Manager and Leadership Support for Employees from Underrepresented Ethnic Groups

It provides insight into the role and influence of leadership in shaping opportunities for progression and the overall workplace experience. It also offers practical guidance on embedding inclusive cultures through approaches such as mentoring, sponsorship, and equitable talent development.

Every organisation is different, and this guide does not provide definitive solutions for every situation. It also does not offer legal guidance; you should seek authoritative advice when introducing new policies or changing old ones. Instead, it shares suggestions that could help you decide what suits your organisation best.

Managers play a critical role in shaping employees’ day-to-day experiences, influencing opportunities, and setting the tone for workplace culture. By adopting and demonstrating inclusive behaviours, managers and leaders can help create environments where all employees are valued and supported. Embedding these measures into an organisation’s inclusive leadership initiatives will require ongoing work, reflection, accountability, and commitment. For more information, see Onvero’s Quick Guide: Inclusive Leadership.

Leadership behaviours have a direct impact on organisational culture; where leadership is inconsistent, dismissive, or exclusionary, it can undermine trust and psychological safety. For individuals who already face workplace barriers or prejudice, this type of environment can be especially difficult. For more information, see Onvero’s Quick Guide: Psychological Safety.

Proactive managers and leaders can help to minimise these challenging situations through their conduct. They can actively model respectful and inclusive behaviour, encourage open dialogue, and create a safe and supportive workplace culture.

Embedding inclusion and anti-racism into leadership means taking intentional action to challenge behaviours, practices, and systems that contribute to (or perpetuate) inequality. It requires leaders to actively promote fairness and equity in their everyday decisions through measured steps. Key action areas might include:

Organisations can support leaders to build the skills and confidence needed to lead inclusively through ongoing development and reflective practices. Examples include:

There are several approaches that can help leaders challenge their assumptions and understand lived experiences and perspectives different from their own. These include reverse mentoring, reciprocal mentoring, coaching, or buddying. For more information, see Onvero’s Quick Guide: Mentoring Programmes. 

Another way for leaders to engage with employees is by supporting allyship initiatives. These programmes can provide participants with access to leaders who may be unaware of the challenges underrepresented people face—and that allies can highlight. For more information, see Onvero’s Allyship Hub.

Finally, leaders can show their support by becoming involved with employee networks and forums. These involvements will allow them to interact in an informal atmosphere where input is encouraged, and participants are comfortable sharing feedback. For more information, see Onvero’s Employee Network Hub.

Inclusion and anti-racism should always be embedded in talent systems, ensuring equity is built into how people are recruited, developed, and promoted. This can include:

For more information, see Onvero’s Employer Guide: Progressing Underrepresented Ethnic Groups.

Equity for employees from underrepresented ethnic groups will require employers to monitor ethnicity pay gaps and workforce data. This will help identify disparities in pay, progression, and representation, which can then shape targeted action for talented individuals. For more information, see Onvero’s Quick Guide: Pay Gap Readiness–Ethnicity and Disability.

Bias and prejudice can influence how performance, potential, and ‘fit’ are assessed in the workplace. These preconceptions can often disadvantage employees from underrepresented groups in ways that affect recruitment efforts, performance reviews, and promotion decisions. 

If left unchecked, bias and prejudice can then limit access and opportunities and reinforce inequalities. For more information, see Onvero’s Quick Guide: Managing Acts of Prejudice Against Underrepresented Ethnic Groups in the Workplace.

Meritocracy is another factor that can sometimes put employees from underrepresented ethnic groups at a disadvantage. This idea assumes that progression is based solely on ability and effort—which doesn’t always reflect the realities of the workplace. 

In some organisations, structures may not evenly distribute access to opportunities, networks, and visibility. As a result, certain employees may face additional barriers to progression, despite having the skills and capability to succeed. 

Managers and leaders can play a key role in addressing these challenges. They can set an example by applying fair and transparent criteria, questioning assumptions, and ensuring that decisions are based on evidence rather than subjective judgement.

In addition to developing their own inclusive leadership capabilities, managers should do what they can to actively support employees from underrepresented ethnic groups. This includes creating clear, accessible pathways into—and through—the organisation, and addressing barriers that can limit entry, development, and advancement.

Leaders can play a key role in widening access and ensuring opportunities are distributed equitably. This can be achieved by:

Employers that provide structured mentoring, meaningful sponsorship, and fair access to development opportunities can help ensure employees from underrepresented ethnic groups are visible, supported, and able to progress. For more information, see Onvero’s Quick Guide: Recruiting and Retaining Talent from Underrepresented Ethnic Groups.

Creating an inclusive culture goes beyond policies—it requires everyday actions, leadership commitment, and an environment where all employees have a sense of belonging. Inclusive workplaces actively challenge prejudice, encourage diverse perspectives, and ensure that everyone can participate fully and fairly. For more information, see Onvero’s Quick Guide: Inclusive Workplace Culture.

Supporting employees from underrepresented ethnic groups is a shared responsibility that requires accountability from managers and leaders. It is up to them to recognise and address biases, actively develop inclusive leadership behaviours, and foster fair and respectful workplace cultures. They must also be involved in ensuring equity in organisational processes and providing appropriate support where needed. By embedding these principles into everyday practice, leaders can help create workplaces where all employees are supported and can progress and thrive.

The information contained within this resource was accurate at the time of its publication. It was created in May 2026.