As the tug of war between working from home and working from the office continues, we are now seeing a rise in return to office (RTO) mandates being issued across multiple industries. Indeed, one study has found that up to 70% of companies with flexible work schedules are planning to increase the days employees must work in office by 2025.

These forcible RTO mandates are expected to have a disproportionately negative impact on one group of employers: the ‘super-commuters’ – individuals who travel for more than 90 minutes to get to work.

Recent research from Trainline found that the number of super-commuters has increased following the pandemic. 47% of those who travel for 90+ minutes made the change either during or after the pandemic, and 84% of super-commuters said they were able to extend their commute because of their hybrid working pattern.

This makes sense – with employees expected to come into the office less, this affords them the ability to live further away from where they work and extend their radius of travel, as they will only have to do this commute two to three times per week. However, with RTO mandates rising, this will likely take its toll on those who have to now commute 90+ minutes each way on a daily basis.

Having to travel such long distances each day significantly increases the workday for these super-commuters, taking them from an 8-hour day to over 11-hours when including this added travel. This is likely to have noticeable effects on employee performance and engagement in the form of higher absences, lower morale, and increased likelihood of burnout.

One way employers can support their super-commuters, however, is by leaning in on the very thing that has made hybrid working effective – flexibility.

If employees are going to have to spend an extended period of time travelling to work, then one thing to consider encouraging is making use of that travel time. ‘Working from home’ has already evolved beyond the home with employees working from coffee shops, trains, and just about anywhere that has a Wi-Fi signal. So, if super-commuters are spending 3 or more hours getting to and from work, why not make this a part of their working day?

This removes the pressure of travel delays making them ‘late to work’, as they would have already been working on their way to the office! It also ensures that they are able to get home from work at a time which enables them to continue to sustain the work-life balance that attracted them to hybrid and remote working in the first place.

If you would like to discuss how we can help your business optimize your working styles and ensure that optimizes productivity, please get in touch with us today.

The importance of reviewing and analysing pay equity is steadily increasing. As companies continue to strive to foster diverse, inclusive, and fair workplaces, a seemingly critical component of this is their commitment to pay equity.

Sadly, it’s no secret that there is still a significant gender pay gap (women working full-time in the US are still only paid 84% of what men earn for the same job), and so it’s no wonder that we are beginning to see pay transparency rear its head on a legislative level.

In the US, whilst there are no federal laws around pay transparency specifically, on a state level we are seeing the tide changing, with eight states now making it statutory. These include states such as California (employers must provide the pay scale for a position to an applicant after an initial interview), New York (employers must include a salary range in job postings), and Maryland (employers must provide a wage range upon the applicant’s request).  

In the UK, organizations with 250 or more employees are required to publish annual reports on their gender pay gap, under the Equality Act 2010 (Gender Pay Gap Information) Regulations 2017.

And a huge development has now come in the form of a new landmark workplace law from the EU, the EU Pay Transparency Directive, which calls for employers to conduct thorough assessments of their compensation – including in-kind benefits, basic pay, bonuses and other incentive pay – and report their results publicly, as well as providing salary transparency to candidates. This directive must be enforced in all EU countries by June 2026.

It’s likely that the importance of pay transparency will continue to gain momentum, so those employers who are already challenging pay secrecy and engaging in reviewing their pay equity are the ones that will be ahead of the curve – and this is without mentioning all the business benefits that these practices can offer:

• Risk Management – as seen above, compliance is a huge factor when it comes to reviewing pay equity. Non-compliance can result in significant legal repercussions, including costly lawsuits, fines, and damage to a company’s reputation. So, conducting regular reviews will help identify and rectify any discrepancies, significantly mitigating legal risks (especially considering 20% of large UK companies have neglected to conduct gender pay gap assessments despite being obligated to!)
• Attracting and Retaining Talent – 77% of Gen Z workers and 63% of Millennials consider a company’s diversity, equity and inclusion (DEI) policies as a key factor when deciding where they want to work. With fresh new talent now being drawn to companies that demonstrate a commitment to fairness and equity, those companies that are transparent about their pay equity efforts are going to be more attractive. Additionally, retaining top talent becomes easier when employees see evidence of these equitable pay practices.
• Enhancing Employee Trust and Morale – employees who believe they are compensated fairly are more likely to feel valued and respected. When pay equity is ensured, it fosters a sense of trust and loyalty amongst a workforce, which in turn leads to higher employee satisfaction and morale. On the flip side of this, perceived pay inequities can lead to dissatisfaction, reduced productivity, and higher turnover rates.
• Strengthening Corporate Reputation – in the age of social media and increased transparency, a company’s reputation is more vulnerable than ever. Public knowledge of pay inequities can quickly damage a company’s brand and consumer trust. Conversely, companies known for fair pay practices enhance their reputation, gaining the trust of customers, investors, and the public.

