Let me tell you the story of Alan. He’s not actually called Alan, mind you.

A client organisation contacted me, as they thought they might benefit from a Neurodiversity Workplace Needs Assessment for a manager within their team. The manager, Alan, was a bit chaotic with regard to meeting deadlines at work but really brilliant at coming up with new ideas of how things could be improved, with a new system or a new spreadsheet!

So I had a call with the company’s HR Manager to understand the situation. She outlined the consequences of some of Alan’s fun but chaotic way of working, and I could feel some frustration from her that they had tried a few things already to help, but so far, it wasn’t working.

I explained the process for a Neurodiversity Workplace Needs Assessment. The aim is to identify the adjustments that will support a specific individual, with their specific challenges due to their neurodivergence(s), in their specific role. And as a result, they’d be better able to utilise their strengths.

The HR Manager said she felt that the process I had described would be helpful.

So we started the process. The HR Manager and Alan’s Line Manager jointly explained to Alan what would be happening. A questionnaire was sent to him, and another to his Line Manager. I then had a call with each of the HR Manager and the Line Manager to build a good picture of the situation from the two people who’d been supporting him the most.

I then met Alan face to face*.

I wanted to discuss with Alan the challenges he was experiencing in the workplace due to his neurodiversity. He wasn’t formally diagnosed with ADHD, but from the descriptions from all parties, and from my experience in the discussion, there were definitely some challenges going on! I couldn’t keep up; his brain was whirring so fast!

I used post-it notes to show visually the agenda of what we would discuss, to keep us on track, and so I could then put each post-it to one side once we’d covered that topic.

We talked about what Alan was already aware of that helped him, things that his friends and family also did that helped him, and I made some suggestions of what else could help. He commented that it was great to discuss with someone who really “got him” and could empathise with his situation. At the end of our discussion, he gave me a big hug!

I then wrote up the report, outlining the challenges caused by Alan’s ADHD symptoms in his particular role and also the strengths that his ADHD creative brain brought.

I then outlined the reasonable adjustments that would support him to be effective in his role, and when I say reasonable, I mean reasonable for the small size of the organisation. Most of the recommendations were zero cost – sending meeting agendas in advance and setting up reminders. And some were low-cost headphones or changing the lighting above his desk. And some of them were about capitalising on Alan’s strengths – his creativity, his desire to challenge the normal way of doing things and seek improvement, and the fact that he was a joy to talk to!

I shared the report with Alan first, to make sure I’d described our discussions accurately, and then shared it with his line manager.

Just over a week later, I had a follow-up discussion with Alan’s line manager and HR to support them in implementing and prioritising the adjustments.

Three months later, I received a note from the HR Manager thanking me, commenting that the situation had improved hugely since they’d started implementing some of the recommendations, and that both Alan and his line manager were both definitely a lot happier.

So it’s a process that’s person-focused.

It doesn’t have to be based on a formal diagnosis.

It aims to support the specific individual in a way that is reasonable for the organisation.

If that sounds like something that would be beneficial in your organisation, please feel free to contact me for a no-obligation discussion.

*And this can be done online instead.

How coaching creates competent and empathetic leaders

How can we develop an inclusive culture within an organisation? By building an operational framework that is inclusive by design. In a truly neuroinclusive organisation, no-one has to inform their employer that they are formally diagnosed (or self diagnosed) as neurodivergent – the admission is entirely voluntary. They want to.

As an experienced coach, this is a topic that I care about deeply. When we talk about neurodiversity, we shouldn’t be talking about deficits. We are talking about a fundamental difference – a difference that, when recognised and genuinely valued – is one of the most powerful assets a team can have. The bottom line here? We need to ensure that we’re creating environments that are neuroinclusive by design, not by chance.

What do we mean by “neurodiversity”?

Neurodiversity refers to the natural variation in human brain functioning. The CIPD describes it as “encompassing the infinite range of differences in how individuals process information, learn, and communicate”. This includes conditions such as ADHD, autism, dyslexia, and dyspraxia, among others.

