According to the 2021 Census, the ethnic composition of England and Wales has changed significantly. For the first time, fewer than half (46.2%) of residents identify as “White British” a marked drop from 80.5% in 2001. Meanwhile, the proportion of people from ethnically diverse backgrounds continues to grow, particularly among younger age groups and in urban centres.

This demographic shift is not just a statistical trend it represents a fundamental transformation in who we are as a society. It also means that public sector organisations must reflect the communities they serve if they are to remain relevant, trusted, and effective.

Yet ethnically diverse communities remain underrepresented in many parts of the public workforce especially in leadership, policy-making, and frontline decision-making roles. From education to policing, healthcare to local government, the gap between population diversity and institutional representation remains stark.

To bridge this gap, organisations must go beyond statements of inclusion and actively address structural barriers. This is where positive action becomes essential not only as a tool of fairness, but as a strategic necessity.

The Case for Action

The Business Case
Organisations perform better when their workforce reflects the population. Diverse teams are more innovative, better at problem-solving, and more likely to meet the needs of a diverse user base. A representative workforce improves engagement, trust, and service delivery.

The Moral Case
It is simply the right thing to do. Everyone should have a fair chance to thrive, regardless of their race or ethnicity. Public services must uphold values of fairness, equality, and dignity in their practices not just their policies.

The Legal Case
The Equality Act 2010 provides the framework to take positive action where there is underrepresentation or disadvantage. This is not about preferential treatment it is about taking fair, proportionate steps to ensure equity of opportunity.

Looking Ahead

With younger populations increasingly diverse, and with growing expectations around equity and justice, the time to act is now.

Organisations that fail to adapt risk falling behind not only in recruitment and retention but in relevance, legitimacy, and impact.

Positive action is not a risk  it is a responsibility. It is how we close the gap between intention and outcome, between population and workforce. It is how we build institutions that belong to all of us.

From Intention to Impact: Positive Action in Public Sector Employment for Racial Equity

Across the UK, public sector employers are grappling with a long-standing challenge: how to ensure that the workforce reflects the communities it serves. Despite decades of equalities legislation and stated commitments to inclusion, the reality is that many roles especially leadership and decision-making positions remain disproportionately white.

At the same time, ethnically diverse communities continue to face barriers to entering, progressing, and thriving in public sector employment. Whether in schools, universities, police forces, or local government, the evidence is clear: racial inequality persists, and addressing it requires more than passive inclusion it demands proactive, legally sound, and purpose-driven action.

That’s where positive action comes in.

What Is Positive Action?

Under the Equality Act 2010, employers are permitted to take positive action to help individuals from disadvantaged or underrepresented groups overcome barriers they face. This might mean:

• Offering mentoring or leadership development for groups underrepresented at senior levels.
• Running outreach programmes to attract more ethnically diverse applicants.
• Creating targeted internships, training opportunities, or support schemes to ensure fair access.

Crucially, positive action is not the same as positive discrimination (which is unlawful). Instead, it’s about fairness, opportunity, and removing systemic obstacles that prevent true equality.

Why It Matters

The UK’s public services—from classrooms to courtrooms—play a critical role in shaping society. But when ethnically diverse people:

• Are more likely to be in precarious roles or underpaid sectors,
• Face greater scrutiny in applications and promotions,
• Experience racism, microaggressions or lack of belonging at work

It becomes clear that statements of inclusion are not enough.

Positive action enables public sector bodies to move from good intentions to measurable impact. It can:

• Boost trust in public services,
• Improve outcomes for service users,
• And create fairer, more innovative, and more resilient workplaces.

Examples of Good Practice

Organisations across the country are already embracing positive action with purpose and integrity. Here are some approaches being implemented—and that others can learn from:

Early Engagement & Talent Identification

• Partnering with community groups, supplementary schools, and youth clubs to raise awareness of career pathways.
• Running “insight days” and interactive workshops for children and young people from ethnically diverse backgrounds.
• Ensuring job ads and outreach reflect inclusive language and are placed in community-specific publications and platforms.

Inclusive Recruitment and Progression

• Offering pre-application guidance or coaching sessions for underrepresented groups.
• Running positive action internships or graduate schemes tailored to address racial disparities.
• Using structured interviews, diverse panels, and objective scoring rubrics to mitigate bias.

Mentoring, Sponsorship and Development

• Creating leadership development programmes aimed at ethnically diverse staff.
• Implementing reciprocal mentoring schemes between senior leaders and employees from underrepresented groups.
• Sponsoring individuals for national development programmes (e.g., NPQ for schools, Police Aspire programmes).

Workforce Data and Accountability

• Regularly analysing workforce data by ethnicity across pay, role, progression, and retention.
• Setting time-bound representation goals—not quotas—and publicly reporting on progress.
• Linking senior leaders’ performance to progress on EDI goals.

Education, Training, and Reflection

• Offering anti-racism training that goes beyond awareness and builds skills for equity-driven leadership.
• Training recruitment panels and managers in inclusive decision-making and racial bias mitigation.
• Supporting staff networks to co-design EDI learning and feedback loops.

Who Should Be Doing This?

Schools and Multi-Academy Trusts

• Address the lack of racially diverse teachers and leaders.
• Use targeted teacher training bursaries and mentoring pathways for Black, Asian and other racially minoritised graduates.
• Engage pupils with role models that reflect the community’s diversity.

Colleges and Universities

• Create pathways into academic and professional services roles for ethnically diverse students.
• Offer positive action research fellowships and leadership development schemes.
• Ensure curriculum decolonisation and inclusive learning environments are part of staff responsibilities.

Police Forces

• Review recruitment processes to ensure fairness in vetting, interviews, and assessments.
• Offer supported routes into policing, particularly in areas with trust deficits.
• Embed anti-racist practice in all training and community engagement work.

Local Government and Public Services

• Introduce development pathways to address the lack of racial diversity in senior roles.
• Ensure procurement and commissioning processes support EDI.
• Establish community-led advisory panels to shape inclusion strategies.

A Generational Opportunity

We are at a critical moment. Public sector organisations are being challenged to prove that diversity, equity, and inclusion are not side projects, but core commitments. Young people from ethnically diverse backgrounds want to see change not just hear about it.

Positive action is a powerful, legal, and necessary tool to drive change that is visible, accountable, and sustainable.

This is about more than compliance it’s about fairness, belonging, and building institutions that serve everyone, not just some.

Positive Action Checklist for Racial Equity in Public Sector Employment

This checklist is designed to support schools, colleges, universities, police forces, and public sector organisations in taking lawful, proactive steps to promote racial equity in employment.

Early Engagement

• Partner with ethnically diverse community groups and schools

Inclusive Recruitment

• Review job adverts, outreach platforms, and recruitment materials for inclusive language

Mentoring & Sponsorship

• Establish development programmes for ethnically diverse staff and reciprocal mentoring

Workforce Data

• Collect and analyse ethnicity data on recruitment, progression, and pay

Training & Education

• Deliver anti-racism and bias training to all staff, especially hiring managers

Leadership Accountability

• Set goals for racial representation in leadership and link to appraisals

Community Engagement

• Involve diverse communities in shaping inclusion strategies and reviewing progress