Adviser’s Post

Unpopular opinion, here goes: Diversity and Inclusion is largely not discussed enough because of the fear of saying the wrong thing rather than due to a lack of care or desire to support D&I initiatives. I was speaking on a panel last year and one of the fellow panel members was there as a D&I expert. She spoke about internal mobility for the older generation. Someone in the audience asked a question about how we encourage the older generation to use their wisdom and skills to re-enter the workplace post retirement. The audience member used a term that was somehow deemed to be the wrong term and my fellow panellist absolutely tore through them for it. She said the term he used was “ageist” and spent 5 minutes explaining, aggressively, why the term shouldn’t be used. Instead of focussing on his point and trying to help solve the problem. There was nothing wrong with what he asked. He used the term “old boy” endearingly to refer to the 68 year old man that had recently retired. Nothing wrong with the way he framed it. This man was trying to support an initiative and yet someone who claimed to be there to solve the issue stood in the way of the solution because of a term that someone, somewhere, deemed offensive. Diversity and Inclusion needs to be discussed in real terms. Unfortunately in my experience intelligent people avoid the discussions because they’re scared that they’ll say the wrong thing, even though their intentions are pure. This, for me, is the single biggest barrier to progressing DE&I in business.

💎 Embracing Age Diversity: Insights on the Quad-Gen Workforce Today, the workforce spans four generations—each with unique strengths and fresh perspectives. Henley's Associate Professor in Organisational Behaviour Tatiana Rowson PhD, SFHEA, CMBE's research challenges us to become Age Intelligent, where every generation feels respected, and knowledge flows in all directions. With age diversity, we don’t just work together; we learn, innovate, and inspch other. It’s time to push past stereotypes, embrace lifelong learning, and create workplaces where everyone—from Gen Z to Boomers—can thrive. Ready to make age diversity a true advantage? 🔗 Learn more on the risks and opportunities of of a QuadGen Workforce here: 👉https://lnkd.in/d2z_kMYd #HenleyBusinessSchool | #AgeDiversity #Inclusion #FutureOfWork

Age should never be a barrier in the workforce, but unfortunately, the statistics often tell a different story. You can find some companies that are actively addressing this issue in the LSE article below. Are you, or is someone you know, looking to reposition themselves? If so, please get in touch. We empower mid-life and mid-career professionals to safeguard their careers and personal lives by preparing them for the future. We'd like to hear your stories. #getintouch #careers #safeguard #empowerment #careerchange #reinvention #reclaimyournarrative #repositionforsuccess #midlife #midcareer

We know that young people often lack confidence and feel unprepared for working life. Sadly yesterday’s labour market figures from the Office for National Statistics reflect that. Employment amongst 18-24s dropped from 59.2% last quarter to 57.8% in the latest three months (December-February 2024). There was a rise of 4.4 percentage points in 16-24-year-olds who were economically inactive, comparing December-February 2023 with the same quarter 2023/24. There was also a rise in the number of 16-24 year olds economically inactive due to long-term health conditions. On the positive side, many corporates are stepping up and doing great things to support young people into employment. For example, our CareerSense programme for NatWest has supported tens of thousands of young people. It includes Exploration Workshops co-delivered in schools by NatWest staff, targeting areas of low social mobility. 67% of young people questioned after taking part say they now understand how the skills they have learned could be applied in the workplace.   But no one stakeholder can do this on their own. Which is why, as a company, we’re always interested to know about intersectional initiatives that bring together companies, policy makers, education, health and the voluntary sectors.

The Stark Irony: Generation X's Double Standards in Raising Progressive Gen Z and Leading with Outdated Command As a recent panellist at a virtual conclave on workplace dynamics, I delved into the topic of engaging Gen Z, a talk made all the more perplexing by the fact that many of us from Gen X are the parents of this generation. We Gen X grew up under a command-and-control environment, obeying orders within a rigid hierarchical structure, both at home and under the early bosses of our careers. Recognizing the stifling nature of this approach, we chose to raise our children, the Gen Zers, differently, granting them agency and involving them in household decisions to foster openness and dialogue. Yet, the ludicrousness emerges starkly in the workplace. Despite our distaste for the authoritarian styles we endured, many Gen X leaders revert to these very methods at work. This contradicts how we've raised our children and imposes the same disliked methods on our and others’ children. Imagine the shock for Gen Z, raised with ideals of agency and autonomy, entering workplaces that starkly contrast their expectations, governed by the outdated command-and-control model they were taught to question. To bridge this gap, leaders must reflect the democratic principles practised at home in their professional conduct. Engaging with Gen Z means more than assigning tasks; it involves understanding their career aspirations, personal strengths, and preferences and fostering an environment where these young professionals feel safe and valued. What we choose to do with our children at home, granting them the freedom to express, question, and participate, must mirror how we engage them in the workplace. 1. Communicate with Clarity: Establish clear goals and timelines. A prerequisite for offering freedom 2. Enquire About Their Opinions: Foster a culture where every voice is heard and valued. 3. Avoid Being Prescriptive: Encourage autonomy and the development of individual solutions. 4. Provide Psychological Safety: Create an environment where employees feel safe to share ideas and concerns without fear of repercussion. 5. Understand Their Journey: Discuss their career aspirations and personal development paths regularly. 6. Offer Learning Opportunities: Provide resources and opportunities for continuous growth and skills development. 7. Give them meaningful and purpose-driven work. By aligning our leadership styles with the inclusive and consultative approach we use at home, we can transform workplace challenges into opportunities for innovation and growth, ensuring that Gen Z can thrive in environments that resonate with their upbringing. Note: The views expressed here are my own and do not necessarily reflect the views of my employer. Bhavya SharmaChandni SharmaAhmed Z.D. ✏️Rekha Narendra SHRM India Keka HR #Leadership #GenerationZ #WorkplaceCulture #HumanResources

