National Inclusion Week & Employee Wellbeing - Q3 2024 by Mediaplanet UK&IE

National Inclusion Week

With a special feature on Employee Wellbeing

“Workplace health and wellbeing strategies are changing to meet employee needs.”

Dawn Lewis, Reward & Employee Benefits Association (REBA) Page 02

A highlight of my journey with HSBC is my involvement with Ability – our global employee network. Connecting with others who face similar challenges has been a game-changer. We’ve launched initiatives like the carers charter and created a safe space for people to share their experiences. It’s incredibly fulfilling to know that I’m making a difference.

~Jo Austin, Global Inclusion Delivery Support Manager at HSBC and Global Co-Chair of HSBC’s Ability Employee Network

Workplace health and wellbeing strategies are changing to meet employee needs

Evolving employee expectations and a drive for greater equity and inclusion have seen the focus on health and wellbeing continue to increase in UK businesses.

Findings from the Reward and Employee Benefits Association (REBA) ninth annual Employee Wellbeing Research 2024, published together with AXA Health in June 2024, highlighted that support for specific employee groups — such as those experiencing menopause, carers, neurodivergent employees — is driving an increase on the amount employers spend on benefits.

Why the drive for inclusion

Inclusive workplace cultures — those that support people with all kinds of differences — boost employee wellbeing. These cultures improve fairness and help to attract and retain people from wider demographic pools, supporting business sustainability, as well as meeting employee health and wellbeing needs. Health and wellbeing initiatives and benefits should therefore reflect this inclusivity and recognise differences between various demographics in the workplace. The majority (98%) of respondent employers to REBA’s research said wellbeing spend — the amount employers spend on wellbeing initiatives and benefits — has or will increase due to building/supporting an equitable, inclusive and diverse workplace.

How to support employee wellbeing

Offering more support for specific groups and expanding the range of employee benefits to be more equitable were just some ways employers are aiming to improve health and wellbeing support. Examples include introducing

menopause policies or providing health insurance to the whole workforce, rather than just the senior leadership team.

As explored in REBA’s Employee Wellbeing Research 2024, investors, government and employees are all placing more responsibility on employers to support employee health and wellbeing. As a result, inclusive practices will be paramount to future workforce resilience and sustainability.

Employers aspire to connect wellbeing and DEI data

Central to the drive towards greater health and wellbeing inclusivity is the need for better data. Although employers already collect information on employees such as gender and age, a more detailed picture is needed to truly provide support that meets employee needs.

In the next two years, 52% of employers intend to use wellbeing data to ensure equity and equality of health and wellbeing offerings across the workforce; fewer than two-fifths (38%) currently use data for this purpose.

Connecting wellbeing with diversity, equity and inclusion (DEI) is a clear business priority and will continue to be a driver of change as businesses seek to create long-term sustainability.

A measure of success

for businesses

relies on an inclusive culture

An inclusive culture within a company, large or small, is making an impact on the way companies attract and retain employees.

With the Government preparing to make legislative changes around working policies, now is the time for all businesses to build the foundations to start an inclusive journey or strengthen existing policies.

Measuring inclusion impact

According to Inclusive Employers, a leading, 450-strong membership organisation for employers committed to prioritising inclusion in the workplace and the founders of National Inclusion Week (NIW), impact definitely matters.

Addison Barnett, Director of Impact, says: “We wanted to make Impact Matters the theme of this year’s NIW (beginning September 23rd) to raise awareness that inclusion is business critical. You need to measure it and gather data that will really scrutinise the way you are doing things.

“It’s the only way you are going to make a real shift in your culture: if you are learning from what your data is telling you. We know that there are big gaps in impact data for many organisations out there.”

Areas of focus

Inclusive Employers has pulled out three key areas that businesses, large and small, should be focusing on now with those changes afoot: The first is increased regulation and reporting requirements, which will see evermore scrutiny of employers’ data and reporting methods; several changes to the law including a Race Equality Act, updating mental health legislation and better rights for workers; and finally, developing inclusive workplaces that are fit for the future, equipping businesses to attract and retain talent particularly now as AI and tech continue to change the way we work.

How to measure

To help businesses prepare, a tool called the Inclusive Employers Standard (IES) measures exactly where an organisation’s current policies and practices stand around inclusion. Developed in 2018, it comprises an online portal questionnaire and a facility to upload evidence, which is then externally assessed by a pool of external assessors. The end report provides a holistic view of an organisation, from policies and strategy to the whole employee lifecycle, even procurement and the supply chain.

The IES benchmarks a company against its industry sector and provides bespoke, action-focused feedback that you can use to progress your inclusion and diversity strategy and embed workplace inclusion. Claire Williams, NonExecutive Director and co-founder of the organisation, says: “If you can demonstrate what you are doing, it’s a huge attraction for people who want to be treated as individuals.”

Why managers have an important role in ensuring employee wellbeing

Mental health is a leading cause of workplace sickness in the UK. Managers helping people stay mentally well should be a priority for every business.

There are many ways people’s mental health can be negatively affected at work, including stress, having poor relations with your colleagues or line manager or being treated unfairly because of your mental health problem (experiencing stigma).

Line managers can make a real difference

One of the biggest issues is the relationship between employees and line managers.

Mind’s Workplace Wellbeing Index demonstrates a clear correlation between the mental health of employees who have effective relationships with their line manager and those who do not.

Line managers need to ensure they are fostering effective, professional relationships with their line reports. Ensuring team members are clear about what is expected of them and supported in the delivery of their work is key.

What can managers do for their team?

work policies, such as a phased return; changes to their role (temporary or permanent); changes to break times; increased support from managers in prioritising and managing workload; or provision of quiet rooms.

Being empathetic and person-centred is vital. This includes one-to-one conversations with employees to understand how they best perform at work and how managers can best support them to excel. Wellness Action Plans — available for free on Mind’s website — can be a useful starting point to facilitate discussions between managers and team members.

One of the biggest issues is the relationship between employees and line managers.

The first step is for managers to ask each team member how they can support them. Adjustments do not have to be expensive. These may include flexible hours or changes to start or finish time; change of workspace; return-to-

Prioritising digital mental health and wellbeing support for your workplace

One way for companies to safeguard their people’s health and wellbeing is through offering digital mental health and wellbeing support, reveals Dr Emelina Ellis, Chief Clinical Officer at digital whole-of-health provider, Spectrum.Life.

Why are digital mental health and wellbeing providers increasingly important for organisations surpassing traditional employee assistance programmes (EAPs)?

Dr Emelina Ellis: Enlightened employers and HR professionals know their people are their most valuable assets. They see the benefit in providing a comprehensive, clinically led digital health and wellbeing service that’s easily accessible and effective. This can have a significant impact on employees, their families, the culture and productivity of the organisation. Disconnected, complex processes often hinder employees from accessing mental health support. The strength of modern digital platforms lies in their flexibility and clinical governance, shifting mental health support from reactive to preventative. They allow individuals to seek help early while

Change the mental wellbeing culture

We want employers to see promoting good mental health as more than a legal obligation but as part of being a responsible employer and sending a message to employees that they are valued and appreciated.

Changing the negative culture around mental health and tackling the causes of stress and poor mental health at work can benefit all employees — whether they have a diagnosed mental health problem or not.

boosting employee wellbeing and organisational productivity.

How should preventative and clinical care be provided to employees?

In our case, we’re a second-generation digital whole-of-health provider offering employees quick access to the right level of personalised care when needed. Confidential services can be accessed 24/7 by booking directly through the platform or app, via video, phone line, WhatsApp, SMS or live chat on the platform. Employees can select their preferred qualified, registered, accredited counsellor, accessing support at a time and through a method that suits them best. This approach addresses mental health concerns and provides personalised tools and tailored support to prevent issues before they arise.

What should organisations look for in a digital mental health and wellbeing provider?

A full spectrum of care service that addresses employees’ mental, physical, financial and legal health. Organisations should look for complete operational transparency to know how their employees will access the service and how responsive it will be. The most important aspect of any digital mental health and wellbeing provider is full confidentiality and being clinically led. Any compromise will create a significant barrier to engagement.

The service they offer must be impactful. It’s why we provide data to our clients to show our direct impact on their people’s health and wellbeing, increasing productivity, and reducing presenteeism, absenteeism and stress-related leave.

How should organisations assess a provider?

Ensure the provider’s services are led by The Health and Care Professions Council-registered professionals, which means it adheres to the highest standards of clinical care. Check if the provider is a member of reputable industry organisations and regulated by relevant bodies, like the Care Quality Commission (CQC). While EAPs don’t have to be registered with the CQC, we are, and we believe every provider should be. Finally, ask how they stay at the forefront of emerging clinical practices.

WRITTEN BY Andrew Berrie Head of Workplace Wellbeing, Mind

INTERVIEW WITH Dr Emelina Ellis Chief Clinical Officer, Spectrum.Life

INTERVIEW WITH Stephen Costello CEO and Co-founder, Spectrum.Life

INTERVIEW WITH Stuart McGoldrick Co-founder, Spectrum.Life

WRITTEN BY Tony Greenway

How to get boardroom buy-in for mental health at work

The UK is currently experiencing record rates of burnout. So, this year’s World Mental Health Day theme, prioritising mental health in the workplace, is especially timely.