When it comes to the reviewing and maintaining of pay equity, we can help. By conducting a pay audit, analysing and processing this data, and using it to develop transparent compensation policies, employers will be able to remain on top of their compliance whilst also reinforcing their commitment to DEI and strengthening their reputation. In addition to this, we will train managers and in-house HR personnel, equipping them with the knowledge and understanding to be able to continue regularly reviewing pay equity to ensure that it remains a priority.

To discuss the support we can offer in conducting your pay equity review, please get in touch with us today.

The workforce is quickly filling out with Gen Z workers. With it being estimated that 20% of the workforce in 2020 were Gen Z – and predicted that by 2030 they will make up a third of the workforce – now is the time for employers to be investing in the learning and development of young employees in order to reap the many benefits.

Gen Z are shaking things up for employers. With their passion for inclusion, their demand for sustainability, and their generation being the most diverse to date, it’s no wonder that the world of work has felt the quake of their arrival. With a penchant for pioneering new ways of working – paired with their social media savvy to get trends like ‘quiet quitting’ and ‘loud quitting’ going viral – it’s important for employers to ensure they are optimizing their young talent by focusing on their developmental opportunities. And there are several compelling reasons why doing so is a smart business move:

• Drivers of Innovation – young professionals bring a unique set of skills and perspectives to the table. Their familiarity with the latest technologies and trends allows them to approach problems creatively and innovatively, and so by nurturing this talent, companies can stay ahead of the curve and continuously reinvent themselves to meet market demands.
• Sustainable Talent Pipeline – investing in the development of young talent ensures a steady pipeline of skilled employees who are well-prepared to take on future leadership roles. By taking this proactive approach to talent management, employers will be mitigating the risk of skill shortages and leadership gaps that can ultimately hinder business growth. By providing continuous learning opportunities and career development paths, companies can retain top talent and reduce turnover rates, saving on recruitment and training costs in the long run.
• Enhancing Engagement and Loyalty – 87% of undergrads say learning and development (L&D) opportunities are essential when evaluating a job opportunity. As the appetite for L&D is clearly present, it makes sense to assume that when employers nourish this appetite, they will receive an engaged and loyal workforce in response. After all, when employees feel valued and see a clear path for advancement, why wouldn’t they want to remain working with that company?
• Foster a Culture of Improvement – a focus on developing young talent promotes a culture of continuous improvement. When employees are encouraged to learn and grow, it fosters an environment where feedback is valued, and everyone strives to be better. This culture not only benefits individual employees but also drives the overall success of the organization. Therefore, companies that embrace continuous improvement are better equipped to navigate challenges and seize new opportunities.

Investing in the development of young talent is more than just a trend; it is a strategic business move that yields long-term benefits. By prioritizing the growth and development of young professionals, companies can ensure their continued success and adaptability in an ever-changing business world.

To discuss how we can help bolster your L&D strategies, please get in touch with us today!

With the scope of HR continuing to grow, the profession is witnessing an increasing number of HR teams that are struggling to meet this increasing demand.

In a recent LinkedIn poll, we asked our followers to share where their teams were facing challenges.

Almost half of respondents, 43%, said CAPACITY (having enough of the right people available when needed), 23% cited CAPABILITY (having the right skills and experience within the team), and 27% stated BOTH were issues.

Just 7% responded ‘NEITHER – we’re in good shape’.

This means that an overwhelming 93% of HR teams feel that they are not properly resourced to deliver everything their organizations need.

