Tag Archive for: diversity

Race & diversity in the workplace – The Bristol Bus Boycott and beyond

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Last month, the West of England branch of the CIPD held an event at the VWV Bristol office, focused on race and diversity in the workplace. The key speaker was the exceptionally inspirational Julz Davis of Curiosity UnLtd, a ‘think-and-do tank’ who aim to “transform Bristol from the 7th worst into the best place to live in the UK for People of Colour”.

The event was themed around the Bristol Bus Boycott of 1963, which is regarded as one of the pivotal moment in the fight against racial discrimination in the UK. It began when local activists became aware that the Bristol Omnibus Company, a state-owned company, had a ‘colour bar’ in place which meant that the company refused to employ Black or Asian bus crews. 

This led to a boycott of the bus company and a series of other protests, with support from the wider community and from the then Bristol Labour MP Tony Benn. The boycott gained significant attention, eventually forcing the bus company to reverse its policy, and highlighted the need for legislative change to address widespread racial inequality.

The protests played an influential role in the development of the Race Relations Act 1965, the first piece of legislation in the UK to address racial discrimination. While the Act initially only focused on discrimination in public spaces, it laid the groundwork for future legislation that would tackle racial inequality in more areas of society, including employment. The Race Relations Act 1968 would follow, extending protections to housing and employment, with both Acts sitting at the heart of The Equality Act 2010. 

For employers today, the legacy of the Bristol Bus Boycott remains a crucial reminder of the importance of fostering inclusive workplaces. The world of employment has seen major advancements in ensuring fairness and equality since 1963, but there is still a great deal of work to be done.

On 10th October 2024, the new Government set out its ambitions in this area in the document “Next Steps to Make Work Pay”, which includes reference to the Equality (Race and Disability) Bill. This is intended to include measures such as the right to equal pay for Black, Asian, and ethnic minority individuals, as well as disabled people. This would mean that equal pay claims on the basis of ethnicity or disability would be treated the same as those made by women, and that employers with more than 250 employees would be required to publish ethnicity and disability pay gap reports to reveal any disparities in wages between different groups.

You can find out more about the Bristol Bus Boycott 360 campaign here.

Practical tips for increasing race equality in the workplace

  • Commit to Diversity Goals: Set clear, measurable diversity and inclusion goals, and regularly track progress to ensure accountability.
  • Implement Bias Training: Provide training on unconscious bias and cultural competence for all employees, focusing on how biases can affect decision-making and workplace dynamics.
  • Diversify Recruitment Channels: Expand recruitment efforts to include diverse job boards, community organisations, and colleges to attract a wider range of candidates.
  • Improve Selection Practices: Use structured interviews and standardised evaluation criteria to minimise bias in the hiring process, ensuring all candidates are assessed fairly.
  • Foster an Inclusive Culture: Promote an environment where all employees feel valued and included by celebrating diverse cultures and perspectives through events and initiatives.
  • Provide Mentorship Opportunities: Establish mentorship programmes that connect employees from underrepresented backgrounds with senior leaders to support career development and growth.
  • Regularly Review Policies: Evaluate and revise workplace policies to identify and eliminate practices that may unintentionally disadvantage employees from diverse racial backgrounds.
  • Solicit Feedback and Act on It: Create channels for employees to share their experiences and suggestions regarding race equality, and actively implement changes based on their feedback.

For specialist support on this topic or to discuss any other HR matter, please contact Andrew Miles in our team on 07468 698 975.

Positive Discrimination – what employers need to know

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The recent case of Turner-Robson and others v Chief Constable of Thames Valley Police highlighted the dangers of unlawful positive discrimination in the workplace.

Diversity and inclusion are critical for thriving workplaces, benefiting employees and employers alike. A diverse workforce fosters innovation, broadens perspectives, and enhances decision-making. However, achieving this diversity remains a challenge in many sectors. The Equality Act 2010, includes provisions for ‘positive action’ to help address these imbalances.

Positive Action versus Positive Discrimination

Positive action is distinct from positive discrimination, which remains unlawful in England and Wales. While positive action aims to level the playing field by addressing barriers faced by underrepresented groups, positive discrimination would for example involve favouring a less qualified candidate solely because they belong to a protected group. Positive action ensures fairness by giving all candidates an equal opportunity to succeed.