Rather than companies making tokenistic declarations on this one day a year, at Make A Difference, we want to ensure mental health stays top of the agenda on 10th October and beyond.

Mental health awareness rise

There has been a revolution over the past 10 years, spurred on by high-profile professionals talking openly about their poor mental health. Many organisations have put support in place, ranging from the creation of peer-to-peer networks to investment in private medical insurance — providing everything from coaching and neurodiversity diagnosis to psychotherapy.

More needs to be done

Despite this progress, post-COVID-19, there are 3.7 million people in employment with a range of work-limiting health conditions, from dealing with the challenges of menopause to chronic back aches. Yet, mental ill-health is the major cause. Worryingly, this has grown fastest among young workers, doubling in the past decade.

With demand for mental health support on the rise and our beloved NHS stretched, employers must continue to step up.

Three tips for leadership buy-in

To keep mental health on top of the workplace agenda, here are three tips to get and maintain boardroom buy-in.

1. Speak the language of the Board. The more you can link investment in colleagues’ mental health to business-critical objectives, the better.

2. Outline how your interventions are sustainable and important in the long term. This way, they can’t be seen as peripheral and easily chopped for quick budget cuts.

3. Tell a story with data. While data is definitely what the Board wants, don’t unleash a barrage of numbers on them with little explanation.

For more practical tips that will help you keep mental health top of the agenda at work, join us on 17th October, just after World Mental Health Day, at our sister event, the MAD World Festival of Workplace Culture, Employee Health and Wellbeing.

Find more details and register using code GUARDIAN50 for a 50% discount: madworldsummit.com/registration

Where to start in creating a menstruation friendly workplace

Creating a menstruation friendly workplace is now high on the agenda. Employers must recognise and support the need for a change in attitude.

With menopause friendly workplace policies widely accepted as best practice, many leading employers are now looking to be menstruation friendly as a natural progression. The recently published BSI Menstruation, Menstrual Health and Menopause in the Workplace guidance (BS30416) put this topic firmly on the inclusion agenda.

Clear need for menstruation friendly strategies

Earlier this year, Henpicked: Menstruation Friendly and FitrWoman polled over 750 employers and employees on the topic of menstrual health. It revealed a definite need for greater awareness, understanding and support:

• 83% of employees think their workplace should have a menstruation friendly policy

• 76% of employees reported menstrual health symptoms impact their work performance

• 64% of employers haven’t had expert training to be confident when having a conversation about menstrual health with employees

Priorities of menstruation friendly workplaces

The findings of the research also revealed the first three priorities to tackle are: (1) normalising the conversation; (2) training all colleagues, male and female, from senior management to junior staff; and (3) introducing and acting upon a menstrual health workplace policy. There exists a taboo around menstrual health in the workplace. Yet, with 76% of employees saying menstrual health issues impact their ability to be their best at work and 40% believing their monthly menstruation challenges are affecting their career progress, employers need to act if they are to recruit and retain top talent.

Knowledge is power for employees

Raising awareness and educating people through training forms the foundations of a menstruation friendly workplace. Then, having broken the ice, sharing resources, supporting and signposting employees to specialist services can bring reassurance and relief from symptoms.

Engineering offers diverse career opportunities for women to drive innovation

Now in its 10th year, INWED showcases engineering’s broad and highlights engineers’ invaluable contributions to improving lives.

The Women’s Engineering Society (WES) have a vision of an engineering industry that employs the diversity of the society it serves, to solve the biggest societal issues of our time. This is why the theme of Enhanced by Engineering was chosen for International Women in Engineering Day 2024 (INWED).

Engineering offers varied opportunities

Through ‘Enhanced by Engineering,’ INWED aims to demonstrate that engineering offers diverse and rewarding opportunities for individuals with varied interests, talents and backgrounds. The theme emphasises that engineering is pervasive in almost every aspect of modern life from communications and transport to creating life-saving medical equipment.

Diversity drives innovation

Diversity of thought is a cornerstone of innovation; this is key within the engineering world. Problem-solving benefits from having a range of perspectives; women may approach problems differently than their male counterparts, leading to alternative solutions that might not have been considered otherwise. This diversity in problem-solving approaches can lead to breakthroughs such as wheels on a suitcase or even the three-pin plug created by WES founder Caroline Haslett. This kind of problem-solving was evident within the Electrical Association of Women Engineers founded 100 years ago. The organisation informed, educated and encouraged all women to use electricity to improve their lives. This organisation brought engineers and housewives together, acting as a liaison between the technical engineers who didn’t understand what women wanted and the housewives who knew what they needed to improve their lives. It is this diversity that creates innovation.

Increasing visibility inspires future engineers

WRITTEN BY

Claire Farrow

Global Head of Content, Make a Difference Media & Events

The free FitRWoman app is scientifically formulated and developed in conjunction with Olympic Champion Dame Jessica Ennis-Hill. It can help women truly understand their menstrual cycle and feel empowered to make the necessary changes to be their best at work and in all aspects of life.

Increasing the visibility of women in engineering serves as inspiration for future generations of engineers, regardless of gender. By showcasing diverse role models who have made significant contributions to the field, WES encourages more young women to pursue careers in engineering. Increasing the representation of women in engineering is not only a matter of equity and social justice but also a strategic imperative for driving innovation, meeting the needs of diverse stakeholders. INWED goes some way to hopefully ensuring the long-term success of the engineering profession.

WRITTEN

How modern engineering firms are embracing inclusion — and challenging stereotypes

Savvy engineering companies know that it’s important to celebrate diversity of thought and champion inclusion and sustainability, say two women working in the industry.

Forget what you think you know about engineering careers because the truth is more diverse than the tired ‘oily rag and overalls’ stereotype.

Diversity in the engineering field

“There is no ‘set’ engineering role,” explains Mary Loftus, Senior Engineer, Research and Development at global engineering company IMI, which operates in the process automation, industrial automation, climate control, life science and fluid control and transport and marine sectors. “Engineering is at the forefront of new technologies with a vast array of roles and responsibilities, so you need to be open to all the possibilities and opportunities it offers.”

Vinita Meissner, Research and Development Manager, agrees. “Engineering is so varied,” she says. “You could go into management or manufacturing or you could be more sales-focused and customerbased. Whatever you do, you’ll find that every day is different, so it’s always interesting. Plus, there will always be a need for engineers, no matter how far technology advances — so it offers real job security.”

To retain the best talent, companies know that it’s important to celebrate diversity of thought and champion inclusion and sustainability. For example, one of IMI’s values — ‘create impact’ — is dedicated to fostering a workplace where everyone can make a difference by developing solutions that build a better world, grow the business and elicit change. Helping women progress with the right training and mentorship is key to this.

Importance of training and mentorship

For both Loftus and Meissner, being admitted onto the company’s mentor-based Valve Doctor staff development programme — which aims to create better, well-rounded engineers — was a pivotal moment in their careers. Taking around seven years to complete, it requires classroom and interactive training, hands-on laboratory experience and oneto-one coaching.

career to female students. She recalls the feedback she received from pupils in Los Angeles when they saw her in a promotional video. “I think they were surprised to see someone who looked like them working in another country in a senior technical role,” says Loftus, based in Vienna. “It showed them that engineers don’t have to conform to the expected ‘norm’.”

Raising student awareness and knowledge

IMI has partnered with an educational charity called The Smallpeice Trust to facilitate STEM outreach work (and will be mentoring pupils on the Trust’s Arkwright Engineering Scholarship Programme). “For instance, we’ve been working with Year 12 students,” says Meissner.

To retain the best talent, companies know that it’s important to celebrate diversity of thought.

“Apart from the support I received from my mentor and the skills I developed, I was exposed to opportunities that I wouldn’t have otherwise had,” says Loftus. “It was a valuable way to progress and achieve seniority recognition in a technical specialism without going into management.” She’s since become a mentor herself.

Inspiring the next generation of engineers

Engineering is attracting greater numbers of women than ever before. Yet, Loftus admits that more needs to be done at school level to promote it as a viable

“We present them with a problem and get them to design a solution and manufacture a prototype. Plus, colleagues visit primary schools to show children that you don’t have to be an engineer to work in an engineering company.” Meissner knows firsthand how these initiatives can make a difference to girls and young women. “I took part in an engineering education scheme at school, and it was a lightbulb moment for me,” she says.

Explore endless engineering possibilities For anyone thinking of becoming an engineer, Meissner advises: “Be curious. Keep learning and keep developing. Create a network, and find a mentor who can help you reach your full potential. If you’re a woman, be aware of imposter syndrome and have belief in yourself. Make your voice heard. Remember: this is an industry that is solving different problems all the time — so diversity of thought and opinion is always encouraged.”