These conditions are not an illness. The language we use matters enormously here. ACAS’s guidance on “Talking About Neurodiversity” highlights that terms like ‘suffering from’ or ‘symptoms’ are best avoided, as they imply a medical condition when, in reality, we are simply describing a different way of thinking and experiencing the world.

And bringing a range of perspectives and ways of thinking into the room is beneficial for innovation, problem solving and therefore business results.

 Are we acting on the evidence?

Awareness about neurodiversity is building, but the following statistics clearly demonstrate that we’re not. We’re a long way away. The CIPD’s survey data paints a striking picture – while 70% of organisations say DEI is a critical priority and 83% say employee wellbeing is, only 60% say neuroinclusion is a focus – and just 33% have it in their DEI strategy or action plan.

That really does leave quite a gap.

Did it matter? Absolutely! Overlooking neurodiversity means overlooking talent, limiting productivity, and negatively impacting the wellbeing of employees. A third of neurodivergent employees surveyed by CIPD reported that their experience at work had a negative impact on their mental health. That is not a small statistic. That is a call to action.

When organisations take action…

The organisations that are successfully embracing neuroinclusion are already seeing the rewards: stronger teams, better retention, more creative problem-solving, and a deeper sense of belonging across the board.

Empathy Is the Starting Point

One of the most important things that understanding neurodiversity gives us is empathy – a deeper and richer understanding that comes with different neurological makeups.

When we understand that a colleague who struggles in loud, open-plan offices might also have an extraordinary capacity for focused, detailed work, our perspective shifts. When we understand that the team member who finds small talk difficult might have an exceptional ability to identify patterns and solve complex problems – we stop seeing the obvious challenges and start seeing their truest potential. One that minor adjustments could unlock.

This shift in perspective does not just benefit neurodivergent individuals. It benefits everyone. The message is clear: managing with neurodiversity in mind is simply good management.

Do you need to work with a specialist?

Yes, absolutely. Coaches who are experienced and equipped with the working knowledge surrounding neurodiversity are better prepared to support clients. Not as therapists, but in caring partnerships. We can help clients to develop strategies, build resilience, and find ways of working that genuinely suit them.

Creating a culture of psychological safety is essential. People need to feel safe to ask for what they need, to disclose their neurodivergence if they choose to, and to do so without fear of judgement or negative consequences. Without that foundation, even the best-intentioned adjustments will fall short.

And we’re on a learning curve. The topic of neurodiversity is new for many people and many fear getting things wrong. Not knowing how to performance manage a neurodivergent employee. Not knowing how to resolve interpersonal conflicts within a team. Not knowing how to get the best out of someone who thinks differently to ourselves. Coaching allows space to discuss and explore in a safe environment, becoming better equipped and more confident to approach new situations.

Where do we go from here?

When we create environments where every professional can thrive – where their strengths are recognised and their differences are valued, people can begin to feel safe to be themselves. Forward-thinking leaders will strive to make our teams more creative, more cohesive, and more capable of doing their best work.

That is the type of workplace I want to help build.

And I believe that strengths-based coaching has a vital role to play in getting us there.

Get in touch to make lasting and significant changes to your workplace, for the good of everyone.

 

 

Sources

CIPD – Neuroinclusion at Work (February 2024):

https://www.cipd.org/en/knowledge/guides/neuroinclusion-work/

ACAS – Talking About Neurodiversity:

https://www.acas.org.uk/neurodiversity-at-work/talking-about-neurodiversity

Neuroinclusive workplaces do it better! In fact, according to a recent study by Deloitte, teams that include neurodivergent professionals are 30% more productive. And JP Morgan Chase’s “Autism at Work” programme found that “participating employees were 90-140% more productive, with fewer errors”.

So why is that in the UK, the unemployment rate for neurodivergent adults is estimated to be 30-40%? Despite having both the awareness and the offer of support, we’re struggling to help neurodivergent professionals enter or re-enter the workplace.

And it’s not that those individuals don’t want to work.

The National Autistic Society recently revealed that 77% of autistic adults want to be in work. Recognising this need, autism charities across the country have developed a series of employment programs, offering skills and support to empower individuals and help them find meaningful work. Not only does this benefit them personally, it also has a positive impact on the economy. Figures have suggested that “doubling the employment rate for autistic adults would generate potential societal savings of £900 million to £1.5 billion annually” (reviewing figures for state-funded benefits).