What does the law allow?

The Equality Act 2010 allows for proportionate positive action for groups of people who share a ‘protected characteristic’ to reduce disadvantage, meet different needs and increase participation.

Within the Act, there are two forms of positive action:

  1. General Positive Action (Section 158): This provision allows employers to implement measures to address disadvantages or low participation rates among certain groups. This can include offering training programmes or development initiatives, and running direct communication campaigns aimed at attracting or supporting these groups.
  2. Tie-break Positive Action (Section 159): When two candidates are equally qualified, this provision allows an employer to favour a candidate from a disadvantaged or underrepresented group if they believe that doing so will encourage diversity within their workforce. However, this must be proportionate and must not be automatic (i.e. there should not be a policy to do so). It can only be applied when the candidates are objectively assessed as being equally qualified for the role.

What do you need to consider before implementing Positive Action

Positive action should be proportionate, targeted action to alleviate a disadvantage. There are some key steps you should follow which will help you create a successful positive action programme:

  • Firstly, consider what evidence you have of the disadvantage, particular need, or low participation among some groups and then look at identifying the root cause of this
  • The next step is to identify what you are trying to achieve and the aims of any action
  • Once you understand your aims, consider what measures you can implement to achieve these
  • Regularly review progress against those measures to assess whether the programme is still proportionate
  • Finally, don’t forget to speak to your employees about the measures, employee input will not only help define any programme it will also help them to understand any new initiative

What pitfalls do you need to avoid when considering positive action

Remember that positive action must be proportionate, or it could result in a legal challenge.  To avoid this, employers should:

  • Have some evidence to back-up the assertion that they ‘reasonably think’ there is a disadvantage. The evidence does not need to be extensive but should be sufficient to support the decision to implement any programme. 
  • Use targets not quotas to meet recruitment needs. Quotas are mandatory and could lead to you making appointments or promotions based solely on a persons protected characteristic and not on merit. Instead, set targets which are more flexible and will allow you to continue to appoint the best candidate.

Examples of Positive Action

There are several things that you can do to increase the diversity in your workforce including recruitment, promotion and retention of existing staff:

  • Targeted advertising of vacancies to increase the participation from underrepresented groups in your workplace
  • Increasing the number of underrepresented groups in senior management by offering mentoring opportunities to employees from that group
  • Targeting work experience for underrepresented groups
  • Creating staff groups for employees who share protected characteristics
  • Appointing a candidate from an underrepresented group in a tie-break situation

What else can I do?

You can also take more general action to increase diversity in your workplace. Not all action you take will necessarily fall within positive action under the Act, if it does not have a negative impact on another group with a different protected characteristic. Examples of action you can take might include:

  • Targeting adverts in publications aimed at underrepresented groups whilst at the same time advertising the role more generally
  • Ensuring that your recruitment is inclusive and any job adverts that you create do not use outdated stereotypical language that may deter applicants from certain groups
  • Consider using ‘blind applications’ for recruitment avoiding the possibility of bias in the early stages of recruitment

Don’t forget that not all underrepresented groups share a protected characteristic, you may also wish to consider the socio-economic background of your workforce and whether there are measures that could also be taken to increase diversity in this area. You should still be mindful of the impact of any such programmes on people who share a protected characteristic.

For further information on this topic or to discuss how you can implement positive action in your workplace, please contact Lisa Reynolds in our team on 07771 316 123.

Enhancing employee wellbeing: Practical steps for employers

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Every July, Samaritans run an awareness campaign. This year’s event was held on 24 July, so it is an important month for thinking about mental health. The Samaritans Foundation, established in the UK in 1953,  currently respond to a call for help every ten seconds.

Mental health issues have a significant impact on both individuals and organisations. According to a 2024 Parliamentary briefing, one in six adults in the UK experiences a ‘common mental disorder’ like depression or anxiety each week. We know from discussions with our clients the importance they place on supporting staff wellbeing. There is an increasing understanding of the importance of mental and physical health and the impact that all life’s challenges can have on employees’ overall wellbeing.

