Diversity Equity and Inclusion Archives

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.

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.

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.

Recently, UK department store John Lewis Partnership announced that they would be publishing their interview questions for all of their roles online for everyone to be able to access prior to their job interview.

This has since sparked an interesting debate over whether this move will catalyse a new trend for employers everywhere to consider doing the same. There are an array of positives that could come from having interview questions readily available to potential candidates, but there are also some potential drawbacks that should be considered too.

So, what are the pros?

Having preview questions available for candidates can be so helpful for those who have the correct skills and experience but may struggle to convey this clearly in an interview setting. This is especially true for those who are neurodivergent, as traditional interview methods are known to not be considerate or inclusive of neurodiverse needs.
Interviews can tend to focus solely on experience, skills, and competency, but having set questions can allow the employer to make room for questions that focus on value alignment, too. This helps hiring managers get a real sense of who the candidate is beyond their qualifications.
From an internal perspective, having pre-set questions creates consistency across the hiring process, and mitigates the risk of subconscious bias, as all questions have been pre-approved and are given to all candidates.

However, there are some potential obstacles to consider:

If candidates can pre-prepare answers, then this can hinder the organic element of an interview – and potentially offer a further advantage to those individuals who can answer template questions well. There is also the potential issue of candidates using AI to generate ‘ideal’ answers to these questions, but later when hired, employers may find that a candidate oversold their experience and skillset.
Another thing to consider is whether or not employers are updating the questions they ask on a regular basis. If not, then it is likely that candidates will be able to access forums with generalized answers that could essentially be copy and pasted, running the risk of making interviews less about getting to know someone and more of a standardized, mechanical process.
Having questions set in stone can potentially limit candidates in what they might want to discuss or certain qualities they want to highlight about themselves. Interviews that are rooted in rigidity can lend towards them becoming impersonal.

Overall, making interview questions available to candidates can act as a great step towards more inclusive hiring practices, ultimately expanding a company’s hiring horizons and granting them access to new pools of talent. However, the best approach to this may be a hybrid one – having a set of questions available for candidates to prepare for, and then having a few additional follow-up questions in the actual interview that are more tailored to the candidate themselves. This gives employers the opportunity to see how well someone prepares, and how well they are able to think on their feet. After all, there are a lot of instances in business where you will have to adapt and display agility.

What I would recommend for this is starting the interview with the pre-available questions, as this helps to set the tone for the interview and allows time for the candidate to relax into the setting and get a sense of who you are as a company, too. This offers some time to establish a psychologically safe space for follow up questions, where the candidate will likely feel much more confident to answer. After all, the overarching goal of an interview isn’t to “catch people”– it’s to get to know them, and for them to get to know your business.

If you would like to discuss how we can help your organization thread diversity, equity, and inclusion strategies into your hiring processes, please get in touch with me directly at arnold.greene@orgshakers.com

Schizophrenia is a chronic mental health disorder that affects approximately 24 million people worldwide. There is an array of preconceptions around this disorder, particularly due to the nature in which it is presented in entertainment media, but a lot of these preconceived notions do not accurately reflect the experience of someone who has been diagnosed with schizophrenia.

It is therefore important for employers and HR to understand the reality of schizophrenia, and how with the right support and reasonable adjustments, those with this disorder can be capable, productive, and dedicated workers.

Schizophrenia is a disorder that is primarily marked by psychosis, which refers to a set of symptoms characterized by a loss of touch with reality due to a disruption in the way that the brain processes information. This can manifest thought hallucinations, delusions, reduced motivation, motor impairment, cognitive impairment, and difficulty with relationships. There is no definitive cause for the disorder, although it has been found that those with family members who suffer from schizophrenia have a higher chance of being diagnosed.

Despite schizophrenia being widely heard of, it is actually one of the more uncommon disorders – it is much more likely for a person to have a panic disorder, bipolar, or depression. Due to portrayals in popular culture, some employers may be hesitant to hire individuals affected, but the reality of this disorder is very different, so let’s challenge some of these notions:

Violent Tendencies – multiple studies have shown that most people with this condition don’t exhibit violent behavior. In fact, one study found that 19 out of 20 people with schizophrenia had no incidence of violence over a two-year period.
Episodes – schizophrenic episodes are unique to the individual and vary significantly from person to person. They will not always include delusions or hallucinations, but it’s important to be aware of the different ways that symptoms can manifest during an episode.
Treatment – while medication can be essential for managing the disorder, it isn’t the only method of treatment. People with schizophrenia benefit from multiple support strategies, such as social support, engaging in meaningful work/activities, and having a routine – these can all help reduce the impact of the condition and improve wellbeing.
Work – even though schizophrenia can be a disabling condition, it doesn’t mean that individuals affected by it can’t work, they just need to have the right support and accommodations in place. As mentioned above, meaningful work can be a crucial part of stabilizing symptoms.