So it would be beneficial for individuals, it’d be good to build the workforce, and it would be good for the economy.

So why isn’t it happening?

Employers who are finding it difficult to recruit are finding it a challenge to access this talent pool. Where are the bottlenecks, and what can we do about them? In this blog, we’re going to discuss the challenges to entry, specifically the recruitment process. We also want to demonstrate how neuroinclusive employers can refine their own policies, and improve internal retention.

What processes are we looking to refine?

Before we discuss what neuroinclusive employers need to take into consideration, we need to remind everyone of all the steps in a recruitment process:

• Identifying the need
• Defining the role
• Advertising the role
• Reviewing the candidates
• Conducting telephone interviews
• Conducting in-person interviews
• Selecting candidates
• Offering the role
• Onboarding

For candidates who are neurodivergent, we need to understand how to make the process easier to follow, and easier to pass.

Where the barriers exist

In a recent LinkedIn post, neurodiversity advocate Andy Ryan wrote: “It’s all well and good to create neuro-affirming workplaces, but that’s no use if neurodivergent people can’t even get in the door!”. The post goes on to highlight that while a multi-faceted application process (one that asks candidates to submit a CV, covering letter, and introductory video) is a great way for businesses to filter out unsuitable candidates, it creates a barrier for those who are neurodivergent. The process challenges those with autism, ADHD, and dyslexia by creating a high-pressure situation that can create anxiety and trigger personal difficulties associated with their neurodiversity such as organisation, spelling, and completing long writing tasks.

If a candidate does make it through the application process, the next barrier is the interview itself. The focus is often on soft skills more than competence – candidates who have the technical skills and working knowledge may struggle with eye contact, social interaction or team working, leading them to perform poorly in an interview. Vague, open-ended questions such as “why should we hire you?” and “can you describe 3 strengths?” can be really hard to answer, again causing the talent to get lost in the process.

The barriers in recruitment can vary between individuals, the type of neurodiversity, and the process itself. So how can we make reasonable adjustments to improve their chance of success?

Steps to make your recruitment process more neuroinclusive

Improving your recruitment process to become more neuroinclusive will start with understanding the barriers, and developing a compassionate approach to all candidates. The processes themselves could often benefit from being shorter, more straightforward, and therefore, more inclusive.

We really like the high level outline that the Greater Manchester Good Work Charter provides. It provides a really strong set of guidelines of what you as an employer should be aiming to achieve. Here they are, what do you think?

They’re great guidelines but they’re outcomes. We can help to you refine those guidelines for your organisation, to identify exactly and concretely: what you could do, your processes, your practices, in your context, in your industry!

• Selection processes that are designed to eliminate unconscious bias
• Inclusive and fair recruitment practices with equality and diversity issues integral to all – this may include sending questions to candidates ahead of time and adapting the interview environment
• Recruitment processes which are anonymised, including the ‘disability confident scheme’ (or equivalent) and consistent with the ‘ban the box’ campaign (removing criminal record tick boxes from application forms, or equivalent)
• Job adverts which clearly specify the forms of flexible working that could be compatible with the role and the number of hours to be worked (see Flexible Work). Consideration should be given to a wide range of forms of flexibility that could potentially be made available to job applicants
• Recruiting managers who have completed equality and diversity training
• Recruitment methods that are appropriate to the role and the candidate – e.g. with adaptable methods of communication, interviews and other activities
• Recruitment processes, including the advertising of roles, which actively encourage the recruitment of a diverse workforce. This might offer candidates a choice of submission types or formats, as an example
• Clear and timely feedback offered in a range of formats to each individual candidate to discuss their performance and areas of improvement, if necessary
• Encourage feedback from candidates on the process itself for continual development

Taking such steps can improve accessibility, save time, and improve the quality of candidates in the selection pool – simply by being easier to understand and shorter in length.

Remove the barriers within your organisation, and create a truly neuroinclusive process.

Unsure where to start? Contact me for a brief consultation, and together we can create a plan to improve inclusion and diversity within your business.