INTERVIEW WITH Mary Loftus Senior Engineer, Research and Development, IMI

INTERVIEW WITH Vinita Meissner Research & Development Manager, IMI

WRITTEN BY Tony Greenway

Engineering a better world through inclusive thinking

From manufacturing seatbelts that are safe for all genders to designing disabled-friendly buildings, inclusive thinking is critical in all industries, especially in engineering and technology.

In a 2021 IET survey, only 3 in 10 engineering organisations said they had taken action to improve the diversity of their technical workforce. Organisations should, though, as they could be missing out on a wealth of talent, which is vital to ensuring innovation and future success.

The scale of inclusion

We currently focus on championing gender parity and neuro-inclusion, with 20% of the general population estimated to be neurodivergent in some way (reflected when surveying our volunteer population). Data on neurodiversity in science, technology, engineering and mathematics (STEM) is quite limited, and our 2023 research confirmed the need for changes to better support neurodivergent individuals — not just for their benefit but for everyone.

From a gender perspective, only 15.7% of the UK engineering workforce are women,1 dropping slightly from 16.5% in 2023; this increases to 29% across all STEM industries.2 Data released in May this year also shows a worrying spike in women aged 35–44 leaving engineering (Engineering UK, 2024), consistent with registration data published by the Engineering Council. A gender gap remains across engineering gateway subjects being studied, too — a cause for concern to our future talent pipeline.

Proactive efforts

We’ve partnered with WISE to accelerate the pursuit of gender equality in the industry, with ambitions to have 35% of core UK STEM roles filled by women by 2030. Our education and award programmes support this, championing incredible women engineers and challenging outdated stereotypes.

The work goes far beyond this though, with efforts to embed equality, diversity and inclusion (EDI) in a variety of different areas, internally and externally. From supporting a pioneering project to have an unassisted wheelchair ascend Yr Wyddfa to piloting braille access to a children’s robotics competition — alongside partnerships, research, campaigns, networking and more — impact is best achieved not in isolation but through integrated activity and commitment at all levels.

BY Dr Laura Norton Head of Equality, Diversity and Inclusion, The Institution

(IET) and Managing Director,

The role of inclusion in reducing the STEM skills shortage and enabling innovation

National Inclusion Week’s focus on ‘Impact Matters’ is important to STEM (science, technology, engineering and maths) as we tackle outdated stereotypes and the leaky pipeline to enhance the inclusion of women in STEM.

It’s no secret that there’s a skills shortage within our sector, with women still only making up 29% of the current STEM workforce.1

Why is inclusion important in STEM?

Inclusion gives us diversity of thought; it helps us challenge perspectives and ensures we stay at the forefront of greatness to deliver products, services and ideals that benefit us all.

Being inclusive by design is essential in bridging the gender gap, which is why WISE is dedicated to improving inclusivity and achieving gender parity within STEM — to ensure everyone has a positive experience at work and is treated equally regardless of who they are.

Do you really know your employees?

Ensuring STEM gender parity

In the STEM sector, reducing barriers and creating a place for everyone is something we must all play our part in to ensure gender parity. At WISE, much of our work is about celebrating and showcasing the incredible women within a sector that for too long has been burdened with stereotypes.

Inclusive employers see a higher level of employee loyalty and retention.

Data matters. Gathering and monitoring data is essential in helping us understand our workforce and identifying the support necessary to help them be their best selves at work. When we better understand, measure and evaluate the impact we’re having, we can ensure diversity and inclusion initiatives are successful and targeted. Typically, inclusive employers see a higher level of employee loyalty and retention. Inclusivity fosters an environment where employees feel more comfortable sharing their ideas, which creates better communication and leads to fresh perspectives and improved problem-solving. Inclusivity is essential for any organisation; it ensures employees have higher levels of job satisfaction and productivity and feel happy at work.

You can’t be what you can’t see. Promoting the fantastic work women do within STEM allows future generations and women (an underrepresented group within the STEM industry) to uncover new opportunities and a world of future careers not previously imaginable. We, at WISE, are committed to helping organisations and individuals realise their potential to positively impact inclusion within STEM, to ensure women have an equal place.

References 1.gov.uk

Jobseekers increasingly demand a solid DEI record from firms

Offering a broad diversity, equity and inclusion (DEI) agenda can prove invaluable in helping an organisation recruit the high-quality talent it needs to meet its corporate goals.

For more and more job applicants, DEI is a critical consideration when planning a career move — and it is a trend HR specialists are acutely aware of.

Inclusive workspace

Lisa Waterhouse, who oversees DEI in the UK for utilities group National Grid, says organisations need a diverse workforce to drive innovation, productivity and informed decision-making. To attract the right array of talent, they must also have a strong DEI agenda in place.

“We want the best people to work in our organisation to enable us to achieve our ambitions to be a clean energy leader, to drive net zero and innovate for our customers, stakeholders and communities,” she explains.

DEI across a workforce where the majority of staff work away from offices. Externally, its DEI pillars encourage diversity in the supply chain and communities while, internally, the company pledges to be bold, transparent and more equitable with DEI targets.

“We want to make the workplace better for employees,” says Waterhouse. “We work with recruitment teams over inclusive hiring processes while our property team, for example, has a range of inclusion and equity elements to make buildings more accessible.”

We want people to feel they can bring their full selves to work.

“We need people with different skills and perspectives, and from different backgrounds and upbringings. If the workforce is more engaged, they are more motivated and more productive — and deliver better results.”

Equitable organisation

Aiming to be among the ‘most inclusive, diverse and equitable organisations of the 21st century,’ National Grid has a global DEI strategy that takes a holistic approach, touching every stage of the employee life cycle.

Yet, it remains aware of the challenges, such as delivering

The importance of

diversity and inclusion in project management

Diversity is not just a goal — it’s a pivotal part of what makes the project profession thrive. The importance of D&I in project management cannot be overstated.

AEmployee Resource Groups

National Grid supports DEI via 16 Employee Resource Groups (ERGs) covering ethnicity, women in engineering, people with disabilities and pride for LGBTQ+, among others. Helen Dolloway is co-chair of the UK Enabling ERG, which guides, informs, organises activities, raises awareness and helps resolve challenges for personnel with disabilities, health conditions, mental health issues and neurodiversity.

She says: “People with disabilities or health conditions do not necessarily want to tell anybody about it, as there is a fear it might affect their job or career progression. But we do a lot with adaptive technologies and offer support; we want people to feel they can bring their full selves to work.” Their Global Inclusion Week activities include DEI events and panel discussions with input from senior company leaders.

s APM’s new president, one of my key priorities is to help the project profession become more diverse and inclusive. Diversity has been woven into the fabric of my 40-year career. APM is already leading the way with impactful initiatives, including the Women in Project Management Interest Network, which champions inclusivity for everyone — regardless of race, gender or age; the Women in Project Management Conference; and educational outreach to raise awareness of project careers for people from all social and economic backgrounds.

Tackling the gender imbalance in leadership roles

Our most recent survey of project and programme professionals indicates a sizeable majority of people working in the profession are men. APM’s ‘Salary and Market Trends Survey’ reported that, while there are reasonably even splits for mid-level and administrative roles, the balance skewed heavily in favour of men when it comes to senior roles such as Head of Projects and Project Director.

The survey notes that the number of women in these roles is increasing, but this isn’t being observed everywhere. In addition, the gender pay gap in the

project profession is 16% higher than the national average, and the number of females in leadership roles is at risk of stagnation.

One of my main goals is to combat this issue of stagnation and break down barriers for women in leadership and those entering the project profession. By fostering an inclusive environment that actively seeks to attract and retain more women, the profession can harness a broader range of skills, experiences and viewpoints.

Diversity across project teams

Greater diversification is not merely a matter of equity but a strategic advantage. Research consistently shows that diverse teams bring a range of perspectives, experiences and problem-solving approaches. When project managers lead teams composed of individuals from various backgrounds, they benefit from a wealth of ideas and viewpoints. Inclusion in project management also ensures that all team members feel valued and empowered to contribute their ideas, which can significantly boost morale and productivity.

In a globalised world, projects often involve stakeholders from different regions, cultures and industries. A project manager who fosters diversity and inclusion is better equipped to understand and navigate these complexities. As project managers navigate an increasingly complex world, embracing diversity and inclusion is essential for achieving success.

INTERVIEW WITH Helen Dolloway

Enabling ERG Co-Chair, National Grid

WRITTEN BY

Mark Nicholls

INTERVIEW WITH Lisa Waterhouse Senior Diversity, Equity

Inclusion Manager UK, National Grid

Why organisations need to focus on the fundamentals rather than the ‘glossy perks’

With poor mental health costing UK employers a staggering £56 billion a year and over 35 million workdays lost,1 employee wellbeing needs to become a priority.

The thing that makes people healthiest and happiest is the environment they work in and the culture of the organisation.

When it comes to creating a healthy environment for employees, we need to go beyond offering perks and focus on how we can create a culture of wellbeing.

~ Paul Devoy CEO, Investors in People

The decisions we make over the next 10 years will be really important, and these will be led by the workplace and the work that you do.

