For instance, the Royal Bank of Scotland (RBS) undertook unconscious bias testing around disability, sexual orientation, age, ethnicity and gender across its leadership team across the UK and internationally. The purpose of this testing was to understand the impact of unconscious bias in the bank and identify training that could be introduced to help mitigate this. RBS used findings from this training to create a tailored programme with targeted interventions aimed at each level of the organisation, which consisted of a workshop for senior leaders, a webinar for those with managerial responsibilities and scenario-based e-learning for all employees. This tailored programme was rolled out across RBS to improve awareness of how biases can influence poor decisions. As a result of the training, 97 percent of RBS employees reported that they will “do their job differently”. This has been reflected in some tangible actions through: • changing recruitment practices, reviewing talent development and better performance management • revisiting talent and succession plans with a new perspective – adopting a more joined-up approach with their peers to create a plan that is more inclusive of different people • banning same-gender panels requiring more diversity on all shortlists (at least one woman or BME candidate) and considering more nontraditional candidates for certain roles (part-time, retirees, carers) • looking more broadly at who they consider talent – mentoring more-diverse groups of people, specifically BME and female talent.334 Another example of inclusive recruitment processes and policies has been reflected by the HM Land Registry, which established a two-year recruitment target to attract and appoint BME candidates.335 The organisation has met its attraction target and achieved 92.4 percent of its appointment target. Actions taken towards meeting these targets 48 have included ensuring all job descriptions and advertisements use inclusive language and training 10 BME staff across junior levels to sit on recruitment panels.336 7.1.2 Progressing at work Supporting people of colour into employment needs to be met with anti-racist infrastructure to sustain career progression in the workplace. The McGregorSmith review recommended implementing in-work mentoring for people of colour to develop their career pathways. A 2017 Chartered Institute of Personnel and Development (CIPD) report found that employees from Indian, Pakistani, Bangladeshi and mixed-race backgrounds were more likely to view access to mentors as a useful means of support for career progression compared to white British employees.337 The CIPD report also found that employees from Indian, Pakistani, Bangladeshi or Black backgrounds were more likely than white British employees to indicate that more transparent career paths would help their career advancement. The benefits of implementing a mentoring programme within an organisation can be seen in the Scottish Trades Union Congress (STUC), which has adopted a mentoring project for BME staff to be supported into more-senior positions. The success of this scheme is due to the parallel focus on institutional barriers to advancement and recognition from senior management that, within the organisation, BME workers are overrepresented in lower-level positions. This organisational focus, combined with specific training for managers, training and support for BME workers and a shared desire to change outcomes in the organisation, has started to produce significant change to the STUC workplace.338 Feedback from those who took part showed that: 334 McGregor-Smith, Race in the Workplace. 335 CIPD. Addressing the Barriers to BAME Employee Career Progression to the Top. London: Chartered Institute of Personnel and Development, 2017. 336 CIPD, Addressing the Barriers. 337 CIPD, Addressing the Barriers. 338 CIPD, Addressing the Barriers.