The impact of this on practitioners is highlighted in a study by HR software company MHR which found that half of HR professionals are on the verge of quitting due to burnout. Indeed, a separate study by Gartner found that 71% of HR leaders believe burnout amongst HR teams is more of a challenge than it was pre-pandemic.

And it’s no wonder this is happening. Since the pandemic ended, HR have been at the forefront of responding to a seismic shift in the workplace – the rise of the ‘carpe diem’ mindset has seen a significant increase in the importance of employee wellbeing; the ‘quiet quitting’ phenomenon brought to light important conversations around boundaries and work-life balance; and all of this on top of the mass adoption of hybrid and remote working across the world.

But this is just the tip of the iceberg. Also thrown into the mix is the need for companies to focus on their diversity, equity, and inclusion strategies, offer learning and development opportunities around the assimilation of new technologies, manage the change fatigue that emerges from this, and create a bulletproof Environmental, Social and Governance plan… all the while maintaining their ‘business as usual’ HR processes!

In our experience, the best route forward in a situation like this is to take a step back.

At OrgShakers we have pioneered the use of the Program Acceleration Office (PAO) whose role is to work with individual project managers to align, connect, and optimise resources across the whole team. In doing so the PAO creates a shared ‘big picture’ vision for the HR function based on a common roadmap, defined dependencies and impacts, and agreed outcomes. And once the organization’s in-house HR practitioners are optimally deployed, the PAO can objectively identify those areas where external resources are required.

We offer a range of services and expertise across all areas of HR, including fractional HR generalist and specialist support to bolster your team. So, if you would like to discuss how we can help with your capability and capacity needs, please get in touch with us today.

Change continues to be a prominent theme in the working world – so much so that employers are having to address the rising tide of change fatigue amongst their employees and themselves. That’s why this month we have chosen to read Reset: A Leader’s Guide to Work in an Age of Upheaval by Johnny C. Taylor, Jr.

Johnny is the president and chief executive officer of the Society for Human Resource Management (SHRM), and in 2018 was appointed as the chair of the President’s Advisory Board on Historically Black Colleges and Universities. With a deep understanding of the HR landscape, Johnny has written a book that has transformed the way employers select, retain, and train their employees in a business environment that is consistently changing.

In his book, Johnny pools together more than 70 years of experience and expertise from across a range of sources, and this is further propelled by extensive original SHRM research to deliver an honest, informative, and forward-thinking vision which allows leaders to reimagine their company cultures in the midst of upheaval. With hybrid and remote working still finding its footing, the increasing importance of diversity, equity and inclusion, and new technological advancements making their way into the workplace, employers need to understand now more then ever the best way of recruiting and retaining top talent on a global scale.

To achieve this, employers have to challenge their underlying assumptions and attempt to reset themselves and their organizational cultures. Johnny draws a lot on the pandemic acting as a springboard for this change, and as we continue to deal with the ripple effects that lockdown had across the world of work, it is more important then ever to understand how to prepare your teams for upheaval so to avoid the potential fatigue and turnover that comes with it.

In this sense, Reset acts as a call to action and a strategic roadmap which helps to deliver practical strategies for finding and keeping talent needed to make businesses thrive, and offers dynamic tools to continue to sustain that success in the long run.

To discuss how we can help your team combat change fatigue in more detail, please get in touch with us.

And in the meantime, to grab a copy of Reset, head over here if you are in the UK, and here if you are in the US. 

Supporting an employee through grief is always difficult; we all grieve differently. But it can feel particularly daunting to support the aching grief of a recently bereaved parent.

It’s important for employers to consider that a parent’s journey with their bereavement doesn’t always begin post-mortem. For parents who lose their children to illness, this process would have started long before. And in some ways, this part can be even harder to manage, as a parent will still be juggling work alongside this traumatic process.

During this period, flexibility is of the utmost importance. Employers who can offer as much flexibility as possible to a parent going through that process will allow them to have the time they need to prepare for what will inevitably be an intensely emotional time. It wouldn’t be surprising to see performance slip in these employees, but employers should acknowledge that this is temporary and heavily influenced by the nature of the circumstances.

