The Executive Coaching Consultancy

Deloitte Global has released its inaugural Disability Inclusion @ Work 2024 survey, providing a comprehensive look into the workplace experiences of 10,000 individuals with disabilities, chronic health conditions, or who are neurodivergent across 20 countries. The findings highlight significant challenges and opportunities for creating more inclusive workplaces. Key Findings: - High Disclosure Rates: Nearly 88% of respondents have disclosed their condition at work, primarily to HR or direct supervisors. However, many still hesitate to share with peers due to fears of negative perceptions. - Accommodation Requests: One-quarter of those who disclosed their condition have requested workplace accommodations. Alarmingly, 74% have had at least one request denied, often due to perceived costs or implementation difficulties. - Event Accessibility: Six in 10 respondents have missed work events due to inaccessibility, with common barriers including lack of accessible restrooms and insufficient breaks. - Non-Inclusive Behaviours: 41% of respondents reported experiencing microaggressions, harassment, or bullying in the past year, yet only half of these incidents were formally reported. Path Forward: To foster disability inclusion, Deloitte recommends five key actions: 1. Visible Leadership Commitment: Ensure disability inclusion is a priority at the board level. 2. Senior Role Models: Encourage senior leaders to act as role models. 3. Strength-Based Roles: Align roles with employees' strengths and interests. 4. Embedded Accessibility: Integrate accessibility into all aspects of the career lifecycle. 5. Supportive Culture: Create a culture where accommodations are readily provided, and non-inclusive behaviours are addressed. https://lnkd.in/eJ4QCvkN #DisabilityInclusion #InclusiveWorkplace #DiversityAndInclusion

A recent study by Valentina Rutigliano from the Vancouver School of Economics, published on the Social Science Research Network, sheds light on the significant impact of motherhood on women entrepreneurs. The research reveals that childbirth drastically reduces the likelihood of women starting new businesses and negatively affects the performance of existing female-led companies. Key findings include: - Women are 42% less likely to start a business in the year they give birth, and this effect, although diminishing over time, never fully returns to pre-birth levels. - Female-led businesses experience a 21% decline in sales, 17% in assets, and 21% in profits within five years post-childbirth. - Profit margins and return on assets decrease by 6% and 7%, respectively, and the survival rate of these businesses drops by approximately 2.5% annually. - Interestingly, the study highlights that men do not face the same challenges. Male-led firms show only moderate negative effects from childbirth, leading to a significant gender gap in entrepreneurial success. The research underscores the critical role of reliable childcare in bridging this gap. Proximity to grandparents, especially grandmothers, significantly boosts business performance for entrepreneurial mothers. This support is even more crucial in areas with limited formal childcare options. These findings emphasise the need for policies and systems that support women balancing business and family responsibilities. https://lnkd.in/eGTFtSDR #WomenInBusiness #Leadership #Motherhood

Welcome to the team Holly!

A recent study by Ciphr reveals that 66% of female-dominated jobs in the UK still have gender pay gaps favouring men. The research, based on Office for National Statistics data, highlights significant disparities in professions like financial account management and residential care management, with pay gaps of 18.4% and 14.8%, respectively. Even in balanced gender workforces, women earn less per hour than men in 85% of cases. Roles such as office managers, solicitors, and marketing managers show pay gaps ranging from 13.4% to 18.4% in favour of men. Cranfield University's Female FTSE Board Report also notes a decline in female executive directors, with women holding only 12% of executive roles on FTSE boards. Despite overall representation on FTSE boards rising to 42%, the "glass ceiling" remains a significant barrier. Experts urge employers to address these systemic issues by conducting annual gender pay gap reports and implementing concrete actions to promote equity. Claire Williams of Ciphr emphasises the importance of fairness, engagement, and trust in the workplace, while Anna Anthony of EY calls for better support for women in senior management. Sunita Harley, an inclusion consultant, advises organisations to monitor retention and promotion decisions to build gender equity and support the careers of women and underrepresented colleagues. https://lnkd.in/evXrFUjV #GenderPayGap #WomenInLeadership #DiversityAndInclusion

A new analysis of the UK government's shared parental leave (SPL) scheme reveals a significant disparity in its uptake, favouring wealthier families in South-East England over lower earners. Introduced a decade ago to promote father involvement in childcare, SPL allows parents to share up to 50 weeks of leave and 37 weeks of pay following the birth or adoption of a child. However, campaign group The Dad Shift highlights that the scheme is "failing working families." Data from a Freedom of Information request to HMRC shows that the top 20% of earners account for 60% of SPL users, while only 5% come from the bottom 50% of earners. Additionally, since 2014, £40 million has been paid to families in London, nearly ten times more than in the North-East. George Gabriel, co-founder of The Dad Shift, points to awareness gaps, complexity, and societal norms as barriers. A 2023 government review found that 45% of dads were unaware of SPL, and it was used in fewer than 2% of births last year. Despite these challenges, those who use SPL report positive experiences. The Labour Party is reviewing parental leave policies, with campaigners calling for more generous and accessible provisions. Blair McDougall, a Labour MP, argues that current rules are outdated and need reform to support modern fatherhood. Some businesses offer enhanced SPL packages, but small businesses like Paul Bowen's pie factory in Lancashire struggle to afford such benefits without government support. The Dad Shift advocates for taxpayer-funded, substantial parental leave packages to ensure all families can benefit, emphasising the need for policy changes to make SPL more equitable and practical for all parents. https://lnkd.in/e5i9QA3q #SharedParentalLeave #ParentalLeave #GenderEquality