~Gethin Nadin Chief Innovation Officer, Benefex

Health and wellbeing isn’t an add-on anymore. It’s part of the DNA of every organisation, or at least it should be.

~Declan McAllister Director of Registration and Corporate Services, Northern Ireland Social Care Council

INTERVIEW WITH Paul Devoy CEO, Investors in People

WRITTEN BY Bethany Cooper

Accessible hiring practices for welcoming disabled graduates into the workplace

Learn why it is important for employers to welcome disabled graduates into the workplace if they want to tap into the talent and skills they offer.

Research conducted by Business Disability Forum amongst disabled graduates found that 64% had found it difficult or very difficult to apply for a job. Key reasons included inaccessible application portals and recruitment assessment centres. Many also commented that assessments were not always relevant to the role they were applying for.

Ensure accessibility throughout hiring

To attract disabled graduates, accessibility needs to be considered throughout. Application processes need to be tested to make sure everyone can access them. Interviews, assessments and skills testing need to be relevant to the role. A day-long assessment may show that the person is good at assessments but is unlikely to reflect the day-to-day working environment. Adjustments should be offered to every candidate throughout the process.

Address post-hiring disability support

found that a quarter of disabled graduates had adjustments at university that they could not transfer to their jobs.

For employers, it can be equally difficult to know how and when to ask about adjustments. There are some very specific exceptions, but, in general, a candidate should not be asked about any disability or health-related questions prior to being offered a job. In all cases, employers should check on any support or adjustments a person may need before they start the role. This should be discussed with all starters. You could simply ask: “What do you need to work at your best?”

To attract disabled graduates, accessibility needs to be considered throughout.

Barriers exist, however, even when a job has been secured. Over half of disabled graduates expressed not feeling prepared to talk to an employer about their disability or not knowing which adjustments may be reasonable and practical for their employer to implement. The research also

A workplace where everyone can thrive is better for business

To serve the diverse needs of customers, it’s important to equip our people with the awareness to foster an environment of inclusion where everyone can thrive.

At Bupa, our people are our most valuable asset. They provide hands-on quality care to our patients, residents and customers every day.

Inclusion and support drive empowerment

Inclusion sits at the heart of Bupa. Through our ‘Everyone is Welcome’ pledge, we are committed to creating an environment where people are accepted as themselves. Becoming the Official Healthcare Partner for ParalympicsGB strengthens our efforts to promote workplace inclusion and break down societal barriers.

Recent research1 with disability equality charity, Scope, revealed the majority of disabled employees have experienced poor mental health due to a lack of support at work. Many

Ongoing support and adjustments needed

If you need to ask about a person’s disability once they are in the role, make sure you explain why you are doing so. Find out about any adjustments that the person has had in higher education. Be honest with the new starter about any adjustment that may need to be altered for the workplace and explain why. Work together to find alternatives that meet everyone’s needs.

Once adjustments are in place, check in regularly with the new starter to ensure adjustments are working. Some disabilities and health conditions can change and fluctuate, so talking about adjustments must be an ongoing conversation.

feel that their managers aren’t given the tools to support them effectively, with accessibility barriers hindering career growth and impacting work performance.

This demonstrates an opportunity for businesses to empower managers with the resources needed to support all colleagues. Currently, only one in three line managers have the tools to manage disabled employees, and others have never received training to support disabled colleagues.2

Supporting workplace change

At Bupa, we’re committed to addressing these challenges. We’re turning our findings into actionable steps, helping organisations learn from our experience and make meaningful progress in their inclusion agendas.

A key initiative is our annual #TeamHealthChallenge, where we bring together corporate customers and intermediary partners to advance their inclusion agendas through a series of interactive and competitive events. Through this tangible action, we aim to raise awareness and equip managers with practical tools to foster inclusive workplaces. This approach is better for businesses by helping them attract and retain valuable talent, ultimately leading to better productivity and growth.

Inclusive health support

A happy, healthy workforce is a productive one; and we know that health is unique to everyone. That’s why we’re working to address barriers for our people with disabilities or accessibility needs. We aim to simplify access to health and wellbeing support, helping everyone excel and enjoy a fulfilling career. This commitment reflects our purpose: helping people live longer, healthier, happier lives and making a better world. Essential to this is celebrating our differences and recognising the value that every person brings.

To learn more about our commitments and access manager resources, visit the Bupa Academy: https://bit.ly/3XLtAxq

References

1. Conducted by disability charity Scope on behalf of Bupa, with 465 participants with both management and non-management experience. Of those, 194 were currently in paid work, 43 were seeking work after previous employment, and 228 were not looking for work but had prior work experience. The survey took place in May 2024 using Scope’s Lived Experience Research Panel, with a sample of disabled people with a range of multiple access needs and experiences.

2. Research conducted by Censuswide on behalf of Bupa, with 513 middle managers and above between 31.05.202404.06.2024. Censuswide abide by and employ members of the Market Research Society which is based on the ESOMAR principles.

Paid

WRITTEN BY Diane Lightfoot CEO, Business Disability Forum

WRITTEN BY Carlos Jaureguizar

CEO, Bupa Global, India & UK

How one leading bank is driving inclusive hiring

Placing skills at the heart of its recruitment strategy is demonstrating one leading UK bank’s commitment to growing a diverse workplace.

Inclusion and valuing diversity are key to being part of one of the UK’s largest banks, HSBC, where its human-centric, hiring-for-skills policies ensure they attract candidates from wide-ranging talent pools.

Building diverse teams with transferable skills

Creating a diverse workforce and working closely with the communities it serves is also helping the bank raise awareness that candidates don’t necessarily need finance experience for the many roles on offer. They may have transferable skills that ultimately can help close skills gaps.

Last year alone, the bank recruited 6,682 permanent employees in the UK for various roles right across the business, highlighting the need to have a strong diversity and inclusion strategy in place.

Creating opportunity

Among the UK partnerships are: the housing and homeless charity, Shelter; the Career Transition Programme (CTP), providing armed forces resettlement; Mobilise, to help attract Black Heritage candidates; and Black Women in Asset Management.

Evidencing commitment

HSBC in the UK has been recognised as a Disability Confident Leader. It is partnered with the Business Disability Forum to ensure continuous improvement and provide the best experience. This includes ensuring that candidates who meet minimum criteria for a role will be offered an interview.

It is about human-centred experiences.

Lisa Monteith, Head of Talent Acquisition UK, says: “It’s about opening up a world of opportunity and creating environments where every individual can be at their best. Our human hiring approach puts the unique individual at the heart of recruitment and onboarding; it is about human-centred experiences. “Recognising skills and capabilities are a key mechanism to deliver diversity and are a great predictor of future potential for everyone.” In order to tap into a breadth of talent pools, the bank in the UK works closely with the businesses it serves, a total of 18 Employee Resource Groups (ERGs) and external partners to engage with under-represented communities.

“Our UK partnerships and accreditations are very important to help us evidence our commitment to inclusion and to pull on the expert support to continually improve our recruitment experience,” explains Monteith. “Throughout 2024, our recruitment teams here joined training sessions with the Business Disability Forum as we need to continually stay abreast of disability policies, alignment to the UK Equality Act and ensure barriers are removed to put everyone on a level playing field.”

I was looking for a job

Now I’m part of something bigger

Real stories of inclusion and the true impact of a supportive workplace

In today’s evolving workplace, inclusion is more than just a buzzword — it’s a necessity for fostering a supportive and thriving environment.

At HSBC, leaders like Jo Austin and Jamie Hodge demonstrate the real-life impact of an inclusive culture.

Impact of a supportive environment and recognition

Jo Austin, Global Inclusion Delivery Support Manager at HSBC and Global Co-Chair of HSBC’s Ability Employee Network: I have epilepsy, which can be unpredictable, and I’m also a carer. Balancing a demanding job with these responsibilities isn’t easy, but HSBC has been incredibly supportive. I’ve been given the tools and flexibility I need to succeed, from assistive technology to understanding line managers. For instance, when my husband had major heart surgery, my team rallied around me, giving me the time and space to be there for my family.

Beyond the professional growth, I’ve been given a sense of purpose. I’ve learned that it’s okay to talk about my challenges without fear of judgment. This openness has created a supportive network around me.

Mentoring opportunities and diversity advocacy Jamie Hodge, Financial Support Department Manager: One of the most rewarding aspects of my role is the opportunity to mentor and develop my team members. I take great pride in seeing them grow and succeed, and I’m always eager to share my experiences and knowledge to help them reach their full potential.

I’m also committed to advocating for diversity and inclusion within HSBC UK.

My involvement in the Wealth and Personal Banking (WPB) Ethnicity Programme has given me a platform to raise awareness, drive change and ensure that black and ethnic minority employees have equal opportunities for advancement.

Karen Blake Co-CEO, Tech Talent Charter

Inclusivity in tech: how to create a safe space for neurodivergent employees

Inclusivity is essential for success, especially in tech, as digitalisation continues to influence all areas of business operations and shape organisational practice and wider society.

Akey indicator of an inclusive culture is the extent to which your workforce feels psychologically safe. This can be measured in part by their willingness to share personal demographic information.

