In 2022, organisations continue to reckon with diversity, equity, and inclusion issues, and more senior leaders are making a step change in the level of focus their organisations place on making progress. This is happening in a fast-changing work environment and is much needed to ensure organisations fulfil their role both as employers and in society.
One of the most challenging aspects of any strategy, however, is measurement, so we asked some of our external partners to share their thoughts on this question. We have grouped these thoughts into three themes: measurement driving action, continuous progress and accountable outcomes.
Driving action
Each year, we engage with an external network and report on our progress across diversity and inclusion and wider ESG issues through the United Nations Global Compact (UNGC). Over 15,000 companies around the world are involved in the UNGC.
“Our objective is diversity, equity, and inclusion [DEI] in the workplace and wider society,” says Steve Kenzie, Executive Director at UNGC UK. “Measurement is just a means to that end, which has little value unless it catalyses meaningful action. There needs to be more urgency in addressing DEI issues. Too often we see poor DEI data accepted with passive resignation. Action is needed. It’s not enough to wait for a few people to retire or for more diverse candidates to apply. This is a critical business issue and a human rights issue.”
The Purpose Coalition, a group of business and education leaders working together to have greater impact on society, is led by Rt Hon Justine Greening. Shoosmiths was one of the first businesses to join The Purpose Coalition, following a successful partnership in creating the firm’s Social Mobility Action Plan.
“We know that in successful organisations what gets measured, gets done,” says Justine Greening. “That’s absolutely true for social mobility and organisations that are committed to delivering on their purpose. For the first time, organisations are making real moves towards tracking their socio-economic diversity and measuring progress. We know that employers can be engines for social mobility – and it’s time to start tracking progress.”
“It’s not enough to wait for a few people to retire or for more diverse candidates to
apply.
Continuous progress
As well as driving action, measurement can have the most impact when regularly revisited and tracked over time; particularly when benchmarked against others.
“D&I initiatives often stumble at the first hurdle: what does ‘good’ look like?” says Jason Ku, CEO at analytics organisation Pirical. “One thing we see is that by ethnicity, for example, the whole legal industry is becoming more diverse. So, most firms can point to making some sort of progress, without really trying. What then becomes important is comparing rates of change. Is the firm under- or over-performing the market trend? Is that driven by recruitment, attrition or promotion? Getting enough data to benchmark over time – say, five years – can be hard, particularly for regional or specialised firms. A collective of firms, including Shoosmiths, has committed to pooling data to solve this problem.
“In 2022 we expect to see more tools on the market that support people managers to work with real-time data and intervene before it’s too late – for example: which individuals are not getting enough exposure to high-value matters?”
“What becomes important is comparing rates of change. Is the firm under- or over-performing the market trend?
Accountable outcomes
Street League is one of the Shoosmiths Foundation’s grant partners and has been using transparent impact reporting and live data to improve its outcomes and future decision making, and to hold itself accountable.
As part of its continued commitment to tackle inequalities that prevent young people moving into work, Street League uses the government’s racial disparity audit to regularly review its data to monitor outcomes, which includes gender, ethnicity and postcode. It has set a target to reach 50% female participation by 2025-6 (currently at 30%) and regional ethnicity targets are set annually.
It aims to reduce disengagement by 10% each year and ensure its support is for those who need it most, with 75% of young people reporting at two or more personal barriers. It reports its impact on a monthly basis through its online interactive dashboard.
Author & contributors
Author: Eleanor Tanner - Director of People - Shoosmiths
Contributors: Steve Kenzie, Executive Director at UN Global Compact Network UK, Rt Hon Justine Greening, Jason Ku, CEO - Pirical, Georgia Dessain, Head of Corporate Partnerships at Street League
Disclaimer
This information is for general information purposes only and does not constitute legal advice. It is recommended that specific professional advice is sought before acting on any of the information given. Please contact us for specific advice on your circumstances. © Shoosmiths LLP 2025.