In 2023, a survey of HR leaders from more than 1,100 companies across 46 countries by Aon (referenced here by IPSOS) concluded that “75% globally say that employee wellbeing is important at their company”. That same survey later revealed that “The majority of companies globally have both a wellbeing initiative in place (87%) and a wellbeing strategy (83%)”

Sounds reasonably encouraging, right?

Yes, it does. But while the focus on employee wellbeing is consistently high, the prioritisation of a more neuro-inclusive working environment doesn’t quite meet the same level of urgency. According to statistics published by CIPD earlier this year, “just 60% say that neuroinclusion is a focus for their organisation and a low 33% say it’s in their EDI strategy or action plan.“ 

So – how can you create a more neuro-inclusive culture within your organisation? And how will this benefit levels of profitability and productivity?

Understanding neurodiversity

Firstly, let’s make sure we’re on the same page with our terminology.

Neurodiversity, like diversity, means all of us.

Neurodivergence is the umbrella term for many conditions, which include Dyslexia, autism, ADHD, Dyspraxia, Dyscalculia, Dysgraphia and Tourette Syndrome. Those seven are the most common neurodivergent conditions in the UK.

I recently published a blog that specifically listed “10 practical tips to be more neuro-inclusive at work”. The purpose of that blog was to demonstrate that even small changes and minor considerations can make a big difference to those in your teams who identify as neurodivergent. It also reinforces the importance of doing so – around 1 in 5 people in the workforce are neurodivergent.

Neurodiversity itself has gained a lot of attention in recent years, largely because for some, the diagnosis process has become more efficient, easier to start, and more conclusive in its results. Conversations around awareness, understanding and education have become more popular, and there’s been significant media coverage on the topic. For some organisations, however, there’s still a lot to learn.

Larger organisations, with teams across several sites or in various countries, are struggling to translate this new understanding into policies, training for managers, or reasonable adjustments in the workplace. They lack the agility of smaller businesses to respond to these new policies, and there might be different awareness or expectations in those different countries. They may therefore find themselves at a disadvantage.

And smaller businesses might not have anyone within the team who has a good understanding of the various neurodivergent conditions, let alone what to do when someone discloses their condition!

Working in collaboration with the right people

While most HR directors, leaders, and those with relevant accreditations are able to provide the basic support for employees, understanding the right pathway to real neuro-inclusion lies in specialist training through qualified consultants.

Being neuro-inclusive isn’t about following a check-list, it’s about understanding the challenges being faced by your neurodiverse colleagues from their point of view, recognising how this impacts their performance or ways of working and providing real solutions that enable them to work more productively. Often, these are minor adjustments such as:

• Reviewing your recruitment process – clearly explain which skills and experiences are essential, and which are considered as “desirable”. You might offer different methods of submitting their application, think about how you conduct your selection process, or perhaps remove industry-specific jargon to make job descriptions easier to understand.
• Providing detailed training and support to managers – make sure leaders and managers understand your neurodiversity policy and encourage collaboration between colleagues. Offer clear guidance and support through a range of resources, and encourage them to regularly review their team’s workloads.
• Raising everyone’s awareness of neurodiversity – include a neurodiversity unit in mandatory staff training, run awareness days, and encourage the freedom to share their neurodivergent status at various opportunities, from their induction to their one to ones with their line manager.
• Offering support tailored to each individual – without the need for them to have a formal diagnosis of their neurodivergent condition(s). This could involve measures such as providing noise cancelling headphones as standard practice, or making quiet working areas available within your office space.
• Having a clear neurodiversity policy – this needs to clearly outline the expectations, understanding, and the support available to employees who are neurodivergent, with or without a formal diagnosis. This is something I can support businesses with, making sure they are inclusive, compliant, and able to implement the policy effectively.

How can I help you?

I have worked for more than 20 years in HR and DEI in global organisations, ensuring that my HR and DEI “tools” provided business-focused solutions. I’ve been specialising in neuro-inclusion for several years, and am a trained coach. As an experienced trainer, I can support your leadership team and managers on this unique and important journey, by delivering development and training programmes tailored specifically to fit your organisation. I’m also accredited to identify the appropriate reasonable adjustments for someone, through a Neurodiversity Workplace Needs Assessment.

