You can accomplish remarkable things in just sixty minutes.

In 1969, Neil Armstrong’s first steps and initial exploration on the moon took about an hour.

In 2020 Mo Farah set a world record by running 21,330 meters in 60 minutes. That’s an average speed of over 13 mph, which is faster than most of us can run if we sprint just 100 meters. He just maintained that pace for a whole hour – try that on your next fun run!

Alternatively, you could make yourself a delicious meal of Beef Tacos with Homemade Guacamole. Our favorite recipe takes about an hour from ‘fridge to fork.

What we see here is that while sixty minutes might not seem that long – the length of a team meeting, a workout at the gym, or an episode of your favorite podcast – it can also be incredibly productive and even transformative.

At OrgShakers, we champion The Power of the Hour … 60 minutes where leaders can brainstorm, gain expert insights, or get the unbiased feedback needed to spark something extraordinary. After all, every major breakthrough began with an idea and someone ready to listen.

That’s why we’re excited to introduce our new consulting service: OrgShakers CL!CK.

OrgShakers CL!CK offers a one-hour, private and confidential online consultation with one of our experienced HR professionals. It’s perfect for those moments when you need advice to tackle a new challenge, to test and refine your HR strategy, or simply to try out new ideas to see what resonates.

With extensive global corporate experience, our team is equipped to provide guidance on any HR-related question, whether you’re dealing with everyday tactical issues or complex strategic concerns.

If you would like to learn more about this service and book in time with one of our team members, head over to https://orgshakers.com/orgshakers-click/

The World Health Organization estimates that in a company of 1,000 employees, 200-300 workers will suffer from a serious mental health problem in any given year, one worker will die by suicide every ten years, and for every employee who dies by suicide, another 10-20 will make a suicide attempt.

When we look more closely at the US, it can be seen that of the high-income countries monitored annually by the Commonwealth Fund, the US has the highest suicide rate – with workplace suicides having risen by 39% since the turn of the millennium. And the UK is not far behind when it comes to cause for concern, as it is estimated that 10% of suicides each year could be work related.

In the tragic event that an employee does commit suicide, the employer has a vital role in supporting workers in the aftermath of this tragedy – a role which must be handled with a sense of care and compassion in order to properly manage the aftereffects of such a delicate situation. These are some of the things employers need to do:

• Acknowledge the Incident – it’s important for employers to speak about what has happened and provide employees with the space to process it. The loss should be acknowledged without speculation or blame, and condolences should be offered to the family, colleagues, and friends, as well as a clear assurance that the company is there to offer support to those affected.  
• Supporting and Signposting – in the immediate aftermath of the incident, it’s imperative that employers are making employees aware of the support that’s on offer internally (usually through an Employee Assistance Program) as well as offering to signpost grief counselling services to those who need it. Peer support should also be encouraged during this time, as the team will be feeling a mix of emotions, some more intensely than others, and having the support of your peers to lean on is vital.
• Allow Time for Grieving – some employees will be more affected than others by the loss of an employee through suicide, either due to how close they were with the deceased or if suicide is a particularly triggering topic for them based on past trauma. It can be a good idea for employers to provide a certain level of flexible leave for those who need time to process. In addition, employers can designate a safe, quiet space in the workplace where employees can go if they need a moment away from their work environment.
• Memorials and/or Tributes – if it’s appropriate and in line with the wishes of the family, it can be good to consider organizing a memorial service or providing a space for employees to share memories and support each other. Employers can also consider allowing employees to express their grief through tributes such as a memory board, a charitable donation, or planting a tree in memory of the employee.
• Ongoing Mental Health Monitoring – managers need to be regularly checking in with their teams to see how they are coping and reminding them of support available. It’s equally as important that managers are also given ongoing support and training so that they can handle these delicate situations to the best of their abilities.

In the aftermath of an employee suicide many employers will likely want to review and improve their workplace practices around suicide prevention – especially if the suicide was in any way work-related.

This will involve re-evaluating the workplace culture by reviewing policies and practices to ensure they support employee wellbeing and mental health, as well as reaffirming how important open and honest communication is and that all employees can always make time to talk privately to their leaders and direct reports.

It can be a good idea to conduct an incident review to get a better understanding of any work-related behaviors that might have been observed at work. HR should use these findings to prevent future tragedies by using the data to strengthen polices, procedures, and support systems.

Lastly, consider introducing mental health initiatives such as stress management programs and anti-bullying policies, as well as reviewing your current EAP provider to ensure they are offering a wide range of support for diverse issues.

If you would like to discuss this in more detail, please get in touch with me at karen.cerrato@orgshakers.com

You can do a lot in sixty minutes.

In 1903, Orville and Wilbur Wright marked the dawn of aviation with their FOUR successful sustained human flights. All four of these happened in the space of just one hour!

In 2022, Filippo Ganna cycled 56.8km in one hour setting a new world record. To achieve this, he sustained an average speed of over 35mph for a full 60-minutes. Try matching that at your next spinning class!

And, today, it’s estimated that Jeff Bezos will be earing around $3.5 million an hour.
(So, Jeff, if you read the whole of this article it will have taken up just $120,000 of your valuable time which I’m sure you’ll agree is great value!)