Our clients tell us that ensuring their staff feel valued, supported, and healthy is not just the ‘right thing’ to do, but also crucial for organisational performance and growth. However, many find it challenging to identify and implement practical and effective measures to support mental health in the workplace.

Building a supportive culture

Creating a genuinely supportive work environment is the cornerstone for employee wellbeing. Employers can build a supportive culture by encouraging open communication, recognising and appreciating employees, and actively working to create an inclusive environment. Regular check-ins and surveys can help gauge employee satisfaction and identify areas for improvement.

Formal recognition schemes are a great way to celebrate staff efforts, not forgetting the power of more informal ‘shout outs’ in team meetings or group chats for a “job well done”. Fostering an inclusive environment where diversity is celebrated will lead to all employees feeling valued and respected.

Promote work-life balance

Work-life balance is crucial for maintaining employee wellbeing. This can be challenging for employers, but open and constructive conversations with employees can lead to positive results for all parties. Employers can promote work-life balance by offering flexible working hours and remote working options, while still ensuring business objectives can be delivered. These can help employees reduce stress and improve job satisfaction. Additionally, they boost productivity and improve retention. Employers should encourage employees to disconnect from work during their time off, with managers leading by example by setting clear boundaries around working time and annual leave.

Mental health support

Employers can support mental health by offering access to confidential counselling and services through Employee Assistance Programmes, a cost-effective option providing immediate access to support. Mental health training for designated staff helps to identify mental health issues and signpost support. If possible, allowing employees to take days off specifically for mental health can reduce problems, and improve employees’ confidence that the organisation genuinely supports their mental health.

Physical health initiatives

Employers can offer a range of initiatives to support physical health, including subsidised gym memberships and wellness challenges. A healthy work environment, with ergonomic furniture, healthy snacks, and promoting regular breaks will have the additional benefit of helping to reduce many common causes of sickness absence, and some employers enhance this by offering on-site flu vaccinations or regular health check-ups.

Professional development and financial wellbeing

These are not areas that might typically be the first things you might consider when looking at supporting wellbeing, but providing opportunities for growth and development can enhance job satisfaction and a sense of belonging. Possible initiatives include training and development programmes, structured career pathways, and mentoring schemes.

Support for financial wellbeing can include regular benchmarked compensation reviews. Offering workshops or resources on financial planning, budgeting, and retirement planning could also be beneficial., and if your organisation’s resources allow, providing comprehensive benefits packages that include health insurance, retirement plans, and other perks.

By implementing these practical steps, employers can significantly enhance the wellbeing of their employees. A happy and healthy workforce is not just beneficial for employees but is also essential for business performance and growth, with benefits across the whole employee lifecycle – better recruitment outcomes, higher productivity, reduced absence rates, and increased retention rates. And who doesn’t want to work in a happier environment?

For specialist support on this topic or to discuss any other HR matter, please contact Andrew Miles in our team on 07468 698 975.

New duty to prevent sexual harassment in the workplace

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In today’s rapidly evolving work environment, creating a safe and respectful working environment is more crucial than ever.

Pending any changes following the general election, the Worker Protection (Amendment of Equality Act 2010) Act will come into effect on 26 October 2024, strengthening protections against sexual harassment for workers. In anticipation of this, the EHRC has launched a consultation to update its technical guidance on the new duty, with the consultation period ending on 6 August 2024. We examine the upcoming enhancements and suggest how employers can prepare for compliance in the months ahead.

Understanding the new duty

This new law will impose a duty for employers to take ‘reasonable steps’ to prevent sexual harassment. Tribunals will have the power to increase compensation by up to 25% if there is a successful sexual harassment claim and the employer has breached this duty. Employers are required to adopt a proactive approach, addressing potential issues before they arise rather than reacting to incidents after they occur. Compliance with this law is not just about avoiding legal repercussions; it’s about fostering a culture of respect and inclusion, which can enhance employee satisfaction and productivity.

However, not everyone believes the new duty has gone far enough. They point out that the requirement for employers to take ‘reasonable steps’ falls short of ‘all reasonable steps’ and the omission of an express duty to protect workers against harassment by third parties. The Chartered Institute for Personnel and Development (CIPD) has also voiced concerns regarding the efficacy of the new duty but acknowledges the importance of this legal change in building awareness and encouraging compliance.

