diversity Advocate and strengthening informal networks of public appointees to support engagement activity and share perspectives on diversity with the Advocate reporting annually on progress and barriers.
• Utilise staff networks and MOJ Champions to raise awareness of public appointments.
• Participate in a cross-Government Talent and Outreach group to share names and best practice and collaborate on key campaigns.
• Improve use of the online cross-Government Applicant Tracking System (ATS) for outreach, engagement tracking, and the centrally held Cabinet Office list of candidates previously assessed as appointable but not appointed, so they can be considered for future opportunities with follow-up and documented outcomes.
• Regularly report diversity data to senior leadership and monitor progression of candidates with protected and socio-economic characteristics including quarterly pipeline analysis identifying drop-off patterns and recommended interventions.

How we will measure progress:

• Aggregate diversity profile of applicant cohorts by sex, ethnic minority background, disability and socio-economic background, with year-on-year comparison against the 2024/25 baseline.
• Record the geographic spread of applicants.
• Record the proportion of first-time applicants with year-on-year increase target.
• Enhance feedback loops within the ATS to measure applicant awareness of public appointments, their confidence in the application process, and where they heard about the role.
• Increased declaration rates for disability and socio-economic background as an indicator of improved confidence in the system.

2. Campaign Planning

Objective

Public appointment campaigns often operate to tight timescales, driven by fixed end-of-term dates, statutory requirements, or the need to avoid board vacancies. This can mean that key decisions such as role scope, essential criteria, panel composition and outreach activity are made quickly at the outset. Where diversity considerations are not built in early, there is less opportunity to widen applicant pools or adjust approaches later, which can limit the diversity of candidates who ultimately progress. It is therefore essential that diversity data is timely, properly considered, and used to inform early planning decisions. In some cases, additional support and challenge may be needed to ensure diversity is embedded at the planning stage. The following actions will ensure structured consideration from the outset, reducing reliance on reactive interventions, and strengthening fairness and transparency.

We will:

• Provide Ministers with the diversity profiles of boards at the start and end of campaigns.
• Establish, where appropriate, Steering Groups for boards with poor diversity, involving No10, Cabinet Office, Special Advisors, and other relevant stakeholders who can bring additional expertise, challenge and networks to support more effective campaign planning and outreach, with clear terms of reference and escalation routes.
• Partner with ALB sponsorship teams to broaden outreach through their networks and platforms, with this embedded in campaign planning meetings.
• Mandate campaign managers to proactively search for candidates via the ATS and LinkedIn.
• Where executive search firms are engaged, require compliance with the Cabinet Office code of conduct and clear evidence of broad and inclusive search activity, including outreach beyond traditional networks. We expect that this approach will result in more diverse longlists, consistent with merit-based selection, and performance will be monitored accordingly.

How we will measure progress:

• Evidence of diversity data being considered at campaign planning stages.
• Formal record of planned and undertaken outreach activity for each campaign with post-campaign evaluation.
• Appropriate escalation for boards with persistent diversity gaps, including quarterly monitoring and forward planning for upcoming vacancies and reappointments.
• Reduction in reactive late-stage interventions due to earlier planning.
• Improved diversity of longlists in campaigns where structured planning interventions were applied.

3. Application and Selection

Objective

Traditional application and assessment stages can disproportionately affect candidates from under-represented backgrounds. These measures aim to reduce bias, improve the candidate experience, and minimise avoidable attrition from the pipeline, ensuring that merit is assessed fairly and consistently. 

We will:

• Ensure role advertisements are accessible, jargon-free, emphasise skills over experience, use sex-neutral language and make it clear that applications from diverse individuals are encouraged.
• Assign named contacts for each campaign to guide applicants. We will ensure the appropriate level of candidate care for individuals approached as a result of outreach initiatives including clear communication timelines and support on reasonable adjustments.
• Implement improvements to application methods to reduce bias and improve timeliness, ensure 90% of sift and interview panels meet the diversity benchmark, and apply positive action in line with government guidance with clear documentation where positive action provisions are used.
• Explore novel application methods with colleagues across government (e.g. AI sifting, video applications, alternative to CVs) to widen access and reduce bias in the system.
• Embed regular monitoring and feedback loops to ensure sustained progress.
• Work with our public bodies to understand how they are supporting longer-term succession planning from more diverse groups, and how this can be strengthened.
• Strengthen feedback and signposting for shortlisted candidates, ensuring timely and proportionate feedback and clear reapplication guidance.
• Introduce a documented post-campaign diversity review for 100% of campaigns, analysing progression data, panel composition and candidate feedback.