Why an inclusive workplace culture is crucial

Low disclosure rates often signal an exclusive culture, where employees feel unable to share important aspects of their identities and instead feel pressured to assimilate into the majority group. This not only impacts employee wellbeing but also hampers workplace innovation and productivity, stifling creativity and potential profitability.

Neurodivergence in the tech workforce

Recently, the Tech Talent Charter revealed that more than half (53%) of technologists identify as neurodivergent. However, when organisations were asked directly, they reported only 3% of their technology workforce was neurodivergent, indicating a massive disconnect between the workforce and their employers.

Growing awareness and support

Employer interest in neurodiversity is surging. Awareness has increased dramatically in recent years, with the number of organisations measuring neurodivergence in their workforce rising from 26% in 2021 to 68% today. However, a significant gap exists between employer-reported neurodiversity rates and the actual rates reported by tech workers. This underscores the need for clearer discussions about neuro-inclusive

What psychological safety is, and why it is essential for business success

workplace cultures, how neurodivergent individuals prefer to discuss and disclose this information and, most importantly, the support needed in a work context.

Challenges in reporting neurodivergence

One notable challenge is that neurodivergence is not always regarded as a disability by neurodivergent employees. Although legally protected under disability equalities legislation, just over 16% of neurodivergent technologists said they would not mention neurodivergence when asked to report disabilities, while 17% were unsure if they would disclose it.

Supportive, inclusive policies essential While rising awareness of neurodivergence among employers is encouraging, it’s crucial for businesses to understand that awareness alone is insufficient. Meaningful change comes from providing needs-led support at a policy level and fostering an informed and inclusive approach at the managerial level.

To truly create an inclusive environment, employers must not only recognise the diverse needs of neurodivergent employees but also implement tangible support mechanisms. This involves offering tailored resources, fostering open communication and ensuring that policies are adaptable to the unique requirements of all employees. Only then can we build workplaces where everyone feels valued, understood and empowered to contribute their best.

Protect your employees from the biggest cause of work-related ill-health

Learn how with the NEBOSH HSE Certificate in Managing Stress at Work

Explore the critical role of psychological safety in fostering workplace trust, inclusion and productivity.

Psychological safety thrives in an inclusive culture, where everyone feels able to appropriately express their views, put forward ideas, raise concerns, make mistakes and learn from them without fear of judgment or reprisal. It is the foundation for happiness and wellbeing at work and leads to higher performance, productivity, creativity and innovation.

What is workplace psychological safety?

When people feel psychologically safe, they feel respected and valued, which engenders trust and leads to engagement and motivation, as well as increased loyalty. It also encourages diversity of thinking, with more people feeling free to express their views, which provides the necessary challenge for good decision-making.

It also promotes a culture of continuous improvement, as making mistakes and learning from them becomes the norm. Conversely, having an environment that is not psychologically safe leads to reduced performance, lower productivity, higher levels of stress and burnout and increased absence and staff turnover.

How to create a psychologically safe environment

Creating a psychologically safe environment takes time, in the same way that it does to build trust and respect. These are things that need to be earned, not imposed or demanded.

Start by being transparent and setting clear goals and expectations. If you are not clear about where you’re headed or how you want people to get there, what you get tends to be a fearful, insecure and uncertain workforce.

Be consistent. If you have one set of rules for one group and another set of rules for another, this is the quickest way to erode trust. Regular, open, human and straightforward communication is vital.

Whatever is going on in your organisation, you owe it to your employees to communicate with them in a way that makes them feel included and part of something bigger. When employees are not appropriately communicated with, they begin to fill in the blanks, and it will rarely be a positive picture that they paint.

Foster kindness and feedback

Every interaction that an employee has with leaders, managers, direct reports, peers and other employees matters. So, making sure that everyone understands the importance of being kind, compassionate, supportive and non-judgemental is vital. Guidance and training on how to give and receive feedback, along with developing listening skills, should be available for everyone.

When people feel the freedom and openness that a psychologically safe environment offers, the possibilities for both employer and employee are limitless.

WRITTEN BY

WRITTEN BY Sandi Wassmer Chief Executive Officer, The Employers Network for Equality and Inclusion (enei)

It’s all part of keeping people connected.

How diversity and inclusion initiatives create an engaging workplace for all

By implementing a range of innovative diversity and inclusion (D&I) initiatives, companies can achieve a diverse workforce and an inclusive, gender-balanced culture. When they do, everybody wins.

Informed organisations understand how important it is to be diverse and inclusive, so they work hard to ensure they have the right D&I policies and initiatives in place.

Why D&I initiatives are important for businesses

Take high street opticians and audiologists Specsavers. The company says it’s committed to diversity and inclusion and has built a caring and supportive culture ‘where everyone feels welcome, valued and proud to belong’ and can reach their full potential — wherever they work in the business and whatever their background. Steven Evans, the company’s Head of Wellbeing and Inclusion, says D&I is in their DNA.

“We’re a company whose purpose is to change lives through better sight and hearing, so caring is at the heart of what we do,” he says. “Yes, diversity and inclusion are important for commercial reasons because they can lead to more innovation; and we want to reflect the communities we serve. Moreover, D&I is fundamental for us because two of our core values are doing the right thing and caring for each other.”

Making diversity and inclusion meaningful

Companies starting their diversity and inclusion journey must first make it meaningful for their employees. “We’ve put a lot of effort

into explaining what D&I is to our colleagues and the value it can bring,” says Evans. “We know our people are receptive to D&I but may not always be sure what they can do to sustain it. So, this year, we launched our first global D&I development offer for all 11 countries, offering practical tips and ideas that will help them contribute to an inclusive culture.”

Keeping colleagues connected with D&I initiatives

The company also celebrates big events on the D&I calendar — such as International Women’s Day, Pride and International Men’s Day. This year, it has introduced a theme of ‘allyship’ to focus on how colleagues can support and elevate others. Plus, it has a number of colleague network groups (including neurodiversity, LGBTQIA+, women and ethnic minority groups) for under-represented employees, although these are open to all.

“It’s all part of keeping people connected,” says Evans. “To understand where there’s room for improvement, we need to have platforms where people can tell their stories and where the organisation can listen.”

Gender equality in support offices is a big priority for Specsavers, notes Evans. “We want to ensure there’s fair and equal representation at all levels in our support offices, which is necessary for effective, inclusive and innovative decision-making,” he says. “As a result, we’ve introduced a range of genderbalanced initiatives.”

Finding the best talent from diverse backgrounds

These include using gender-neutral language in job adverts, so roles appeal to everyone, and establishing balanced shortlists to gain access to the best talent. The company has also introduced training for hiring managers — plus gender-balanced interview panels for senior roles — to help remove bias from decisionmaking.

To encourage applications from diverse candidates, it has introduced strong messages around the importance of hiring people for culture ‘add’ — not just culture ‘fit’. “That’s about looking for people who think differently,” says Evans. “Those who bring something new and innovative to the company, rather than simply fitting into the culture we’ve already established.”

Demand for inclusion at work

Ultimately, D&I can be a deal-breaker for potential employees, insists Evans. “People want to work for inclusive organisations,” he says. “They want to know how comfortable they would be there, and if they can see themselves in senior positions. For us, D&I is a way to find the best talent from diverse backgrounds, so we can enrich our culture, products and services — and meet the needs of all our customers.”

Paid for by Specsavers

INTERVIEW WITH Steven Evans Head of Wellbeing & Inclusion, Specsavers

WRITTEN BY Tony Greenway

IMAGE COURTESY OF SPECAVERS

WRITTEN BY

Jo Gallacher Content Director, REBA

(Reward and Employee Benefits Association)

Why employers need to equip the workforce with better financial education

The cost of living crisis acted as a catalyst for employees to become more vocal about their financial situations. Learn how initiatives support employees’ mental health.

Employers have begun to set up financial wellbeing benefits and initiatives, such as educational tools to help employees learn how to better manage their finances, access to mortgage advice and debt services and workplace savings. Yet, with the ongoing cost of living making fewer headlines, financial wellbeing needs to remain a priority for employees.

Link between mental and financial wellbeing

The significant connection between mental health and financial wellbeing is wellknown, with financial stress such as debt, unpredictable pay and working hours and managing unexpected bills contributing to an array of mental health conditions.

The good news is employers are taking action. Findings from the Reward and Employee Benefits Association (REBA)

on an individual, there’s no surprise it remains high on employers’ agendas.

Employer role in employee wellbeing

There will always be a conversation about how much an employer should become involved in an individual’s private life. For financial wellbeing, the negative consequences are too hard to ignore.

Given the mental impact financial stress can have on an individual, there’s no surprise it remains high on employers’ agendas.

‘Financial Wellbeing Research 2024’, published with WEALTH at work in September 2024, highlight that 70% of employers said the mental wellbeing of the workforce was driving change in their financial wellbeing offerings, the highest of all internal drivers.