Once a parent has lost a child, there are a few things employers can do to help them:

• Support Programs – employers should ensure that they make recently bereaved parents aware of the support programs that are available to them. While 79% of employers provide an Employee Assistance Program, only 27% of employees realise this exists as an option. It is therefore important to highlight the counselling and support services they offer, as this could be instrumental in helping a parent going through such a loss.
• Send a Token of Support – sending a small token, even just a card, can go a long way. As an employer, it’s important to focus on the human aspect of your employees when they go through a loss like this – and what they need more than anything is to know that you are there, you are supportive, and you are happy to give them the time they need to process. Receiving a card or flowers shows that you care and, in doing so, will help to alleviate any feelings of guilt the employee might have about being away from work.
• Keep Connected – a sense of connection with work and colleagues can be valuable when someone may feel very disconnected from everything else. That’s why it’s important that managers regularly check in with the employee whilst they are grieving. Fostering this bond can help managers discover any hardships that employees may be going through and need support with. In doing so, managers will help the employee feel valued as a worker, in the process building loyalty and trust.

It all comes down to emphasizing the ‘human’ in human resources. When an employee goes through something as unimaginable as the loss of a child, what they need more than anything is to be seen as more than just an employee, but a three-dimensional person. By doing this, employers will be better able to offer the support the employee may need during this time, aiding in their eventual assimilation back into working life when the time comes.

To discuss how we can help strengthen your bereavement support strategies, please get in touch with me directly at karen.cerrato@orgshakers.com

Post-traumatic stress disorder (PTSD) is a mental health condition that is caused by experiencing very stressful, frightening or distressing events. Most of us will experience at least one trauma in our lifetime that could lead to PTSD, although not all experiences with trauma lead to this disorder.

While often associated with military veterans, PTSD affects a wide range of individuals, including survivors of accidents, natural disasters, assaults, and other life-altering events. It is estimated that around 6% of the US population suffer from PTSD, and around 4% of the UK population. It is therefore very likely that employers will have team members who struggle with the disorder, and considering its delicate nature, it is important for them to know the best ways of supporting the mental health of these employees:

• Provide Access to Resources – it’s always important to ensure that your company has an Employee Assistance Program (EAP) that can offer services such as confidential counselling and crisis intervention. It’s also important to review health insurance policies to determine whether they include therapy and medication for PTSD treatment.
• Offer Specialized Training – offer training and workshops that help managers and supervisors recognize signs of PTSD and understand the best ways to support an affected employee. It is also important to train leaders to have the necessary soft skills in order to communicate empathetically and compassionately around the topic of mental health.
• Flexible Working – offering employees with PTSD the ability to work flexibly can really help in the management of their symptoms, as well as enable them to attend therapy sessions without feeling pressured by time constraints. Employers can even consider certain job modifications to reduce stressors, such as reassigning certain tasks or adjusting performance expectations.
• Crisis Management Plan – have a clear plan in place for employees to reach out for help during a mental health crisis. This should include contact information for EAPs, mental health hotlines, and on-site mental health professionals if available.
• Foster an Open Culture – create a culture where employees feel comfortable discussing their mental health. This can be done by actively educating employees around mental health disorders such as PTSD through regular workshops and seminars. This will help challenge the taboos around mental health at work and equip employees with the skills to be able to identify when a fellow peer may be struggling.

Supporting employees with PTSD requires a multi-faceted approach. With each person’s experience with PTSD varying significantly, there is no one-size-fits-all way of supporting someone. So, educating managers and employees, training them on how to communicate and actively listen, and making employees aware of the resources available to them can all lend to optimizing the productivity of those that suffer with a mental health disorder and allow them to thrive in their working environment.

If you would like to discuss how we can help strengthen your mental health support strategies, please get in touch with us.

There’s often a misconception that older workers are ‘set in their ways’ and less adaptable to change – and yet, research shows that around 30% of people who are 55 and over actively want to improve their skills but feel unable to ask for help. Pair this with the fact that 34% of these employees are dissatisfied with developmental opportunities, and what you find is an opportunity for employers to boost the productivity, engagement, and overall satisfaction of their older workers.