🌟 When ADHD Hits Home 🌟   For many parents, the journey to understanding ADHD starts not with their own struggles, but through their child’s diagnosis. It’s a pathway that often leads to self-discovery, as they begin to see familiar patterns in themselves. However, pursuing a late diagnosis as an adult can feel like climbing a mountain—especially within the UK’s overstretched health system.   In my article for @The Executive Coaching Consultancy, I explore: 🔹 The unique challenges of parenting with ADHD. 🔹 The UK’s diagnosis crisis and practical options like the “Right to Choose.” 🔹 How coaching, therapy, and medication can transform lives. 🔹 Some of the workplace adjustments that can empower neurodivergent individuals to thrive.   ADHD is more than just a “trend”—it’s a real, highly impactful condition, often misunderstood and under-diagnosed. Yet, with the right support, parents, professionals, and organisations can unlock the potential that comes with understanding and managing neurodivergence.   💡 If you’re curious about ADHD, suspect you might have it, or want to support a colleague or loved one, this article offers practical advice and hope.   📖 Read the full piece here: https://lnkd.in/e-ScXfiR   #ADHD #Neurodiversity #Parenting #ExecutiveCoaching #Inclusion

In her Forbes article, Jodi Euerle Eddy, Chief Information and Digital Officer at Boston Scientific, discusses the persistent challenges women face in leadership roles and offers three actionable strategies to support their success. Drawing from her extensive experience and the initiatives at Boston Scientific, Eddy highlights the importance of top-level commitment, structured mentorship and sponsorship, and continuous learning opportunities. 1. Get Buy-In from the Top and Lead by Example: Change must start at the top. Senior leaders need to visibly support and commit to inclusion initiatives. This involves demonstrating the value of diversity and ensuring that the entire organisation is aligned with these goals. Leadership should foster a culture of open communication, where feedback is encouraged and everyone feels heard. 2. Create a Structure for Mentorship and Sponsorship: Mentorship is crucial, but sponsorship takes it a step further. Sponsors actively advocate for their protégés, opening doors to new opportunities and championing their achievements. Establishing formal mentorship and sponsorship programs to ensure these relationships are nurtured and impactful. 3. Provide Opportunities for Learning and Growth: Continuous learning is essential for career advancement. Companies should invest in educational programs that help women develop new skills and enhance their leadership capabilities. These strategies are important not only for gender equality but also for business success. Diverse leadership teams bring fresh perspectives and drive innovation, ultimately benefiting the entire organisation. #WomenInLeadership #Leadership #DiversityAndInclusion

Discrimination against young women in the workplace is rising, and it’s a concerning trend. I recently spoke with People Management magazine about the critical role HR must play as guardians of equity— amid growing anti-woke sentiment. Just goes to show what happens if you take your foot off the pedal in pushing for gender equity. It's tempting to think that this is no longer a problem when these stats show that it patently is.  📖 Read the full article here: https://lnkd.in/e8DJUucy #GenderEquity #WorkplaceInclusion #YoungWomen #HR #DiversityAndInclusion

Recent research by Cranfield University and EY reveals a concerning trend: the number of women in executive roles on FTSE 250 boards has decreased by over 10% in the past two years. Despite an overall increase in gender diversity within boardrooms, fewer women are reaching the highest executive positions. The study highlights that in 2024, there are only 42 women executive directors on FTSE 250 boards, down from 47 in 2022. This means women now represent just 12% of executives in some of the UK's largest listed companies. The number of women in the most senior roles, such as CEOs and CFOs, has also stagnated, with only ten female CEOs and 23 female CFOs currently in place. Professor Sue Vinnicombe from Cranfield School of Management describes this situation as an "executive gender paradox," where the gap between women in non-executive director (NED) roles and executive roles continues to widen. While there has been a 50% increase in women holding NED roles, the glass ceiling for women in executive positions remains firmly in place. The report also notes that 70% of FTSE 250 companies have met the Government-backed FTSE Women Leaders Review voluntary target, which aims for boards and leadership teams to have at least 40% female representation by the end of 2025. However, achieving these targets has not translated into more women in top executive roles. Professor Vinnicombe emphasises the need for significant and meaningful changes to support women in reaching and thriving in executive positions. She points out that many women who do reach the C-suite often find themselves unsupported in a male-dominated environment. https://lnkd.in/ezu279Gh #GenderDiversity #WomenInLeadership #DiversityAndInclusion

In 2020, Trump initiated the anti-DEI movement with an executive order aimed at banning federal contractors from offering DEI training. Now, with his second term, the Project 2025 agenda looms, threatening to abolish federal DEI offices, remove protections against impact discrimination, and appoint judges to further restrict DEI practices. In response, US-based organisations must strategise to protect and advance their DEI initiatives. The article from HBR suggests a three-pronged approach, inspired by strategies for supporting LGBTQ+ inclusion in hostile environments: 1. When in Rome: Comply with legal restrictions while maintaining lawful DEI practices. 2. Embassy: Foster inclusive workplaces and provide support to marginalised groups. 3. Advocate: Publicly counter anti-DEI narratives, engage in litigation, and collaborate with civil rights groups. Organisations are advised to: 1. Reconfigure mentorship programs to be inclusive. 2. Ensure structured and fair interview processes. 3. Continue employee education. 4. Audit and evaluate promotion processes to eliminate bias. The article also reflects on post-affirmative action, many organisations have gone silent on DEI to protect and rebrand their inclusion programs. This silence can falsely suggest a lack of commitment to DEI. It’s crucial for organisations to stand firm on their values and actively support DEI in the face of backlash. #DEI #Leadership #Inclusion https://lnkd.in/epmmqTrP