In addition, 62% view a lack of financial literacy as a risk to the workforce while a further 28% highlighted not having access to appropriate workforce financial wellbeing support as a risk. Given the mental impact financial stress can have

Financial wellbeing support is shifting to meet employee needs

New research reveals the many financial wellbeing risks employers are concerned about, as well as what they plan to do about it in the future.

NFor example, there’s a growing number of employees who will be unable to afford to retire due to inadequate pension savings. These employees could have several health conditions, meaning they can no longer do their job to the standard expected — not only damaging the employee’s own wellbeing but also leading to workforce planning issues and a loss in productivity to the employer.

Society does not equip people to make the challenging and complex financial decisions it expects them to, and employees are often making decisions unaware of the risk. Employers do not possess the magic key to bring down inflation, improve the cost of living or slow down the housing market, but they can provide fair pay, offer relevant benefits and initiatives to maintain employees’ wellbeing and productivity and boost their financial literacy.

ew research from the Reward & Employee Benefits Association in association with WEALTH at work has uncovered insightful findings on current financial wellbeing provision, as well as foresight into future trends.

Need for financial wellbeing support

Worryingly, over three-quarters of employers think a barrier to improving financial wellbeing support in the workplace is employees not knowing where to start when asking for help, and over two-fifths say that its existing support is unsuitable for employee needs.

It’s important that any financial

wellbeing provision is suitable and effective for the workforce and that employees know how to access it. As people often struggle to manage their finances, they need holistic support for managing the here and now e.g. cost of debt, to longer-term needs such as saving for a ‘rainy day’ or pension savings and preparing for retirement.

Risks to employee financial wellbeing

The research also revealed that employers expect financial pressures such as inflation, costs impacting working parents such as childcare, rental costs, carer costs including eldercare, high interest rates on mortgages and high energy prices will be risks to the financial wellbeing of

staff. Other financial wellbeing risks high on the list include insufficient retirement savings and a lack of financial literacy. Additionally, the mental wellbeing of the workforce was found to be a key driver for future financial wellbeing support.

It is well known that when employees do not fully understand their finances and how to address current difficulties, it can result in stress. A lack of understanding of finances can also result in poor decision-making. Helping employees to understand the key financial issues that relate to them is an effective way of overcoming these risks.

Future of financial wellbeing provision

To combat these concerns, it’s good to see that almost half of employers plan to make changes to their financial wellbeing offerings in the next two years. Many are focusing on helping employees by providing them with tools to better manage their money through offering financial education, one-to-one guidance and advice.

Support is also growing for savings products to build financial resilience such as Workplace ISAs.

Offering a range of support should help employees feel financially secure whether they are new parents managing childcare costs, saving for a first home or planning for retirement. Ultimately, helping employees become more financially resilient is a win for employers too.

WRITTEN BY Jonathan Watts-Lay Director, WEALTH at work

Offering skills for the next generation of housebuilders

The UK’s leading housebuilder1 is opening up opportunities across the industry for people from a wide range of backgrounds.

Creating new talent to sustain the UK house-building sector is paramount as the Government endeavours to address a national housing shortage. Central to that — amid widespread skills shortages — is ensuring that entrants into the sector gain the skills and opportunities to carve out a successful career in the industry.

House-building skills shortages

Training initiatives, diversity and inclusion (D&I), family values and social responsibility are important elements, according to Danica McLean, Group People Director at Vistry Group. Britain’s biggest housebuilder, it is on track to build 18,000 homes and 1 in 6 of the UK’s new affordable homes this year. Initiatives aimed at addressing skills shortages include the ‘Rise’ Programme for trainees and the ‘Pathways’ Graduate Programme to give the next generation of talent relevant experience and qualifications.

The company currently has circa 260 employees from all backgrounds on its rotational programmes, enrolled on to entry level qualifications or on upskilling qualifications across the business. Since 2017, it has launched 24 Skills Academies to upskill some 1,500 people through on-site practical and classroom training, with three more scheduled to launch this year.

Social value targets

In March 2023, the company signed up for The 5% Club charter, committing to help transform the fortunes of young talented people in the UK. It has won various accolades as a top employer and for mental health policies and talent attraction. It believes a skilled labour force is key to delivering growth in line with its targets as well as supporting the Government’s plans to address the country’s housing crisis.

forward by listening to colleagues and benchmarking ourselves, we can attract the best talent and be a great place to develop a career.”

Vistry has also partnered with Fertility Matters at Work to support colleagues experiencing challenges with family building. McLean says: “We must encourage conversations around the challenges people are facing with family building and offer support where we can. We look forward to working with Fertility Matters at Work to do the right thing for colleagues affected by this and eventually become an accredited Fertility Friendly employer.”

National Inclusion Week

Training initiatives, diversity and inclusion (D&I), family values and social responsibility are important elements,

A further aspect of this approach lies in working to generate £120,000 of Social Value against every £1 million it spends building. That includes creating skills academies as well as other initiatives, such as community allotments and wildflower gardens.

Inclusive industry and family-building

A significant part of the broader process is making the industry attractive and inclusive. These include family-friendly policies, such as the changes it made to its family leave entitlements. Its enhanced maternity/adoption Leave offers up to 26 weeks of full pay for eligible personnel and paternity leave of up to four weeks of full pay for those eligible. McLean explains: “Our people strategy aims to attract, develop and retain. By continually moving

The company also has well-established internal D&I networks that include REACH (Race and Ethnicity), Pride (LGBTQ+) and Accessibility Allies. As part of National Inclusion Week’s #ImpactMatters, activities will be centred on inclusive behaviours and making a real impact on organisational culture. It will feature a number of speakers delivering sessions on psychological safety, the multigenerational workforce and the power of teamwork and inclusion.

Women’s network

With a strong Women’s Network, a Women in Leadership programme is offered, providing an external coach and access to an internal mentor. It is sponsored by one of its female managing directors, Gemma Hardy. There is also a series of ‘Develop-Her’ talks and workshops.

“We are keen to increase female representation in senior site roles, but also help and support other females with the highest potential, through ongoing development and investment, into senior leadership,” adds McLean. Women make up 15.8% of the UK construction workforce2 but within Vistry, that figure is 33%.

References 1) Morby, A. (2024, September 5). Vistry unseats Barratt as Britain’s biggest house builder. Construction Enquirer. 2) Office for National Statistics. (2023).

INTERVIEW WITH Danica McLean

Group People Director, Vistry Group

WRITTEN BY Mark Nicholls

Leadership behaviours critical to creating inclusive workplaces

Creating a collaborative and inclusive culture whereby everyone feels seen, heard, respected and valued can reap big rewards for companies.

With recent Harvard Business Review research finding that inclusive organisations are 73% more likely to reap innovation revenue and up to 36% more likely to enjoy above-average profitability, the strategic imperative for inclusive leadership is clear.

In addition, executive leadership coaches Anni Townend and Lucy Kidd, cofounders of Collaboration EquationTM advocate that leaders who adopt a people-focused approach in building inclusive cultures that encourage diversity of thought will also experience the value of improved collaboration driving business results.

Inclusive culture drives innovation

“An inclusive culture creates greater creativity, learning and development; enables people to take risks and make mistakes. It’s one where people feel they can ask for help and don’t feel alone; they are appreciated and valued. By growing their people, companies can grow their profits and success by finding their ‘Collaborative EdgeTM’ where people work better together,” explains Anni.

Collaborative framework

To help companies develop an inclusive and collaborative culture, Anni and Lucy’s framework is based on the three Cs – curiosity, care and courage – inviting leaders to practice these behaviours every day to create a workplace in which people have a voice, listen to each other and can do their best work together.

Lucy says: “We help executive leadership teams to create a culture where both people and results can thrive together. The two are interlinked; this is our human-centred approach to performance and leadership.”

Through these leadership practices of curiosity, care and courage, behaviour follows and leads to people feeling valued and appreciated for who they are and what they can contribute to the organisation’s performance. Lucy concludes: “Leaders have a critical role to play in leading for inclusivity in everything they do and raising awareness that we are all culture creators every day.”

Leadership from the top is crucial to achieving inclusive workplaces

Equality, diversity and inclusion (ED&I) is often seen as the preserve of HR, but business leaders and directors need to be front and centre of any effective ED&I strategy.

Creating inclusive workplaces requires buy-in at all levels, but having a clear commitment to, and ownership of, ED&I initiatives at the top of organisations is essential to driving and achieving cultural change in ED&I.

Increase in senior ED&I leadership

The number of organisations with a senior leader who actively promotes equality, equity, fairness and inclusion has increased in recent years, from 32% in 2015 to 44% in 2021.1 Initiatives like The Valuable 500, Change the Race: Ratio and the 30% Club have built communities of senior leaders committed to improving inclusion at all levels of business. However, business leaders can do more to champion ED&I efforts.

Learn from your employees

A fantastic tool that senior leaders can use to gain insights and see their organisation through a different lens is reverse mentoring. This is when they are mentored by a more junior colleague from a protected characteristic group to build dialogue between different employee groups and facilitate open feedback on ED&I. Sponsoring employee networks is another way leaders can demonstrate senior-level support for ED&I and facilitate insight into employees’ ED&I views. Senior leaders do not need to lead in all areas of ED&I; accepting the leadership of others and learning from employees — for example, through employee networks — is a crucial part of creating an inclusive culture.

