The Ki-Rin Discussion Board

While charitable organisations are seeing an increasing trend in representing women in management and other positions, inequalities still persist for people from Black and Minority Ethnic (BME) backgrounds. Indeed, there is much evidence to suggest that such barriers also exist for women, especially in the commercial sector, and particularly for women from BME communities who face the issue of double marginalisation.

The following underlying factors can play a role:

• A lack of mentors and role models;
• Exclusion from informal networks of communication;
• Stereotyping and preconceptions of roles and abilities;
• And lack of significant line experience, visible and/or challenging assignments.
  

Most diversity models, would have a consensual view that a diverse workforce can be the most precious resource that any organisation can have. Most books on leadership would also testify to this. Whilst diversity can present problems, although never ones that cannot be overcome, it can also provide wonderful opportunities.

Charity leaders, like in other sectors, have the freedom to influence their organisational culture, governance and management practices. An important step would be to move away from “this is the way things are done around here” to “why things are done that way”. In our experience of working in the UK Charity sector for the last 20 years, we have come across dynamic charities that have championed the work around diversity and benefited from it. However, we have also engaged with organisations running on old fashioned and archaic models who haven’t awakened to smell the coffee of success through embracing diversity. This can often be attributed to factors concerning willingness and desire, commitment and know-how, fear of change and perceived resource implications, or a combination of those factors.

Are we still turning the diversity tanker in the voluntary sector? Or have things moved on significantly?

Is the economic squeeze going to wipe out the small guy? High impact grass-root NGOs have never seen a tougher time, not only trying to cope with the economic crisis but also trying to compete with the big boys. Time to take stock of what’s gone stale and what needs to be re-energised and time to streamline and innovate. But a small community based organisation often doesn’t have the capacity to juggle services, support and manage internal stakeholders and invest efforts into fundraising. It is perhaps about time that the big boys reinvested their efforts in being mission driven and lending a hand in partnership with the small guy who shares that same mission.

There appears to be unease amongst philanthropists who are reluctant to support smaller charitable organisations, raising issues of concern regarding accountability. Yet, many smaller organisations provide frontline services that are tightly delivered and managed, with measurable outcomes. Therefore, do they want to see evidence of greater regulation? Or perhaps see small organisations being transparent in terms of how they appoint Trustees? It goes without saying that many small organisations suffer from a ‘chicken and egg’ problem – they require resources in the first place to help them invest in good regulation and management, without which they risk the perception that they might not be able to look after donors’ funds. The way forward: Should Charities invite prospective donors and supporters to work more closely with them, to obtain an insider’s view of the constraints, challenges and opportunities they face – before they secure the donation?

More and more who have made their millions in investment banking, private equity or hedge funds have been looking for ways to give back through good charity projects. Are they now looking for the next best thing having had their financial success? This may be different to individuals who have inherited wealth, raising feelings of guilt or embarrassment as their belief systems are challenged.

Clearly, much of the focus for CSR is around the difference made to a community outside of the company, yet the word ‘community’ can easily refer to the employees that work inside the organisation, the management of suppliers and partners, and also the treatment of its customers. Where such processes can be measurable then companies should be able to market themselves as socially responsible. Employers that have policies and working practices that are ethical, professional and responsible, can lead to a positive working culture, and a motivated and performing workforce, contributing to the bottom line. However, in the current economic climate, is this too much of an onerous burden, particularly for small to medium sized organisations?