If you’d like to know more, please contact us.

10 Practical Tips to Be More Neuro-Inclusive at Work

Neurodiversity is part of everyday life—and that includes the workplace. Around 1 in 5 people are neurodivergent, which means they might have ADHD, autism, dyslexia, dyspraxia, Tourette’s, or other neuro-differences. But despite this, many workplaces still aren’t designed with neurodivergent people in mind.

If you’re an HR manager or someone keen to make your organisation more inclusive, here are 10 practical tips to help you create a more neuro-inclusive environment.

1. Start with Listening

Before jumping into creating new policies or running some training, take time to listen. If you have neurodivergent employees who are happy to share their experiences, ask what’s working and what’s not. Anonymous feedback options can help too. Neuro-inclusion isn’t one-size-fits-all, so hearing directly from your team is the best place to start.

2. Rethink the Office

Open-plan offices might be the norm these days, but they can be overwhelming for people sensitive to noise, light, or movement. Offer quiet zones, breakout spaces, or remote working options. Even small changes can make a big difference, such as noise-cancelling headphones or desk dividers, especially acoustic ones that absorb sound.

3. Make Job Descriptions Clear and Jargon-Free

Job adverts full of vague phrases like “fast-paced environment” or “rockstar communicator” aren’t helpful for anyone who’s neurodivergent. Be clear about what the role involves, what skills are essential, and what support is available. This helps neurodivergent candidates decide if the role suits them, and helps everyone else too.

4. Adapt Your Interview Process

Traditional interviews often favour neurotypical communication styles. Consider offering questions in advance, allowing written responses, or using practical tasks instead of traditional interviews. Some candidates might prefer a quiet room, breaks between questions, or even a video call. If you want to find the best candidate, it pays to make it comfortable for them to demonstrate their strengths.

5. Offer Flexible Working

Really think about how much flexibility you can offer, and not everyone has to have the same flexibility. Neurodivergent employees may work best at different times of day, in different environments, or with varying start or finish times. Think about offering flexible hours or remote options, which can boost individuals’ wellbeing and, as a result, their productivity.

6. Train Your Managers

Managers don’t need to be experts in neurodiversity, but they do need to understand the basics. Neurodiversity in the Workplace training can help them spot when someone might need support, respond appropriately if someone discloses their neurodivergence, know where to signpost people for further support, and create a psychologically safe culture within their teams. It’s not about fixing people, it’s about removing barriers.

7. Create a Sensory-Friendly Environment

Think about lighting, noise levels, smells, and temperature. For someone who is neuro-divergent, they may well be experiencing all stimuli at the same intensity, ALL the time. Fluorescent lights, strong perfumes, smelly lunches or constant background noise can be distracting or distressing. Offering alternatives, like natural light, scent-free policies, relaxed approaches to workwear, or quiet rooms can help everyone feel more comfortable.

8. Use Plain Language in Internal Communication

Corporate jargon and acronyms can be confusing. Keep emails, policies, and meeting notes clear and concise. Use bullet points, headings, and plain English. This helps neurodivergent employees process information more easily, and improves communication across the board.

9. Celebrate Neurodiversity

Mark awareness days like Neurodiversity Celebration Week, share employee stories (with consent), and highlight the strengths neurodivergent people bring. If you have willing neurodivergent individuals, encourage them to be role models within your organisation. Inclusion should be visible, not just buried in a policy document. It sends a message that neurodivergent employees are valued, not just tolerated.

10. Don’t Wait for a Diagnosis

Support should be based on need, not paperwork. Many people don’t have a formal diagnosis, don’t want one, or are on a loooong waiting list for assessment. If someone asks for adjustments, take them seriously. Recent case law shows that according to the Equality Act 2010, individuals don’t need a formal diagnosis for it to be expected for employers to offer adjustments that will make the workplace more inclusive for them.

Final Thought

Neuro-inclusion is about creating a workplace where everyone can thrive. Start small, stay curious, and keep listening. The more inclusive your organisation becomes, the more talent, creativity, and loyalty you’ll unlock.