If there is a magic bullet for how business leaders can build and signal an inclusive workplace, it is through visibility.

What can senior leaders do to walk the talk?

WRITTEN BY Sheree Hanna

If there is a magic bullet for how business leaders can build and signal an inclusive workplace, it is through visibility. This can take many forms: visible allyship for marginalised groups, such as by adding pronouns to their email signature or by sharing their own lived experiences. It could also be as simple as leading by example, such as in a senior male business leader taking shared parental leave.

ED&I targets and open dialogue Armed with these insights, business leaders can effectively centre ED&I in their business strategies — by setting targets that hold the entire organisation accountable for progress on ED&I outcomes.

Many senior leaders shy away from sometimes difficult conversations around ED&I out of fear of ‘saying the wrong thing.’ Yet, approaching such conversations with openness and a willingness to engage and learn will go far in fostering the necessary trust and psychological safety to create an inclusive workplace.

INTERVIEW WITH Anni Townend

WITH Lucy Kidd

WRITTEN BY Alex Hall Chen Principal Policy Advisor Institute of Directors

Remove disabling barriers from your recruitment process

Employers already know the benefits of employing disabled people1, but does their recruitment process work against them?

The Enactus programme at UCL conducted research2 to identify the barriers disabled candidates face when looking for work. They received more than 700 responses from disabled participants, giving compelling evidence into the real lived experiences of disabled people. The results may be surprising but can inform strategies to remove — or at least reduce — those barriers.

Who is genuinely inclusive?

In the research, 82% of respondents reported that the most pressing problem for them was finding a truly disability-friendly employer. While most employers describe themselves as ‘inclusive employers,’ the experience of disabled people is that ‘inclusion’ may relate to gender or race — but rarely disability.

Employers explicitly welcoming disabled candidates can remove that barrier. For example, by sharing success stories of disabled employees and advertising in disability-specific media.

Barriers in the recruitment process

The use of CVs and interviews to assess candidates can also be problematic, neither of which evidence the candidate’s ability to do the job. Skills-based recruitment3 is thankfully gaining more traction now, where candidates are tested on the skills required for the role, rather than previous experience or qualifications.

Lack of self-confidence

Moreover, 48% of respondents reported that a lack of confidence represented a significant barrier to them. This included being concerned about employers’ generally negative perceptions of disabled candidates, alongside experiences of constant rejection for roles. This can eventually impact candidates’ views of themselves and their abilities, leading to a lack of confidence to apply.

82% of respondents reported that the most pressing problem for them was finding a truly disabilityfriendly employer.

Respondents were concerned about the lack of information in job advertisements around adjustments. Almost 80% said this occurred always or regularly. The decision about how or when to mention their disability was ‘agonising’ for many candidates. Making it clear that disabled candidates are welcome, with information on how to request adjustments, can alleviate this.

Technology

retailer promotes diversity and inclusion through hiring practices

One woman shares her journey from the media sector to a technology-focused role, highlighting the transformative potential for women in tech and the pivotal role of diversity and inclusion practices.

From a career spanning various media positions to a key leadership role at Currys, Di Spindley, Head of Delivery, discusses her desire to futureproof her career amidst the rise of online shopping and technological advancements. “What attracted me to a role in technology was the breadth of opportunity,” she explains.

Innovating customer experiences Spindley has gone on to spearhead significant transformation initiatives, including ‘Shoplive’ a project implemented during Covid-19 lockdowns to allow customers the opportunity to video call with a tech expert while they shop. “For the customer to have that connection in store from the comfort of their own

ImageprovidedbyCurrys

One respondent said: “I often start applications but get too scared to submit them.” Another said: “I never felt disabled until searching for a new job.” Sharing success stories and offering support can help to mitigate this.

If employers wish to tap into this amazing pool of talent, they may need to look at current practices and make some simple changes to remove the disabling barriers they might be inadvertently creating.

References 1.Hatton, Jane (2017) “A Dozen Brilliant Reasons to Employ Disabled People”

2 https://blog.evenbreak.co.uk/wp-content/uploads/2024/09/evenbreak-enactus-report.pdf 3 https://www.mckinsey.com/capabilities/people-and-organizational-performance/ourinsights/right-skills-right-person-right-role

home is phenomenal,” she says. The success of this project led to ‘Repairlive,’ where experts are available for support and advice via video call if you have a fault with your laptop or TV. Her leadership throughout a cloud transformation project has also been integral, consolidating IT systems to improve scalability and customer experience while also advancing environmental goals.

Women’s networking opportunities Currys Women’s Network, celebrating its first anniversary with over 400 members, plays a vital role in career development, with regular events, listening groups, mentorship opportunities and workshops. People travel from across the UK to attend our events,” says Spindley, who is also

co-chair of the network. “It allows people to enhance their working roles, and we hold listening groups where we discuss confidence-building, imposter syndrome and taking charge of our careers.”

Inclusive hiring for tech success

The company is part of the Social Recruitment Advocacy Group and has partnered with PeoplePlus to further embed their commitment to inclusive recruiting, training and employment practices via their Social Recruitment Covenant. Earlier this year, the company launched Inclusive Recruitment training for all hiring managers. It includes tips on how to avoid bias and make their recruitment practices and strategies more inclusive.

Spindley continues: “Technology needs a diverse range of people with different viewpoints and backgrounds to thrive.” Currys’ core company values — ‘We win together,’ ‘We put our customer first’ and ‘We own it’ — guide efforts to build an inclusive workplace that reflects the diversity of their customer base. With flexible working arrangements, they are hiring more people than ever before.

Finally, she advises: “Be resilient, curious and comfortable being uncomfortable. If you are a curious person and have a genuine interest and knowledge, you have the building blocks for success in technology.”

WRITTEN BY Jane Hatton Founder and CEO, Evenbreak

INTERVIEW WITH

Di Spindley Head of Delivery, Currys

WRITTEN BY Bethany Cooper

WRITTEN BY

Innovative strategies for a healthier, modern workforce in the UK

Launching the first membership body for mental health first aiders

Learn how the UK can lead in workplace wellbeing with updated legislation, global insights and innovative solutions to boost productivity and mental health.

In July, Sir Kier Starmer said that he wants to ensure a new government with “everyone treated with dignity and respect at work.” At the core of the Government’s priority is growth that can be achieved through investment alongside prioritising wellbeing at work.

Major crises in UK workforces

The UK has the highest percentage of unemployed working-age people; mental health and burnout crisis numbers are growing; and levels of engagement at work are at an all-time low. These challenges have a major impact on performance, productivity and growth.

In 1974, the original Health and Safety at Work Act was introduced in the UK, and our working lives have changed significantly since then; it needs updating.

started their mental health roadmap with a new law introduced in 2023. Amazing initiatives are taking place in many organisations globally. The differences in cultures, regions and approaches provide us all with great learnings that we can point to. Sharing best practices and having a coordinated approach to the health and wellbeing of the world’s workforce must be the way forward.

How the UK can lead in workplace wellbeing

Amazing initiatives are taking place in many organisations globally.

Global collaboration on workplace mental health

From a global perspective, The NSW Government in Australia, followed by other states in the country soon after, implemented a legal requirement to employers in 2022 on psychosocial safe workplaces. In 2019, Mexico introduced new requirements for employers relating to mental health risks in the workplace. We have seen developments in the UAE, as they

The UK Government can develop world-leading solutions. We have access to the data to demonstrate that a well-thought-out, long-term and comprehensive wellbeing strategy delivers incredible results, returns, share price rises and performance. Technology is also playing a key role, with AI solutions making it much easier for organisations to track and have an impact.

A highly productive workforce can deliver the growth needed for the economy, a better world for the next generation and a happier, more productive workforce that is desperately needed.

Learn about the new Association that can ensure workplace mental health support is fit for today’s landscape with ongoing training and resources.

The creation of the new Association of Mental Health First Aiders® will redefine the landscape of workplace mental health support.

Workplace mental health

Amidst a global pandemic, economic uncertainty, changes to the ways we work and a cost of living crisis, the need to support everyone’s mental health and wellbeing is greater than ever.

Recent statistics paint a stark picture of the mental health challenges facing the country, underscoring the urgent need for effective intervention and support. Suicide rates are rising, and there are 1.9 million people1 waiting to access mental health services. The cost of poor mental health to individuals, businesses and state is enormous, with the Centre for Mental Health estimating it cost £110 million in 2022.2

Launching the association

In response, Mental Health First Aid England®, the national authority on mental health first aid, recently unveiled a groundbreaking initiative poised to ignite a new era of action in mental health.

It is England’s first and only membership body for mental health first aiders (MHFAiders®). Through the Association of Mental Health First Aiders (AOMHFA), members will be empowered to transform how we talk about and support mental health in the workplace and beyond. Mental Health First Aid England is the only organisation that offers ongoing support to MHFAiders as part of their training.