What we are seeing here is that although 60-minites may seem like a relatively short amount of time – the length of a lunch break, the time it takes to travel home, the duration of an episode of TV – it’s also possible for an hour to be highly productive … and maybe even groundbreaking.

At OrgShakers, we believe in The Power of the Hour … 60-minutes where leaders can bounce around ideas, receive expert advice, or get the objective feedback they need to start something incredible. After all, every successful business we’ve come to know started with an idea – and someone who was willing to listen.

That’s why we have launched our brand-new consulting service: OrgShakers CL!CK.

OrgShakers CL!CK is a one-hour, private and confidential online consultation with one of our seasoned HR professionals. It offers instant advice and is designed specifically for those times when you need help figuring out how to overcome a challenge, when you need advice on your HR processes, or if you simply just want a sounding board for new ideas to see what sticks.

With years of first-hand corporate experience on a global scale, our team can advise you on any HR question you may have, whether that be the day-to-day tactical challenges or a complex strategic issue.

If you would like to learn more about this service and book in time with one of our team members, head over to https://orgshakers.com/orgshakers-click/

In recent days, the UK has experienced the worst civil unrest in more than a decade.

After the fatal stabbing of three young girls at a dance class in the UK seaside town of Southport, the spread of misinformation around the perpetrator of this crime, as well as far-right and anti-immigration rhetoric, has sparked a series of riots, looting, and violent attacks against people of colour.

After the arrest of a 17-year-old boy for the murders in Southport, social media posts began to falsely speculate that the suspect was a Muslim asylum seeker who arrived in the UK in 2023. However, it has since been confirmed that this information is false, and that the suspect was born in the UK to Rwandan parents. But these harmful rumours have led to violent rioting and race-related crime skyrocketing (on Wednesday 7^th August, there were plans for more than 100 gatherings of rioters), with many people finding themselves scared to leave their homes for fear of being attacked or discriminated against due to their race, ethnicity, or faith.

Sadly, the UK is not alone in experiencing racially motivated incidents of this kind, and when they do occur, many employers will have team members who feel angry and scared. Therefore, it’s so important for leaders, managers, and HR professionals to be providing the right support during this time:

• Flexible Working – reiterate to staff members that their safety is of the utmost importance to the company, and should they feel more comfortable doing so, they can work from home or any other place they feel safe. It is also worth considering flexibility around hours being worked, as some may feel more comfortable working earlier in the day, as many riots have been scheduled and taken place in the evening.
• Mental Health Support – the rising violence all across the country is going to have a damaging effect on the mental health of those who feel targeted, exacerbating feelings of anxiety, depression, and stress. Employers should remind their teams of the tools they have available for mental health support, whether this be external signposting or through an in-house Employee Assistance Program.
• Reporting a Crime – if an employee were to fall victim to a crime, especially when travelling to and from work, explain the process that they can go through to report this crime if they wish to and assist where necessary. For many people, it can be incredibly daunting to admit that they are a victim and have to report abuse, and so those employers who can support staff during that process will be instrumental to making them feel safe.

It is an atrocious thing when people feel unsafe where they live, and so it is crucial for employers to be doing everything they can to support the physical and mental wellbeing of those staff members affected.

If you would like to discuss these support strategies in further detail, please get in touch with me directly at therese@orgshakers.com

During our Inspiring Inclusion Webinar, panellist Kelli Hammersmith read an excerpt of David Brooks’s How to Know a Person: The Art of Seeing Others Deeply and Being Deeply Seen. This inspired us to choose David’s book as this month’s reading recommendation.

David is an Opinion columnist for The New York Times, as well as being the author of several books. With his specialism being centred around political, social, and cultural trends, he has poured his years of expertise into this fantastic book, which explores the true and unkempt value of understanding people on a deeper level. As he himself observes, “The older I get, the more I come to the certainty that there is one skill at the centre of any healthy family, company, classroom, community or nation: the ability to see each other, to know other people, to make them feel valued, heard and understood.”

However, despite the importance of this skill, many of us can often fall short in truly understanding and valuing one another. The book is therefore driven by a series of questions which David endeavours to supply the answers to: what kind of attention should one cast on others? What conversations are vital to truly knowing a person? Which aspects of a person’s history deserve attention?

The answers to these questions are all drawn from various research from the fields of psychology and neuroscience, as well as the worlds of theatre, history, and education – interwoven with David’s own personal experiences and trademark sense of curiosity. This allows the book to act as a helpful and practical guide to fostering deeper connections at home, at work, and throughout our lives.

It is for this reason why we believe that this book is a must read for HR professionals and leaders alike. Our roles require us to understand the fundamentals of being human – it’s in the name! – and David expertly conveys not just how to ensure you are seeing and valuing the people around you, but also why it’s so important to be doing so.

If you would like to discuss how we can help coach your leaders to better understand the art of seeing their employees deeply, please get in touch with us today.

And in the meantime, make sure you grab a copy of How to Know a Person – you can purchase it here in the UK and here in the US.  

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.

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