It is estimated that about 10-15% of people with schizophrenia are in the workforce, but 70% would actively like to be working. The aforementioned misconceptions, and the lack of proper support and adjustments, can act as barriers for those with this disorder to find a job. If employers are able to offer reasonable adjustments – opportunities to work remotely, regular breaks, quiet workspaces, flexibility – this can lend towards the successful onboarding of an employee with schizophrenia. Along with this, there are a few essentials that employers and HR leaders need to know:

Hiring – schizophrenia is protected under the Equality Act in the UK and the Americans with Disabilities Act in the US, so just like with any potential candidate, hiring managers will need to assess whether their qualifications, experience, and attitude are right for the job and will be able to do the job with the right accommodations. Individuals with schizophrenia can sometimes have difficulty engaging in teamwork, goal setting, and focusing, and these factors tend to act as barriers for those with the disorder from getting and maintaining a job. But having the right accommodations can help overcome this. For example, when someone with schizophrenia has an episode, they will not be functional, but to help remedy this in the future, employers can work with their treatment providers to help determine and mitigate potential triggers of an episode in the workplace.
Talking About Schizophrenia – hiring someone with schizophrenia must remain confidential unless the employee opts to share their diagnosis with others. If they do, it can be useful to provide additional training/education about the condition to avoid the risk of employees believing the many misconceptions discussed above. This training could include highlighting the accommodations in place to help ensure workflow isn’t disrupted, and how to recognize a schizophrenic episode and what to do in that situation.
Mental Health Support – many employers now offer mental health support as part of their benefit packages, most notable in the form on an employee assistance program. These can be a great way of ensuring that an employee with schizophrenia has access to therapy, and can help employers identify triggers for episodes which they can then work towards mitigating.

If you would like to discuss how we can help support and train you in the onboarding and inclusion of employees with schizophrenia, or any other mental health disorders, please get in touch with us.

This month, we have picked up a copy of Edwina Dunn’s latest book, When She’s in the Room: How Empowering Women Empowers the World.

Edwina is a pioneering and successful leader in the data industry – famed for co-founding dunnhumby, which revolutionized the retail and consumer goods industry through its role in creating the Tesco Clubcard and other global loyalty programs. Edwina now leads her campaign, The Female Lead, which focuses on celebrating the achievements and diversity of women who shape our world.

Edwina’s latest book captures her wealth of experience and transforms it into this data-driven guide to challenging the status quo and creating a roadmap for a more equitable world.

Women have always been subject to being forgotten, unseen, overlooked, and under-appreciated, but Edwina has drawn upon her knowledge of research and data collection to present clear solutions, models, and simple actions that can have noticeable and positive impacts on the lives of women and men.

She outlines the changes that women want to see in themselves, in business, in education, and in government, and dares to wonder what the world might look like if it was okay for women to truly embrace their ambition and nurture their drive.

By acknowledging the inequality that exists, employers, educators, and policy makers will be able to start shaping society into a better and more equitable place, which will lead to a more fulfilling life and workplace for all. And the first step is realizing that women are not secondary characters by any means and should be empowered to find their potential in leadership and decision-making roles.

If you would like to discuss how we can help bolster your diversity, equity, and inclusion strategies to unlock the potential of all of your workforce, please get in touch with us.

In the meantime, make sure you grab a copy of When She’s in the Room; you can purchase it here in the US and here in the UK.

Taking inspiration from the International Women’s Day 2024 theme – #InspireInclusion – this webinar explores how organizations, leaders, and individuals can create inspiring, equitable workplaces.

For Autism Awareness Month, we have secured ourselves a copy of Untypical: How The World Isn’t Built for Autistic People and What We Should All Do About It by Pete Wharmby.

Pete was diagnosed with autism in his adulthood, and after spending the majority of his career as an English teacher, he is now a full-time author and speaker, advocating for autistic inclusion.

The crux of Untypical is all about remaking the world, and the target audience for this book is any neurotypical adult – whether that be an employer, a parent, a romantic partner…the list goes on! Told through the lens of Pete’s own experiences, and woven with various theories and studies surrounding autism, this book is a great way for those who think neurotypically to gain a deeper understanding of how the world can be fundamentally inaccessible for someone who is neurodivergent.

Pete uses his own experiences to bring the reader into the mind of an autistic person, helping them to understand what it means to be autistic, what to do to be supportive of this, and what to try and avoid doing. It’s a fantastic exploration in empathy, further strengthened by the inclusion of the experiences of a range of autistic people, shedding a light on the intersectionality of autism.

The book offers practical advice for how to better support autistic individuals in key areas of life including personal relationships, in the classroom, and in the workplace. So, for employers, they can expect to find both ‘easy fixes’ and longer-term solutions for making working life for autistic workers easier, in turn optimizing their capabilities, with many of these adjustments having been shown to make the employment experiences of neurotypical people better, too.

Overall, Pete captures the autistic experience expertly, and shines a light on the fact that the world is very much built for neurotypical people. By recognizing the everyday changes that can be made, life for autistic and neurodivergent individuals can become so much more accessible – you just have to know where to start.

If you would like to discuss how OrgShakers can help with optimizing neurodiversity in the workplace, please get in touch with us.

And to grab a copy of Pete’s book, head over here if you’re in the UK, and here if you’re in the US.

