Employees

Five years after Race for Opportunity began and 20 years after Britain's first modern race riots in Brixton, what do we have to show for corporate engagement on race? At best view, a dismal picture; in truth, an absolute scandal. At a time when BitC is trumpeting having three quarters of the FTSE100 as members, how can just 18 be engaged in the benchmark survey?

Well-meaning HR directors will argue it's all a question of supply - we'll appoint only if enough good candidates apply. Many black people themselves will say it's about demand - no point applying, as they'll always appoint someone with more experience or we'll be filtered out during initial screening in favour of safer candidates with a better fit on factors like what school or college you go to.

This log-jam can only be broken by deliberate action. In multi-cultural Britain, surely no company can claim to be socially responsible if it does not have an active programme in this area. Seek outside help from an intermediary agency to develop the supply and unblock hidden demand barriers. Project Fullemploy, for example, has a well-established matching programme for entry level jobs and has just launched a recruitment agency for senior positions. Nurture internal talent too, and seek 'quick wins' to achieve visible change. Join partnerships, especially those working on root causes such as low expectations at school. Review work experience schemes to ensure they explicitly include disadvantaged groups.

And celebrate success. On which note, well done Centrica for winning the new Realising Ability award for excellence this summer, along with runner-up Lloyds TSB. Except that was for schemes to assist people with a disability. The award for diversity could not be given: no applicant met the necessary standard.