Preventing Discrimination and Harassment – New Legislation effective from October 2024

Recently someone asked me about the workshops that I run and I mentioned the one on Preventing Discrimination, bullying and harassment.

I have many years of experience in HR and Diversity, Equity and Inclusion within large global organisations. And now I support smaller ones that don’t have a team of people to handle those topics.

So if that’s your kind of organisation, read on!

Did you know that new legislation effective from October 2024 mandates a duty on employers to prevent sexual harassment of their employees at work?

This is an amendment to the Equality Act 2010. That law protects people against discrimination at work, i.e. treating someone less favourably than someone else, because of factors relating to age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex or sexual orientation.

That might include:

• excluding someone from opportunities or benefits
• making it harder for someone to do their job
• causing someone emotional distress
• causing someone financial loss

It can still be discrimination even if the less favourable treatment was not intended.

The tone of this new legislation is a little different.

It’s not just about making sure you’ve got a policy in place (although I can help with that) or running some training for your managers (I can help with that too). It’s about taking action to PREVENT sexual harassment. Having those things in place is a good start but it won’t be enough. You’ll need to be able to demonstrate that your organisation takes active actions to prevent harassment from occurring.

This measure is also wide-ranging in that it also applies to contractors, self-employed people and job applicants, not just your own employees.

Examples of sexual harassment:

• Lewd or abusive comments, comments of a sexual nature such as regarding an individual’s appearance or body
• Unwelcome touching of a sexual nature
• Displaying sexually suggestive or sexually offensive writing or material
• Asking questions of a sexual nature
• Sexual propositions or advances

So here’s a checklist. Do you have it in place…?

• Policies against bullying and Harassment that define unacceptable behaviour, and that define how employees can report issues
• Training for staff and leaders?
• Leaders with a good understanding of the issue who can create the climate to avoid harassment and encourage employees to speak up?
• An assessment of the risk within your own organisation?
• Reporting mechanisms for individuals to report issues, together with a process to ensure follow-up?

Clearly, this needs to be set up to be appropriate for your organisation. Are you the kind of organisation that organises after-work drinks? Are you the kind of organisation that interacts with customers? Do you have playful banter within your workplace; do you know when that steps over the line into the unacceptable according to the law? Do your employees work shifts? There are many variables that make your organisation unique.

You’ll want to ensure that you’re creating processes and systems that work for your specific organisation. So you’ll want to work with someone who is focused on what makes a business successful, not just telling you what the new law says.

And it’s worth noting that implementing the elements of this checklist will be a good start, but it will take more time to have an impact.

So if you need help in implementing any of these topics in a way that fits your organisation, don’t delay; please contact me.

Gender Pay Gap Reporting

It’s the time of year when you’re likely to see a lot of information about companies’ gender pay gaps.

Why do it?

Gender Pay Gap reporting shows differences in pay between men and women when reviewed at an organisational level. The benefit of requiring companies to report their gender pay gap is that they must analyse and publish every year, in a standard way. It brings the data into the light.

This encourages a company to consider why the gaps might exist and what they could do to address the issue. It’s about pay, but also about other factors, such as occupational segregation, or the fact that in the main it’s women who look after children or other dependants, working part-time or taking career breaks to do so. It’s a measure of the situation for the whole company. It’s not the same as Equal Pay, which ensures companies compare like-for-like roles and ensure equal pay for equal value.

Across the UK, the gender pay gap has been declining slowly over time; over the last decade it has fallen by approximately a quarter among full-time employees, and in April 2023 it stood at 7.7%.

However, even with this scrutiny and focus, not everything is consistently moving in the right direction. The gender pay gap increased by a small amount between 2022 and 2023, although the gap is still narrower than in 2019.

The gender pay gap reduces women’s lifetime earnings and also affects their pensions – this is one of the significant causes of poverty in later life for women.

Interestingly, the EU is planning to copy the UK’s process. A new EU directive was issued in 2023 to introduce the UK’s style of gender pay gap reporting across all countries in the EU from 2027, because the UK’s process was felt to be the most robust mechanism to provide data that could be compared between companies and industries.