Key steps

In preparation for the new duty, there are some key steps employers can take to ensure compliance.

  • Staff listening exercise: Conduct a feedback activity to capture common themes, experiences, and to help identify areas of focus.
  • Risk assessment: Where the organisation identifies areas of risk and plans how these will be mitigated – this will help inform the “reasonable steps” to be taken.
  • Build awareness: The first step is to increase awareness regarding what constitutes sexual harassment and educate their workforce. Few employees will appreciate that harassment can include unwanted conduct related to a protected characteristic, creating an intimidating, hostile, degrading, humiliating or offensive environment. Even fewer will be aware that sexual harassment specifically involves unwanted conduct of a sexual nature with that impact. Regular training sessions should be provided to all staff which should include how to raise a concern and how sexual harassment will be addressed.
  • Organisational and Cultural Change: Senior leaders must act as role models for inclusive values and behaviours. Their influence as ambassadors for the organisation both internally and externally is crucial in fostering a respectful culture of both physical and psychological safety.
  • Develop your Policy: While policies alone will never suffice to effect cultural change, it is useful to have a clear written framework defining what constitutes sexual harassment and making clear how sexual harassment will be addressed.
  • Upskill your managers: Specific training for managers on how to tackle sexual harassment should be provided, including how to support any team members who are impacted.
  • Identify and promote your reporting channels: Confidential and accessible routes to report concerns relating to sexual harassment should be widely advertised. The organisation should always ensure they are clear that sexual harassment is unacceptable, and any concerns will be treated seriously and with sensitivity.
  • Timely Investigation: Employers should investigate sexual harassment claims thoroughly and in a timely manner. We recommend investigations should be completed by someone appropriately trained, without direct connection to those involved. Depending on the circumstances, appointing an external independent investigator can be beneficial to ensure impartiality.  
  • Support: Providing support to those impacted is critical. This support can include counselling support, adjustments to work arrangements, or temporary leave if necessary.
  • Review your progress: Monitoring gender diversity, complaints, as well as seeking input on the wider experiences of your teams via engagement exercises can help to shine a light on the impact of any steps taken to prevent sexual harassment. You should regularly analyse these sources of information and take action on any learning.

The new duty to take reasonable steps to prevent sexual harassment in the workplace provides an opportunity for employers to reflect upon their organisational culture. Legislation alone will not create change; it will be up to individual employers to assess their starting point and take proactive steps to improve their current approach to the prevention of sexual harassment in the workplace.

If you would like any support relating to the new duty to prevent sexual harassment or in relation to an individual complaint, please contact Kathryn Chidzey-Jones in our team on 07881 092524.

Should Menopause be a ‘protected characteristic’ under The Equality Act 2010?

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You may have seen some debate in the news about whether Menopause should be considered a disability. In this article, we provide a summary of the guidance that started the recent debate, consider the pros and cons of this approach and look at the practical impact for employers.

EHRC Guidance

The Equality and Human Rights Commission (EHRC) produced new guidance in February 2024 and states that menopause could be classed as a disability under the Equality Act 2010 if the symptoms have a ‘long term and substantial impact on a woman’s day to day activities.’ The guidance confirms that a failure to make reasonable adjustments could leave employers open to challenges and claims. The guidance also reminds employers that women experiencing the menopause could be protected from discrimination on the grounds of age and/or sex.

The EHRC guidance refers to research carried out by the Chartered Institute of Personnel and Development (CIPD) which found that 67% of women in work between the ages of 40 and 60 who are experiencing menopausal symptoms found that they impacted negatively on their work, including:-

  • Experiencing higher levels of stress (68%)
  • Being less patient with their colleagues (49%)
  • Being less able to concentrate (79%)
  • Being less physically able to carry out work tasks (46%)

There are helpful videos within the EHRC guidance, setting out the obligations for employers and looking at how employers can make adjustments in the workplace.

It’s widely known that in extreme cases, some women may feel that they have no option but to leave employment when they are experiencing symptoms such as those set out above and research has found that employers may be losing 1 in 6 of the women due to their menopausal symptoms. In its submission to the Women and Equalities Select Committee, the CIPD suggests that women in the age range going through the menopause (usually between 45 and 55) are often at the height of their careers. If a proportion of those women feel that they have no option but to leave the workforce, the UK economy is potentially losing skilled and experienced women from the workforce, which in turn may impact the gender and pension pay gaps, and reduce the number of women in senior leadership positions.