Gen Z are flooding into the workplace, and with this assimilation they bring to light conversations around work-life balance, environmentalism, and the importance of diversity, equity, and inclusion (DEI). And it is no wonder we’re seeing the latter take place; a recent study discovered that 36% of students and graduates identify as LGBTQ+.

And yet, a survey by the Williams Institute found that nearly half of LGBTQ+ workers (46%) have experienced unfair treatment at work at some point in their lives – and many reported engaging in ‘covering’ behaviors (that is, trying to conceal their sexual or gender identity to appear heteronormative) to avoid harassment and discrimination at work.

As someone who resides in a relatively ‘prideful’ London, it can be a shock to see that so many LGBTQ+ people are still subject to this discrimination in contemporary society.

With this being the most openly queer generation to date, it is no wonder that those companies who are on top of their inclusion initiatives around LGBTQ+ support are the most favorable workplaces. And with a third of the workforce predicted to be made up of Gen Z workers by 2030, it is so important for companies to ensure they are building a culture at work that is fostering feelings of safety and belonging.

So, what are the key ingredients for reinforcing LGBTQ+ inclusion in the workplace?

DEI Programs – whether this be training programs, employee resource groups, or creating mentoring opportunities, it is important for employers to have one or more of these programs in place in order to continue driving their DEI agenda.
Inclusive Policies – ensure that your policies are inclusive to all when designing them, taking into account specific policies you may need when addressing LGBTQ+ related issues (for example, same-sex parental leave policies, leave for reassignment surgery, bereavement leave for the loss of a child through surrogacy, etc.)
Role Models – having diverse leaders can really help to highlight that opportunities in your company are available to all and attainable by all.
Recruit for Culture-Add – hiring for ‘culture fit’ can sometimes feel like the comfortable option, but by hiring a diverse set of people who think differently and have differing life experiences, this can open up opportunities to break into new markets and consider new innovations. At the same time, it will also help to diversify your team and grow the culture of your company.
LGBTQ+ Workshops – having regular LGBTQ+ workshops throughout the year can be so helpful to stay on top of the most up-to-date and inclusive terminology to be using. These will also promote the use of inclusive language in the workplace to help make everyone feel comfortable (for example, encouraging the use of the term ‘partner’ when discussing your significant other no matter your sexuality can be a signifier to queer people that they can comfortably share parts of their personal life at work).

The future of the workforce is set to be bright (and colorful!), and so fostering an inclusive workplace environment is key to creating a sustainable business. If you would like guidance on creating this inclusion roadmap and implementing this at the core of your company, please get in touch with us.

In a move that underscores the evolving landscape of workplace benefits, the London Stock Exchange Group (LSEG) has recently unveiled a groundbreaking parental leave policy. Effective from 1 July 2024, this policy not only represents a significant step forward in the realm of employee benefits, but also marks an important shift in the paradigm for Human Resources (HR) management worldwide. Understanding this shift is crucial for firms aiming to stay ahead in the competitive global market.

LSEG’s new policy offers an impressive 26 weeks of fully paid leave to all employees with more than 12 months’ service who are welcoming a child into their family. This is irrespective of the parent’s gender, how they become a parent, or their location, ensuring equal opportunity for all LSEG parents to engage in child caregiving. This initiative is a substantial leap towards achieving true Diversity, Equity, and Inclusion (DEI) in the workplace, setting a global benchmark that other organizations are likely to follow.

Why does this matter for HR?

1. Attracting and Retaining Talent: In today’s job market, where competition for top talent is fiercer than ever, benefits like LSEG’s parental leave policy can be a significant differentiator. By offering such forward-thinking benefits, companies can attract a more diverse talent pool and retain employees who value family-friendly workplace policies.

2. Promoting Gender Equality: Traditional parental leave policies often reinforce gender stereotypes by assuming primary caregiving roles for one gender over the other. LSEG’s gender-neutral policy challenges these norms, promoting a more inclusive environment that supports and encourages shared parental responsibilities.

3. Supporting Work-Life Balance: The addition of an eight-week phased return to work, with employees working 80% of their normal hours at full pay, acknowledges the challenges of balancing professional and personal responsibilities. This approach can lead to healthier, more productive employees.

4. Enhanced Support for Neonatal Care: Recognizing the additional challenges faced by families with children requiring neonatal care, LSEG’s enhanced leave policy provides critical support during difficult times. This consideration reflects a deeper understanding of employee needs and a commitment to supporting them through life’s challenges.

LSEG’s policy is more than just a generous employee benefit; it is a statement on the importance of nurturing an inclusive, supportive, and equitable workplace culture. For HR professionals, it serves as a clear indicator of the shifting expectations towards employee welfare and the role of organizations in facilitating this. As firms navigate the complexities of the modern workforce, adapting to these shifts is not just beneficial but essential for sustainable growth and success.

For HR professionals and firms worldwide, this new global parental leave policy highlights the importance of re-evaluating traditional policies and practices to align with the evolving expectations of the workforce. As we move forward, embracing such paradigm shifts in HR will be pivotal in building more resilient, inclusive, and competitive organizations. If you would like to discuss how we can help you with your policy creation, please get in touch with us.