The UK rules

Any employer with 250 or more employees must publish their gender pay gap data each year, with a deadline of 30^th March for most public authority employers, and 4^th April for all other organisations. The data (and the explanation) is then publicly available on the UK government website, so companies always want to ensure their data looks good, or if not, that they have an explanation that sounds plausible!

The data that must be reported is

1. The difference between the mean hourly rate of pay of male and female relevant employees;
2. The difference between the median hourly rate of pay of male and female relevant employees;
3. The difference between the mean bonus pay of male and female relevant employees;
4. The difference between the median bonus pay of male and female relevant employees;
5. The proportion of male and female relevant employees who were paid bonus pay during the bonus pay period; and
6. The proportions of male and female relevant employees in four pay bands.

So, it is fairly onerous to calculate.

Most companies then also provide a verbal explanation of their data, including trends or notable elements within their organisation, that help an external party to make sense of the data.

The headline gap – the first figure – is the one that gets talked about the most. This indicates the extent to which women earn, on average, less per hour than their male counterparts. On occasion, a company may report a negative gap. This would show the extent to which women earn, on average, more per hour than their male counterparts. This may happen, for example, if an organisation employs a high proportion of men in low-paid, part-time work, and/or their senior and higher-paid employees are women.

There is no obligation to publish a narrative explanation of the figures, but it makes sense to do so. It’s an important data point that a company’s own employees want to understand, but potential employees, customers, suppliers etc can all view it too. For example, if a company’s gender pay gap is 20% but their competitor’s is 10%, potential employees might be concerned. So, it’s good to explain! In addition to the explanation, it may also be useful to include an action plan to show what is being planned to iron out the gap.

And since an organisation’s own managers and employees may also be interested in the result, it pays to have a communication plan ahead of publication, considering how they want to share the information and the narrative with them.

What to be thinking about if you have overseas entities

The process to implement the EU Directive will require national legislation in each country to be introduced by June 2026. So there’s plenty of time.

However, if your company has operations in other countries across Europe, it will help to be prepared early – there are considerations such as the different legislations in each country, your mechanisms to gather the data, considering reporting obligations and data protection legislation etc. You might also want to conduct an internal gender pay audit now to identify any gaps and take steps to close it before the first report has to be made.

So, if your company is getting close to 250 employees, or if you have overseas operations, it pays to be prepared.

And if you have 250 employees already, you’re probably already preparing your submission for this year’s reporting deadline!

But if you’re not, please grab some time in my calendar or give me a call!

When I introduce myself to people I say I’m a Diversity, Equity and Inclusion specialist and I support growing organisations. I’m passionate about fairness and equity (and have been for years! See the About Us page on my website if you don’t believe me… ) but I’m serious
about business.

I’ve been a senior HR and DEI person in large global organisations for many years too. In those roles I really enjoyed understanding the challenges for the business and considering how my HR and DEI toolkit could help to solve the problem.

In my role as a DEI specialist, supporting organisations from the outside, I help them by applying the combination of the two – my passion for fairness, and ensuring everyone that everyone is able to contribute and thrive – and my understanding of business: the processes, the metrics, the pressures…

So in an organisation that was struggling to grow because they couldn’t hire enough employees, we looked at how they could diversify their workforce. Find new sources of talent!

I recommended them to look at organisations who support women who’ve taken a career break back into the workplace, and who support ex-forces personnel into civilian roles. We looked at outreach sites and early careers, setting up an internship through 10,000 Black Interns.

And then we looked at the hiring process. How did they advertise themselves? We looked at their “employer brand” – how they were showing their company values to the world (and therefore to their potential new employees).

How did they describe their roles? We used an online tool to ensure that the language in their job adverts wasn’t inadvertently turning some candidates away. We looked at where they were advertising, to make sure their roles were being seen by a wider audience than in the past.

And then we looked at their internal processes for recruitment – interview structures and scoring, who were the interviewers etc. to make sure there weren’t any opportunities for unconscious bias to creep in. Yes, we all have those unconscious biases, including me! So
the secret is to engineer the processes to minimise the impact of those biases that we’re not even aware of, on the decisions being made.

