Businesses should show they value diversity with action

To do this, we need to be engaging diverse communities and getting individuals interested in the sector from a young age. In addition, once they are in our industry, we need to keep them here. But the truth is they won't stay if they don't feel supported throughout their careers, and if they don't see opportunities for themselves and real pathways for growth, they will leave seeking those opportunities elsewhere.

We know this is a problem. A 2020 report by the Resolution Foundation found that people from Black, Asian and Minority Ethnic backgrounds were disproportionately likely to work in the hospitality sector. And yet we do not see many Black CEOs and CFOs of hospitality businesses.

If Black people don't want to stay, or aren't being developed into leaders, we have to ask ‘why?'

A Be Inclusive Hospitality report earlier this year found that Black respondents, at 43%, were most likely to report that they felt their ethnicity had hindered their career progression.

Getting individuals into the sector is one thing, but if this continues to be the case and they can't see role models that look like them in senior positions, they will not see opportunity.

We must be aware of how we are developing our talented young people by establishing frameworks to ensure everyone has the same opportunities available to them, no matter their background or where they're starting from.

We're more aware now than we ever have been that we can't take a ‘one size fits all' to our people, but we need to be translating that knowledge into actions.

Businesses should show with action that they value diversity, because we're all responsible for the change we hope to see.

Meanwhile, we shouldn't discourage or criticise our young recruits when they perhaps don't approach their work the way we want or expect them to, or the way we always have done. Difference of opinion and perspective within a business is an asset and every organisation should have a system in place so that people from the most junior roles upwards and not just a board of directors can tell you what is going wrong and where things can be improved. The loyalty you will earn by just listening to your people is something no money can buy.

When I walk around my office, my colleagues reflect what I see every day; they reflect the diverse world we live in and what I want the world to look like.

Whilst I've had my own challenges, lots of doors have been opened for me during my career, and I'm quite keen to see these opening for other people too. Progress has been made, but more work needs to be done.

Only by better engaging young, Black individuals in our sector will we ensure a sustainable pipeline of talent who see opportunities for themselves in the hospitality sector all the way to the top – as they should.

Tevin Tobun is chief executive of GV Group