Supporting the community more effectively

By creating the largest dedicated community of MHFAiders, we can support members long after they have completed their course. For the first time, members will have exclusive access to a wide range of resources, from ongoing training and qualifications to events and research, supporting them in fulfilling their roles effectively.

Sarah McIntosh, Managing Director of the AOMHFA says: “Every day, our MHFAiders are having life-changing and lifesaving conversations. We need to support them to keep doing so. The Association is the next stage of empowering a growing community of Mental Health First Aiders to tackle stigma and lead transformative change in our workplaces and beyond.”

References 1) Office for National Statistics, 2023 2) Mind, 2024

Chris Cummings CEO, Wellbeing at Work

WRITTEN BY Sarah McIntosh Managing Director, AOMHFA

Best practices for building a positive organisational culture for neurodiverse employees

According to a white paper, around 15–20% of the global population are neurodivergent, yet few feel safe disclosing their condition at work or receive adequate support despite being protected by equality laws.

The Institution of Occupational Safety and Health (IOSH) urges employers to foster inclusive cultures where neurodiverse employees can freely discuss their needs. This call follows their ‘Divergent Thinking’ white paper launched earlier this year, with survey findings showing that people felt apprehensive speaking about neurodiversity at work.

Proactive culture for neurodiversity

Employers need to be more proactive in fostering positive organisational cultures that encourage neurodivergent staff to open up about conditions such as autism spectrum disorder, dyslexia and obsessive-compulsive disorder.

Drawing on material from a series of expert webinars broadcast by IOSH last year, Divergent Thinking identifies ‘fundamental building blocks’ that will enable neurodiversity to be accommodated and recognised for the value it can add.

The white paper emphasises that fostering a positive organisational culture where diverse employees thrive requires more than policies, training and individual adjustments; though these are important foundations.

Personalised neurodiversity support measures

“If you’ve met one neurodivergent person, then you’ve met one neurodivergent person,” says Tony Bough CFIOSH, Head of Health Safety and Wellbeing at RSA Assurance.

“Where we often go wrong with reasonable adjustments is we don’t ask the person, we dive into research.”

Organisations must also think of ways to show all employees

Booze and belonging: why it’s time to shift alcohol from the spotlight

As more than a third of employees avoid work socials because of alcohol, shifting it from the spotlight will help create a sense of belonging for all.

The role alcohol plays in our lives varies more than ever.

The latest data tell us that while those aged 16–24 are least likely to drink at least once a week, those aged 65–74 are most likely to. How different generations perceive alcohol is also changing.

Alcohol Change UK research found that fewer young people believe alcohol has a mainly positive role in society than older people. As organisations increasingly recognise the benefits of diversity in ideas, work and overall company performance, accounting for changing attitudes to alcohol is key.

Alcohol still takes centre stage

Despite generational differences emerging, drinking still factors

their commitment, including:

• Leaders openly discussing their own experiences of neurodiversity

• Providing training for line managers to help them recognise and control unconscious bias and assumptions about individual capacity or behaviours

• Encouraging the setting up of neurodiverse groups or networks

• Ensuring there is a neurodiversity section in diversity and inclusion policies

The white paper also makes an important point about neurodivergent conditions and how they are much less commonly diagnosed in some sections of the population, including women and ethnic minority groups, than others.

Fostering positive work cultures

Stuart Hughes, IOSH President, says: “Our report highlights the importance of businesses encouraging positive cultures where people can openly discuss their needs.

“The Equality Act 2010 made it a legal duty for employers to make reasonable adjustments to accommodate workers’ needs around neurodiversity and other conditions. But it isn’t just a matter of staying within the law; businesses can really benefit from having positive cultures where people thrive at work.

“So, our call to businesses is to ask themselves if they are doing all they can because there are significant benefits to a diverse workforce where everyone is comfortable being themselves.”

heavily into many workplace cultures. According to Easy Offices, 84% of work socials involve alcohol and over a third (34%) of employees avoid these events for that reason. Also, cultures where drinking is encouraged and sober shaming is tolerated remain.

UK Addiction Treatment found that one in five employees felt pressured to consume alcohol at work events.

Choice is personal

From struggles with alcohol and religious beliefs to health issues, pregnancy or simply personal preference, there are many reasons why someone may choose not to drink or to drink less. Nobody should face challenges, feel uncomfortable or feel they must miss out on opportunities to bond and have fun with colleagues.

Small culture changes, big benefits

Addressing alcohol among inclusion efforts is not about banning booze but creating an environment where all employees feel seen, respected and ‘part of’ regardless of their drinking choices.

Simple practical changes go a long way, like not making rewards or gifts alcohol-based, providing great no and low-alcohol alternatives at events or organising less alco-centric activities. These are easy to implement but will ensure no one feels excluded or isolated from choosing not to drink — or drink less — alcohol.

Making a statement

Alongside steps to shift alcohol from the spotlight, forward-thinking employers proactively educate and train their workforce on alcohol through workshops, seminars and resources. Beyond making a clear statement about its place among the inclusion and wellbeing agendas, adding alcohol into the learning and development mix will normalise conversations and encourage staff to reflect on their relationship with drinking.

Arguably, there’s work to do in society to make drinking alcohol a choice, not a default. As inclusivity rises on the agenda and attitudes to alcohol continue to evolve, employers are uniquely positioned to drive positive change.

INTERVIEW WTH

Tony Bough CFIOSH, Head of Health Safety and Wellbeing at RSA Assurance

INTERVIEW WITH Stuart Hughes President, IOSH

WRITTEN BY

Jane Gardiner Head of Consultancy and Training, Alcohol Change UK

WRITTEN BY

Angelica O’Toole

L’Oréal UK and Ireland: a vibrant and inclusive workplace

Are you looking for a workplace that values your skills and ambitions, promotes diversity, encourages inclusion and offers unparalleled career opportunities?

At L’Oréal UK and Ireland, we are, and always will be, committed to fostering a diverse and inclusive workplace. We know that environments in which every individual feels respected, valued and empowered to contribute their unique talents, unlock incredible potential.

L’Oréal was recently ranked, for the second year in a row, a top five company globally for diversity and inclusion in the FTSE D&I Index Top 100. We offer exciting opportunities from our Early Careers Programmes to graduate programmes for more experienced hires, and we believe that our greatest assets are our people and culture.

Diversity is a fundamental value

Diversity drives our success and we believe in being as diverse as the people we serve. By championing diversity in all its forms and varied perspectives, experiences and ideas can flourish. This approach helps us fuel innovation and empowers us to better meet consumers’ interests and needs.

We prioritise inclusivity in everything we do, from our advertising campaigns to recruitment efforts. We want to offer every person the best of beauty — for all skin and hair types, all genders, identities, ethnicities, cultures and ages. We believe in beauty without borders or barriers.

Inclusion is in our DNA

Do you want to work in an environment where you can genuinely be yourself, where your unique talents are celebrated, and your voice is heard? We are dedicated to fostering an inclusive work culture, motivating everyone to bring their whole selves to work. Our Employee Resource Groups provide safe spaces to connect with those who share similar interests, characteristics or backgrounds. They celebrate cultural moments and provide crucial feedback on how we can better support our colleagues.

Boundless opportunities for growth

Our dedication to DE&I drives us to seek out and nurture diverse talent, providing the support needed to help everyone thrive. As part of our Early Careers Programmes, we offer mentorship and networking opportunities as well as continuous learning. These resources are designed to equip our talent with the tools necessary for personal and professional growth. We offer diverse career opportunities across many functions: from marketing, finance and data to digital, IT and beyond. Whether you are a creative visionary, a strategic mastermind or a numbers enthusiast — there is a place for you at L’Oréal.

Impact outside the workplace

We recognise the influence and power of our 37 global brands and support programmes through them that aim to address societal

We believe in beauty without borders or barriers.

challenges, contributing to a more inclusive society: L’Oréal Paris’s Stand Up Against Street Harassment programme provides bystander intervention training, and Lancôme’s Write Her Future UK partnership with the National Literacy Trust aims to tackle poor literacy among women from disadvantaged backgrounds. We are committed to growing skills and opportunities for young people. Our L’Oréal for Youth programme seeks to address youth unemployment and bridge the gap between school and the working world by providing and equipping young people, especially those from under-represented backgrounds, with key skills, information and support.

In the UK alone, we offer over 250 work placements a year to help young people learn valuable skills and earn a living wage, in addition to running CV workshops and skills masterclasses throughout the country.

Join L’Oréal UK and Ireland

Choosing a career is an important, thrilling decision. At L’Oréal UK and Ireland, you’re not just starting a rewarding professional path — you are joining a vibrant and inclusive community that values diversity and personal growth. We offer a dynamic environment where your unique talents are celebrated and professional development is a priority. Unleash your full potential and make a meaningful impact in the beauty industry.

Paid for by

L’Oréal UK and Ireland

WRITTEN BY

Emily Chiverton

HR Director, L’Oréal UK and Ireland

Image provided by L’Oréal