We created a suite of standard questions to enable their interviewers to be consistent across interviews, ensuring the questions were designed for candidates to demonstrate the attributes required for the job – the skills, the competencies. And a standard scoring method.

Initial CVs were shared with the hiring managers without names. According to Harvard Business Review, bias in hiring has been extensively documented. In one study, “Jamal” needed eight more years of experience than “Greg” to be seen as equally qualified. Other studies have found that women, LGBT+ candidates, people with disabilities, women in headscarves, and older people are less likely to be hired than their peers. So by taking away the names, we at least reduced the likelihood of this issue.

We looked at who would be the interviewers, making sure that the candidates would actually see a cross-section of the real people they’d be working with, aiming to ensure that for the candidates, one or more of the people they met during the recruitment process would look
like them.

We insisted that managers had more diverse pools of candidates to consider. Research shows that the odds of hiring a woman are 79 times as great if at least two women are in the finalist pool.

Result? A 30% increase in applications. One happy company. And some great new recruits.

About Us.

Inclusion means making sure that everyone – no matter who they are, or how they’re different – feels like they belong and are treated fairly.

In the workplace, an inclusive environment is one where every employee feels valued and respected.

It starts with policy. Making sure that everyone is clear on the organization’s values. But it’s then about how you take actions that create a culture of fairness and equal opportunities, ensuring everyone can contribute their best.

In an inclusive workplace, there’s a sense of belonging, collaboration thrives, and individuals are empowered to reach their full potential, using their skills and talents. Companies championing inclusion recognize that diverse teams drive innovation and success. It’s not just about ticking boxes; it’s about cultivating a supportive atmosphere where individuals, regardless of their background, can thrive and succeed collectively.

Inclusion is like a big welcome sign that says, “You’re important, and we want you here.”

It means listening to and respecting each other. Inclusion means not leaving anyone out.

A key driver of business success is when employees can thrive, develop, and contribute to the full extent of their ability: allowing them to innovate, to collaborate, to find solutions.

It helps us all to learn from each other, making our teams stronger and happier by celebrating what makes each person unique.
So employees are happy, and the business is happy too.

 

Diversity, Equity, and Inclusion is a critical factor in an organisation’s ability to attract talent (especially young talent). Job seekers – your potential new employees – are considering organisational culture more than ever before. 83% of Gen Z candidates state that a company’s commitment to diversity and inclusion is important when they are choosing an employer, even before they apply, according to research by McKinsey.

DEI is also on the radar of investors as part of their Sustainability or ESG focus. So, whether your business is on the growth curve and looking for funding, or is a mature organisation with existing stakeholders, or even listed on the stock exchange, you’re probably recognising that investor focus for your own organisation.
However, often companies launch DEI initiatives piecemeal. As a result, the positive sentiment is recognised by all, but there isn’t real progress. There are nice slogans for the external world but this is accompanied by internal “initiative-itis” with the organisation bouncing from one DEI initiative to the next like a pinball machine, and not making real progress.

Some companies do succeed in really moving the needle on DEI, so that it’s not just a slogan used externally. There’s a lot of research out there that shows it helps those companies to drive growth for the organisation through improved reputation, access to a wider talent pool, and more innovation and better decision-making internally, as well as higher employee engagement and lower employee turnover.

Companies that have succeeded in their DEI approach have established a clear baseline: Where has the company come from and where is it now, where is it going, and how will it know that its DEI strategy has succeeded?

According to research by McKinsey, the companies that succeed have followed some very clear steps.
• The leaders and HR teams in those organisations set a bold but achievable DEI aspiration linked to the company’s overall mission and strategy.
• They use quantitative and qualitative analytics to establish a baseline and determine what DEI interventions are the priority.
• They develop a plan for which DEI-related initiatives will be rolled out and when, based on the company’s overarching strategic objectives.
• And they establish routines for monitoring progress over time.

However, not all organisations have the internal resources to be able to drive those activities: insufficient people, time, or focus.
That’s where I come in. If you’d like to follow those four steps and would like some help, please contact me.