So what’s changed?

In some ways the EHRC guidance is nothing new.  It is already possible for the symptoms of the menopause to be considered as a disability via the disability discrimination definition within the Equality Act 2010. However, commentary around the idea that the Menopause could or should be treated as a disability is divided.  

Some commentators welcome guidance for employers confirming their obligations around treating menopause symptoms as a possible disability.  Others, however, argue that the menopause is a natural period of transition for women and shouldn’t therefore be regarded as a disability. The menopause has not, so far at least, been classified as a protected characteristic under the Equality Act in its own right, in the way that pregnancy and maternity has, meaning that women have to rely on the legislation on the protected characteristics of disability, sex or age as the route for challenging any potentially discriminatory behaviour. A report by the Women and Equalities Committee, in July 2022, argued that the menopause should be designated as a protected characteristic under the Equality Act 2010 in its own right, but this change has yet to take place. Some commentators have suggested that using the disability route to challenge any discrimination may be limiting progress in this area and is based on a model which suggests that women’s bodies are in some way abnormal.

What does this mean for employers?

We will need to watch this space to see if any formal legislative changes are made to the Equality Act in this area. We anticipate that any such changes are likely to be a long way off. However, there is no question that the subject of the Menopause has become much less of a workplace ‘taboo’ over recent years and for employers this debate serves as a useful reminder to take the following steps:-

  • Policy – put in place or review policies around the menopause in the workplace to ensure that they are up to date and serve as living, breathing documents that employees know about and can easily locate
  • Training – train line managers on managers on the menopause so that they are better equipped to support colleagues experiencing difficult symptoms
  • Communications – be transparent with employees about the work being done within your organisation on the menopause; share resources, provide spaces for discussion and encourage open conversations to reduce stigma

For more information about how NQHR can help support your organisation to effectively manage the menopause in the workplace, please contact Caitlin Anniss in our team on 07909 683 938.

Is Hybrid Working Here to Stay?

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Recent headlines suggest that there may be a ‘big return to the office’, whilst others promote the success of flexible working schemes, such as the successful outcome of the four day working week trial.

Since the pandemic there have been changes in working practices, attitudes and expectations for many and the conversation around hybrid working continues.

The Office for National Statistics (ONS) suggest that 28% of working adults are working on a hybrid basis in 2023 and that 16% work solely from home. Home or hybrid workers are more likely to be in professional roles, degree educated or above and be in the highest income band.

Why Offer Hybrid or Flexible Working?

According to the ONS:

  • 78% of hybrid workers say they have an improved work life balance
  • 52% say they complete work more quickly at home
  • 53% say there are fewer distractions at home
  • 47% report improved wellbeing

Research also suggests that job applicants and employees are motivated by flexibility, which is considered the most important motivator in keeping employees in their jobs – valued even more so than salary.

How Can Employers Manage Requests for Hybrid or Flexible Working?

The right to request flexible working is of course well established, and is set to widen as a result of the Employment Relations (Flexible Working) Bill. Alternatively, employers may decide that a formal request under their flexible working policy is not required, and there can be some advantages to dealing with requests outside the formal regime. Some employers have introduced hybrid working policies, allowing them to consider how their approach to hybrid working can meet their commercial needs. However employers decide to deal with requests for flexible or hybrid working, they should be mindful of any risks associated with how they deal with the request, particularly around possible discrimination risks if they decide to reject a request.

What Are the Potential Challenges?


Is hybrid working offered equally across the organisation? What are the consequences for different protected characteristics ie are there more women working in a hybrid capacity than men?

There can be challenges around how to effectively manage and supervise staff who are working remotely, and a different approach may be required to measuring performance. Employers need to be aware of the risk of ‘proximity bias’ – the idea that managers may perceive those employees who they see onsite as working more effectively than those who are working remotely.

There may be practical issues around the working environments of those staff working at home, around the need to ensure confidentiality and manage data protection effectively and around health and safety requirements.