Workers over 50 make up a third of the UK workforce and 19% over 65 currently working in the US, so it’s more apparent than ever that midlife workers bring just as much to the table as their younger counterparts – in addition to more varied and deeper experience. However, with the increasing pace of change, learning and development opportunities for older workers has been inconsistent, but is paramount in taking their knowledge and transferable skills to align with the needs of the workplace today and tomorrow.

I believe the best and most efficient way of identifying and supporting areas that midlife workers want to develop is through the use of coaching.

Employers and employees can sometimes fall into the trap of believing that coaching is only available for those in certain positions or those with potential to be in those positions, but this isn’t the case. Coaching is a way, either on an individual basis or as a team, to help employees of all ages to discover more about themselves, how to work at their best and how to overcome obstacles.

If we look at midlife workers in particular, there are many benefits for offering coaching:

• Boosting Confidence, Morale and Performance – transitioning to new methodologies or adopting new technologies can be intimidating. Coaching provides a supportive environment where employees can express concerns, overcome fears and find a way to move forward, bringing others with them. This boost in confidence leads to increased job satisfaction, performance and a positive view of change.
• Skills Enhancement and Adaptation – coaching can help older employees update their skills and learn new ones. This is particularly crucial at a time where the pace of change has increased exponentially, resulting in a large proportion of employees suffering from change fatigue. Through individual coaching, older workers can understand their learning style and improve focus, ensuring they remain competitive and effective in their roles, and continually being considered for new opportunities.
• Promoting Inclusion – by investing in the development of older workers, organizations uphold their commitment to inclusivity and diversity. Coaching helps to challenge stereotypes and reduce age-related biases, fostering a more inclusive workplace culture where employees of all ages feel valued and respected.

Coaching midlife workers is a worthwhile investment for now and the future, as the return far outweighs the cost when matched and managed well. Here at OrgShakers, we have a wide range of experience when it comes to the inclusion and optimization of your midlife employees as we see how much potential these workers have. Everyone just needs the right support and opportunity to be able to share and build on their knowledge and experience.

If you would like to discuss the coaching and inclusion services we can offer in more detail, please get in touch with me at joanna.tippins@orgshakers.com or through our website here. 

According to The Harris Poll’s Out of Office Culture Report, 37% of millennial workers have admitted to ‘quiet vacationing’ – that is, taking time off without telling their managers under the guise of working remotely.

For those getting flashbacks to the days of ‘quiet quitting’, they may be appropriately timed. Much like how quiet quitting was found to be a misnomer for employees wanting clear work-life boundaries and balance, ‘quiet vacationing’ may also be misleading.

This is because the report includes other findings which can help shed some light on why ‘quiet vacationing’ has emerged as a trend – particularly amongst Millennials.

Why Millennials? The most probable answer is that people in this age group are likely to have school-aged children, and they are likely to ‘quiet vacation’ as a means of attaining the flexibility they need but maybe aren’t being offered by their employer.

‘Quiet vacationing’ may also be a symptom of employees who don’t feel they have a proper work-life balance, as the research also discovered that 78% of employees who get paid vacations don’t take all the vacation days they are allocated. The reasons cited for this are to do with demands from work and pressure from managers not to take time off.

Work-life balance is quickly becoming a pivotal factor for many employees, with one study finding that more than half (56%) of employees would be willing to accept a lower-paid job in exchange for a better work-life balance.

So, what ‘quite vacationing’ and ‘quiet quitting’ have in common is that if employees are not getting the work-life balance they need, then they will find innovative ways to create it for themselves.

With the increase of hybrid and remote working styles, employers have been forced to adopt a new mindset of managing employee output (tasks completed) rather than input (showing up 9-5 five days a week). And the fact that the existence of ‘quiet vacationing’ has only been revealed through this latest study highlights that employees are still getting their jobs done – albeit at times which better meet their personal circumstances.

If there had been noticeable and consistent dips in productivity, this phenomenon would have been identified already. But if deadlines are being met on time and the work is getting done, then maybe this is just a case of recognizing that as long as employees can do what is expected of them, it shouldn’t really matter when they do it.