How we will measure progress:

• Progress and attrition rates by protected characteristics via the ATS, with year-on-year reduction in disproportionate drop-off rates.
• Diversity of Advisory Assessment Panels via the ATS.
• Candidate feedback on the fairness and accessibility of the application and assessment process.
• Campaign timeliness.

4. Appointment and onboarding

Objective

Starting in a public appointment role can be challenging, particularly for those from under-represented backgrounds. Without effective onboarding and support, confidence and retention may be affected. These measures aim to create and support early positive experiences, improve retention, and enable sustained impact and contribution.

We will:

• Share final board diversity data with Ministers post-campaign including commentary on progress against ONS benchmarks and identified gaps.
• Signpost new appointees to training, mentoring and onboarding resources offered by the Cabinet Office and elsewhere and explore peer support where appropriate.
• Monitor the progress of female and disabled candidates and those with an ethnic minority background or with less privileged socio-economic backgrounds to identify and address systemic barriers.
• Use feedback and lessons learned to refine future campaigns, with bi-annual reviews and a full strategy evaluation in 2028.
• Introduce a light-touch onboarding feedback survey for new appointees within six months of appointment.

How we will measure progress:

• Diversity profiles of appointed candidates, with year-on-year comparison to baseline.
• Feedback from appointees of onboarding experience
• Issues identified at campaign reflection stage and bi-annual reviews, with documented actions and follow-up.
• Retention patterns by demographic group.

What this strategy depends on

Delivery of this strategy depends on a combination of improved staff capability, data, partnerships, senior sponsorship, and digital infrastructure.

Our key dependencies include:

• People and expertise: Outreach, engagement and diversity data analysis require specialist skills. At present, the MOJ Public Appointments Team has one dedicated outreach resource, which will impact sustained engagement. This risk will be managed through embedding outreach responsibilities within campaign management roles, with ongoing training offered to campaign managers to share delivery ownership, leveraging staff networks and champions, and maximising the reach of external partnerships, while reviewing resourcing annually to ensure delivery remains sustainable.
• Data and digital infrastructure: Ongoing and effective use of the ATS, improved feedback loops and Public Appointments Power Platform will be essential for tracking engagement, monitoring diversity data and informing decision-making and strategic planning. While the ATS will remain the primary mechanism for capturing diversity data across public appointments, some high-volume appointment processes operate separate operational systems following previous agreement with the Cabinet Office. In these cases, diversity data will continue to be collected through those systems and used to inform departmental oversight and monitoring of representation across the appointments portfolio.
• Leadership and sponsorship: Ministerial engagement and senior ownership at key points in the process are critical to driving accountability and sustained change across the whole department. The MOJ Public Appointments Team will keep Ministers’ private offices informed about upcoming appointments and engage them in early consideration of diversity and the Permanent Secretary will retain oversight of diversity performance in public appointments as part of routine departmental governance discussions, reinforcing accountability for progress.
• Affordability/value for money: whilst most activity will be delivered within existing resources; the use of executive search firms would involve an additional cost. Any engagement would be considered on a case-by-case basis, having balanced the potential diversity benefits against budget availability with clear assessment of impact relative to cost.

Measuring Success

We will use the ATS and Public Appointments Dashboard to monitor diversity at each stage of the pipeline, benchmarked against ONS economically active population data.

We will:

• Track progression and attrition rates across protected and socio-economic characteristics with year-on-year trend analysis.
• Monitor geographic spread, with movement toward ONS regional benchmarks.
• Capture lived experience and candidate feedback including structured survey data.
• Report diversity insights regularly to senior leaders and Ministers, on a quarterly basis.
• Conduct bi-annual reviews and a full evaluation in 2028 including assessment of whether representation gaps have narrowed compared to the 2024/25 baseline.

Success will be defined not only by improvements in representation, but by evidence that inclusive practices are embedded and trusted by candidates.

Conclusion

This strategy represents a proactive and evolving commitment to improve diversity in public appointments made by the MOJ. By embedding diversity at every stage and fostering a culture of openness, collaboration, and innovation, the MOJ aims to ensure its bodies benefit from the broadest range of talent and that public appointments are demonstrably fair, inclusive and reflective of the society they serve.

1. Public Appointments Diversity Action Plan 2019 (Cabinet Office, June 2019). At time of publication, the Cabinet Office’s 2026 Diversity Action Plan has not been published. ↩

2. Public Appointments Data Report 2024/25 (Cabinet Office, December 2025). ↩

3. Office for National Statistics, UK Labour Force Survey (economically active population aged 16+), January–March 2025 ↩

4. Excluding short-notice panel changes and larger campaigns requiring flexible pool structures. ↩