Strategy Survival Guide

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Analysing data - Modelling In Practice: SU Ethnic Minorities and the Labour Market Project Understanding the drivers of performance and progression in the workplace was crucial to the SU’s 'Ethnic Minorities and the Labour Market’ project. Equally important, however, was gaining an understanding of the various factors impeding success in the workplace, from educational underattainment and socio-economic disadvantage to residence in inner urban areas and limited experience in the labour market. The team used regression analysis to compare the relative strength of each of these, and other, factors in accounting for the disadvantage experienced by Britain’s ethnic minority groups. A number of regression models were used, each of which took account of a different combination of these conditioning factors. An examination of several of the models led the team to conclude that: • ethnic minorities remain disadvantaged in terms of employment and occupational attainment even after key variables are taken into account. Some groups are clearly even more disadvantaged than gross differences suggest, given their educational qualifications or other characteristics; • ethnic minority men have been persistently disadvantaged in terms of earnings. British-born ethnic minority women appear to be no longer disadvantaged in terms of earnings, though their foreign-born peers continue to be disadvantaged; • Indian men are consistently the least disadvantaged among ethnic minority groups; and • Pakistani, Bangladeshi and Black men and women are consistently among the most disadvantaged. The most important conclusion that emerges from these analyses is that, even after accounting for key variables, all ethnic minority groups are disadvantaged relative to Whites in comparable circumstances. The figures below illustrate this fact, showing the earnings and unemployment risk of ethnic minority men relative to their White peers, before ('Actual’) and after ('Like-for-like’) taking into account factors such as age, education, recency of migration, economic environment and family structure. Together, these variables can explain just £10 of the £116 wage gap between Blacks and Whites. Figure 1: Weekly Male Earnings Relative to White Counterpart Like-for-like Actual -£23 -£5 Indian -£116 -£107 Black -£150 -£129 Pakistani / Bangladeshi -£160 -£140 -£120 -£100 -£80 -£60 -£40 -£20 £0 Source: R. Berthoud 'Ethnic Employment Penalties in Britain’, Journal of Ethnic and Migration Studies, 26:389-416, 2000. Note: Figure combines the effects of unemployment and of pay Strategy Survival Guide – Strategy Skills Page 134
Figure 2: Male Unemployment Risk Relative to White Counterpart Indian 1.5 1.6 Like-for-like Actual Black 2.5 2.6 Pakistani / Bangladeshi 2.7 2.9 0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 Source: F. Carmichael and R. Woods, 'Ethnic penalties in unemployment and occupational attainment: evidence for Britain’. International Review of Applied Economics 14: 71-98, 2000. It follows from such analysis that a range of other explanatory factors must be at work. These may include: degree of assimilation; cultural/religious factors; business opportunities in the areas where ethnic minorities live; Government infrastructure in local regions; quality and location of housing; access to childcare; quality of, and willingness to use, transportation to access employment opportunities; levels of, or access to, social capital; and employer discrimination. However, due to the absence of quantitative measures for such factors, in statistical terms we are left with an incomplete picture of their relative weight. Strategy Survival Guide – Strategy Skills Page 135
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Strategy Strategy Survival Survival
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Strategy Survival Guide Version 2.1
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Building an Evidence Base 113 Data
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A Framework for Strategic Direction
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These four components need to be co
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Recruiting a team In Practice: SU G
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Away-days A project away-day is ano
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WHY ...are you telling me this? SO
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Try to put into practice the princi
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Encouraging creativity In Practice:
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There are clear differences between
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Identifying key stakeholders and th
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Compelling vision for action - the
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Designing an implementation plan In
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Creating Public Value http://www.nu
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National Statistics http://www.stat
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Driver trees 97 Econometric modelli
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management 17, 20, 27, 34, 45 outpu
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Strategy Unit, Admiralty Arch, The
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