Now, this isn’t going to be applicable to every type of role, but for the most part, employers should be focused on managing the output of their employees, especially in a hybrid and remote working world. After all, someone can sit in an office all day and appear busy. But if the productivity of someone periodically ‘quiet vacationing’ from home remains consistent, is there really a problem?

Election fever is currently a global phenomenon. European and Indian elections have already taken place – with UK, French, and US Presidential elections now in full cry. And at a time when politics is becoming increasingly polarized, probably the only thing we can all agree on is that almost everyone will have an opinion on this topic!

It was only last week that I overheard a heated debate outside my local supermarket, and it got me thinking about the fact that as we edge closer to voting day, tensions are likely to heat up in all aspects of life – including the workplace.  

However, if employers are proactively addressing conflicts stemming from political differences and promoting open communication and mutual understanding, they can help maintain a respectful and inclusive work environment for all employees throughout this period and beyond.

So, what can help in managing colleagues within a business when their political views are not aligned, and their point of view is strong?

• Respect Differences – encourage an environment of mutual respect and tolerance for diverse opinions. Remind your team that it’s okay to have different political views as long as they are expressed respectfully.
• Focus on Common Goals – remind colleagues of the shared goals and values that bring your team together. Encourage everyone to focus on work-related objectives rather than engaging in political debates that may lead to conflict.
• Set Clear Boundaries – make it clear that political discussions should not interfere with work productivity or create a hostile work environment. Outline guidelines for discussing sensitive topics in a professional manner in a designated neutral space if they feel the need to do so (and this should be outside of work).
• Lead by Example – as a manager, demonstrate respect for differing opinions and maintain a neutral stance in political discussions. Avoid expressing your own political views in the workplace to prevent bias.
• Encourage Open Dialogue – ensure you have a psychologically safe space for colleagues to express their concerns or feelings about the political climate. Encourage constructive conversations that promote understanding and empathy.
• Provide Support – if tensions escalate or conflicts arise due to political differences, step in to mediate and provide support to help resolve the situation. A neutral third party, such as a manager or HR representative, can facilitate these discussions.
• Promote Diversity and Inclusion – emphasise the value of diversity in the workplace and the importance of creating an inclusive environment where all voices are heard and respected, regardless of political beliefs.
• Encourage Respectful Communication – remind employees to engage in respectful dialogue and to listen to each other’s viewpoints without resorting to personal attacks or heated arguments.
• Provide Training – offer training on conflict resolution and communication skills to help employees navigate disagreements constructively. This can empower them to address conflicts in a positive and collaborative manner.
• Reinforce Company Values – remind employees of the company’s values and policies that promote diversity, inclusion, and mutual respect. Emphasize the importance of maintaining a positive work environment free of discrimination or harassment.
• Address Inappropriate Behaviour – political discussions that lead to harassment, discrimination, or other inappropriate behaviour should be addressed promptly according to company policies and procedures. Employees should understand that such behaviour is not tolerated in the workplace.
• HR Support – if conflicts persist or escalate, encourage employees and managers to ask the HR department to provide guidance and support in resolving the issues. Highlight how we can offer interventions, mediation services, and additional resources to address workplace conflicts effectively.

Navigating the tensions that politics can bring, as well as the stresses that accompany it, requires an approach that is both proactive and compassionate. By ensuring that company values remain promoted, as well as a culture of respect and belonging, employers will be able to effectively support their people and avoid any blows to productivity and engagement.

To discuss how we can help weave inclusion and belonging into your company culture, please get in touch with me at therese@orgshakers.com

There was no better time then Pride Month to grab a copy of Layla McCay’s brand new book, Breaking the Rainbow Ceiling: How LGBTQ+ People Can Thrive and Succeed at Work.

Dr Layla McCay is the Director of Policy at the NHS Confederation, and trained as a psychiatrist at South London and Maudsley NHS Foundation Trust, later sitting on the Trust Board.

Her latest book focuses on the challenges facing LGBTQ+ professionals as they navigate their careers, and was inspired by a chance encounter she had with an acquaintance. This person had mentioned to her that he had previously sat on an interview panel at which someone had recommended not selecting Layla for the job because she was gay. Hearing this had sparked a spiral into looking back at previous unsuccessful interviews, wondering if her queerness had played a role in those, too. This was what set her on the path to discover the extent to which this type of discrimination happens in the workplace today – and so this book was born.