There may also be some challenges around staff who need to balance caring responsibilities and working remotely, or those who request to work abroad. Finally, there can be a divide between groups of staff who can work remotely and those who can’t.

Don’t Forget Equality, Diversity and Inclusion

Research suggest that hybrid/flexible working is popular amongst underrepresented groups, with research suggesting that:

  • employees with disabilities were 11% more likely to opt for hybrid working than those without disabilities
  • those who identify as non-binary were 14% more likely to prefer hybrid working and LGBTQ+
  • employees were 13% more likely to choose hybrid working over their heterosexual colleagues

Employers should also be mindful not to unintentionally exclude particular groups where hybrid/remote working is imposed, such as those without suitable home working space or those who would benefit from working alongside colleagues in order to aid their development.

How Can Narrow Quay HR Support You and Your Organisation?

Narrow Quay HR can work with you to review your hybrid and flexible working arrangements, work with you to implement hybrid working policies and provide training for managers on managing and engaging remote/hybrid teams.

For more information on managing staff who are working remotely or dealing with hybrid/remote working requests, please contact Caitlin Anniss in our team on 07909 683 938.

International Women’s Day and Beyond – Champion Equity All Year Round

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Having celebrated International Women’s Day (IWD) on 8 March, we want to consider how employers maintain momentum and have a continuous focus on equity, diversity and inclusion all year round.

Not Just a One-Off Event

Whilst IWD has become the significant focus for celebration, March has, for many years, been recognised as ‘Women’s History Month’ with individuals and organisations using this time to pay particular attention to women’s achievements and to continue raising awareness of work still to be done.

This year, the IWD campaign theme was #EmbraceEquity, aimed at getting the world talking about why equal opportunities aren’t enough – that although used interchangeably, equality and equity are not the same.

One definition the campaign uses really helps to provide that distinction:

  • Equality is giving everyone a shoe.
  • Equity is giving everyone a shoe that fits.

What Actions Can You Take?

The following are ideas that can be part of your celebrations for IWD itself, can be organised throughout March and beyond:

  • Celebrate the accomplishments of women in your workplace to inspire further women to achieve their full potential.
  • Showcase women throughout history to remind staff of the importance of their contribution and to encourage internal recognition of your own staff’s achievements.
  • Fundraise for a female-focused charity or organisation.
  • Create an equity, diversity and inclusion forum of staff and managers to provide regular discussion on key EDI topics and create momentum for actionable change.

International Women’s Day provides a key moment to celebrate women’s achievements in the workplace and showcase employer initiatives and support.

Using this month as the impetus, you can review your recruitment practices, promotion and development opportunities, to consider how equitable they really are. View them through the lens of the IWD example definition above.

Consider how your culture is reflective of this ambition – is equity role-modelled by senior leaders and line managers? Are your values in line with this?

Celebrating IWD is a great way for you to demonstrate the value all of your staff play in your organisation. Taking it beyond that day (and month) to promote further action – progressive policies, practices, benefits, and support mechanisms so women’s careers can thrive – will drive higher engagement and can lead to increased production and retention in your workplace – something every employer can get behind.

For specialist HR support with any issues regarding equity in the workplace, please contact Sue Meehan Boyes in our team on 07384 468797.

How to Embrace Neurodiversity at Work and Maximise Your Talent Pool

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There is a vast pool of neurodiverse candidates seeking employment in the UK. However, many organisations are missing out on talented individuals due to stigma, or by not maximising opportunities with their recruitment strategy.

There is a long history of negative stigma around employing neurodiverse people, as many employers fear that those with neurological differences, such as Autism and Dyslexia, would not be able to do the job as well as other neurotypical employees.

This stigma can leave neurodivergent colleagues feeling misjudged. According to recent research, 6 out of 10 neurodivergent individuals have experienced stigma or felt misunderstood during their careers. This could be due to feeling unsupported at work, or feeling judged by their diagnosis and any accommodations they have in the workplace.

Thankfully, this is changing. Today, many organisations now understand that this isn’t the case and there has been an uptake of training in the topic and increasing engagement to learn more. However, we’ve still got a long way to go to reduce the impact of these negative misconceptions.

Why Is It Important to Attract Neurodiverse Talent?

By identifying ideal roles for neurodivergent staff and limiting potential barriers, organisations can create a neurodiverse workplace with increased creativity, new ideas and fresh perspectives.

As well as their individual strengths, neurodivergent employees often possess highly desirable skills and attributes, such as:

  • reliability, conscientiousness and persistence
  • high levels of concentration
  • detailed factual knowledge and an excellent memory
  • attention to detail and the ability to identify errors
  • strong technical abilities in their specialist areas
  • creativity, especially in visual or spatial or process activities
  • high levels of intellect
  • the ability to look at the bigger picture and think laterally

Top Tips for Attracting Neurodiverse Talent

When considering your recruitment strategy for attracting a more neurodiverse workforce we suggest you implement these top tips:

Promote Disclosure

Make sure you offer candidates the opportunity to disclose any conditions that they may have, throughout the recruitment process. This may be by using open questions in your application forms for example. Ensure any disclosures are met with a supportive response, with a discussion around adjustments and support they would need in order to give the best account of themselves.

Make an Informed Recruitment Decision

By offering multiple opportunities for candidates to demonstrate their competence and being flexible in the ways you gather information you can make an informed recruitment decision.

Be Objective 

Ensure you have a panel of interviewers or have multiple stages in the recruitment process to reduce any unconscious bias and ensure decision making is fair and objective. 

Consider Language

Questions asked during interviews may be interpreted differently between candidates. Ensure that your questions are clear and re-phrase them if there is any confusion to ensure a level playing field. You may need to adapt your communication style for candidates, as a manager would in any team environment. 

Increase Knowledge

Training is helpful for all staff, but particularly for those involved in recruitment, neurodiversity awareness training we can highlight the strengths that come from different thinking, and reduce the impact of stigma in the workplace. It also helps those with line management responsibilities to understand how to better support neurodivergent staff, and what support they can offer to make the workplace more inclusive for all.

If you would like to discuss neurodiversity awareness training for your organisation feel free to contact Helen Couchman in our team on 07799 901669. 

How Can You Celebrate Black History Month in Your Workplace?

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As we come together to celebrate Black History Month in October 2022 we should take time to consider the theme this year: ‘Time for Action: Not words’.

Black History Month celebrates the continued achievements and contributions of black people to the UK and around the world. The focus now is on the present and future by shining a spotlight on those using the platform to push for change.

The Black History Month website stated when launching the theme for 2022, ‘whilst we can acknowledge and learn from the past, we need to strive to protect the future through taking action by coming together around a shared common goal, to achieve a better world for everyone.’

What’s happening in your workplace?

There are lots of ideas and initiatives that employers can implement. Below we have collated a few ideas.

Volunteer with Black-Led Charities

Consider team volunteering for Black-led charities and non-profit organisations. This is a great way to help the Black community while also making a significant difference.

Reflect on Your Internal Diversity & Inclusion Efforts

Reflect on your own D&I efforts. Are you promoting diversity as an organisation? How are you fostering inclusivity in your workplace? Are there areas of your business that can be made more inclusive such as your recruitment process or your management staff? Speak to your employees and see if they’re willing to share how they think you could improve as an organisation.

Celebrate Black Literature

You can promote classic and contemporary Black authors and their remarkable works. You could perhaps select some books written by Black authors and host a company-wide book reading event.

  • Beloved by Toni Morrison
  • The Color Purple by Alice Walker
  • I Know Why The Caged Birds Sing by Maya Angelou (Autobiography)
  • Things Fall Apart by Chinua Achebe
  • Their Eyes Were Watching God by Zora Neale Hurston

Bring In Speakers and Create a Space for People to Listen and Share

Many companies celebrate Black History Month by bringing in speakers to share stories and experiences around race and Black identity. Promoting diverse voices creates a space for inclusion, understanding, and empathy. Involve people and open up the conversation to anyone who wants to participate by sending out a company-wide email asking for speaker and topic suggestions.

This kind of programming can take on many formats, from panel discussions to round tables to workshops. Choose the topic beforehand, and let people know what to expect so they can feel prepared to share and ask questions.

Other Useful Resources

Check out the below blogs for some further ideas on how you can celebrate this month:

For any further support or guidance, please get in touch with Helen Couchman in our team on 07799 901 669.