McCay discovered that there are currently only four LGBTQ+ CEOs across all Fortune 500 and FTSE 100 companies who are openly out at work, and just 0.8% of Fortune 500 board positions are filled by LGBTQ+ people. This is in stark contrast to the fact that it is estimated that there is somewhere between 4% and 20% of LGBTQ+ people worldwide, highlighting the sizable gap in representation in executive positions.

Breaking the Rainbow Ceiling explores the hidden differences that cause LGBTQ+ people to be underrepresented at the most senior levels of professional life. By combining data with personal insights from 40+ prominent LGBTQ+ trailblazers, Layla delves deep into the challenges that LGBTQ+ people commonly encounter as they find their way in working environments, and offers practical strategies and solutions to help empower LGBTQ+ people to reach their full professional potential.

This book acts as an important guide for everyone – boards, CEOs, managers, HR professionals – on how they can recognize and address barriers and build a more inclusive workplace where everyone is given the opportunity to thrive.

At OrgShakers, we believe that inclusion is at the heart of every successful business, and so if you would like guidance in creating tailored and effective LGBTQ+ inclusion strategies, please get in touch with us.  

In the meantime, to grab a copy of Breaking the Rainbow Ceiling, head over here for the US and here for the UK.

As Pride Month begins, so does the influx of rainbow logos, Pride-themed merchandise, and many a parade. However, for employers, it’s important to not fall into the trap of ‘pinkwashing’ – that is, the practice of superficially supporting LGBTQ+ causes for marketing purposes without substantial backing or action.

To help reduce the risk of pinkwashing, the 2024 London Pride parade have introduced a new stipulation for participating organizations – they must join the ‘Pride in the City’ programme, which includes year-round training on LGBTQ+ inclusion in the workplace.  

But on an internal level, there are ways for employers to utilize Pride as a springboard for LGBTQ+ inclusion initiatives without succumbing to pinkwashing. Here are some ways that employers can promote authentic and lasting LGBTQ+ inclusion this June:

1. Review Policies and Culture

Before outwardly celebrating Pride Month, assess your company’s internal policies and culture. Organizations should ensure they have robust, inclusive policies that protect and support LGBTQ+ employees, such as non-discrimination clauses and support for transitioning employees. This is especially important considering that a recent survey from Randstad found that two in five LGBTQ+ workers have faced discrimination at work, with many considering quitting their jobs in pursuit of an inclusive culture. It is therefore imperative to create an environment where all employees feel safe and valued, and ensure these policies are communicated and enforced at every level of the company.

2. Employee Resource Groups

Establish or support Employee Resource Groups (ERGs) focused on LGBTQ+ issues. These groups provide a platform for LGBTQ+ employees to connect, share experiences, and influence company policies. ERGs can also help guide the company’s external LGBTQ+ initiatives, ensuring they are impactful and resonant with the community.

3. Supporting LGBTQ+ Organizations

This could involve donating a portion of profits from Pride-themed products to LGBTQ+ charities, sponsoring events, or partnering with local LGBTQ+ non-profits. By publicizing these contributions transparently, companies can successfully demonstrate their ongoing commitment beyond just the month of June.

4. Year-Round Commitment

True allyship extends beyond Pride Month. Those employers who participate in events, offer educational programs, and continually seek feedback from LGBTQ+ employees and customers on how to improve are the ones that are truly showcasing their commitment to inclusion and making it a fundamental part of their corporate ethos.

5. Listening and Learning

Lastly, employers should be continuously educating themselves and their teams about LGBTQ+ issues by engaging in dialogues with LGBTQ+ communities to understand their needs and challenges better. This allows for their knowledge and practices to be regularly updated and reflect the evolving landscape of LGBTQ+ rights and inclusion.

By taking these steps, companies can move beyond performative actions and demonstrate a genuine, lasting commitment to LGBTQ+ inclusion and support, and mitigate the risk on pinkwashing entirely. If you would like to discuss how we can help with your diversity, equity, and inclusion strategies, please get in touch with us.