My latest blog on Pimento discusses a pressing issue in the modern-day workplace: ageism. Despite the increasing longevity and vitality of older workers, they still face barriers when seeking employment due to stigma and misconceptions about their ability to adapt to change. It's time to recognise that ageism is the last bastion of discrimination in the workplace and take steps to eliminate it. Let's work together to create a more inclusive and diverse workforce. https://lnkd.in/eV7nUQBS

In the ever-evolving workforce landscape, we find ourselves at a crossroads where appreciation of the latest innovations meets respect for time-honored traditions. The delicate balance of embracing the strengths of the past while navigating the complexities of the present provides a blueprint for cultivating communities built on respect, freedom, and a sense of belonging. Such a philosophy pays tribute to the legacy of the old-school generation and paves the way for a future where the very essence of life is celebrated. Individuals from this generation, known for their unmatched work ethic, resilience, and dedication, represent values that have become increasingly scarce in today's fast-paced, technology-centric environment. These seasoned professionals, raised in an era where hard work was the norm, stand in stark contrast to some of the younger workforce's expectations of safe spaces, extensive perks, and minimal effort. Their approach to work transcends mere attendance, focusing instead on meaningful contributions, mentorship, and achievement with respect, passion, and honor. Accustomed to adapting quickly to high-pressure situations, they exemplify the ethos of 'drinking from the fire hose' without needing constant guidance. However, despite their invaluable contributions and a rich legacy of knowledge and skills, these old-school workers often encounter ageism in the workplace. The discrimination based on age significantly hinders intergenerational learning and collaboration. This form of prejudice not only sidelines experienced workers but also robs organizations of the diverse thoughts and wisdom that seasoned professionals can provide. The irony of ageism is its shortsightedness, as those who perpetuate age-based discrimination may one day experience its unfairness firsthand, recognizing the lost opportunities for mutual growth and understanding. Ageism in the workplace represents a multifaceted issue, leading to the loss of valuable insights and skills that older workers bring. It undermines efforts toward diversity and inclusion, which should encompass age alongside race, gender, and sexual orientation. Furthermore, it limits mentorship and leadership development opportunities, as older employees often serve as such. Confronting and overcoming ageism is imperative to creating more inclusive, respectful, and dynamic communities within and beyond the workplace. Acknowledging the invaluable contributions of the old-school generation, fostering intergenerational collaboration, and promoting a culture of respect and honor for workers of all ages are crucial steps toward building a future that celebrates life. By adopting such an approach, companies benefit individuals across the age spectrum and enrich the collective human experience, driving innovation and growth in ways that honor our past while eagerly anticipating our future.

𝐏𝐫𝐨𝐟𝐞𝐬𝐬𝐢𝐨𝐧𝐚𝐥 𝐓𝐫𝐮𝐬𝐭𝐞𝐞 𝐃𝐢𝐯𝐞𝐫𝐬𝐢𝐭𝐲 𝐏𝐚𝐲 𝐆𝐚𝐩: Are female professional trustees paid the same as males? Last week was National Inclusion Week, and I asked a series of questions to gauge the industry’s perception of inclusion within the professional trustee market. 𝐅𝐫𝐢𝐝𝐚𝐲’𝐬 𝐪𝐮𝐞𝐬𝐭𝐢𝐨𝐧: On Friday, I asked: ❓ 𝑨𝒓𝒆 𝒇𝒆𝒎𝒂𝒍𝒆 𝒑𝒓𝒐𝒇𝒆𝒔𝒔𝒊𝒐𝒏𝒂𝒍 𝒕𝒓𝒖𝒔𝒕𝒆𝒆𝒔 𝒑𝒂𝒊𝒅 𝒕𝒉𝒆 𝒔𝒂𝒎𝒆 𝒂𝒔 𝒎𝒂𝒍𝒆 𝒑𝒓𝒐𝒇𝒆𝒔𝒔𝒊𝒐𝒏𝒂𝒍 𝒕𝒓𝒖𝒔𝒕𝒆𝒆𝒔 ❓ 46% of you believe they are, but 47% believe females are paid lower than males. Unfortunately, the answer is not that simple…! 💰 𝐏𝐫𝐨𝐟𝐞𝐬𝐬𝐢𝐨𝐧𝐚𝐥 𝐓𝐫𝐮𝐬𝐭𝐞𝐞 𝐃𝐢𝐯𝐞𝐫𝐬𝐢𝐭𝐲 𝐏𝐚𝐲 𝐆𝐚𝐩: There is a lot of variety in pay amongst professional trustees. This appears to depend on: -         How long you have been a trustee -         Your professional background -         Your qualifications With 51%* of professional trustees at the ‘Big 10’ professional trustee firms now female, the question is whether females are males are paid the same. 𝐓𝐡𝐞 𝐏𝐞𝐧𝐬𝐢𝐨𝐧𝐬 𝐑𝐞𝐠𝐮𝐥𝐚𝐭𝐨𝐫 (𝐓𝐏𝐑) 𝐃𝐢𝐯𝐞𝐫𝐬𝐢𝐭𝐲 𝐏𝐚𝐲 𝐆𝐚𝐩: TPR publishes its Diversity Pay Gap figures on its own workforce - showing that males get paid 7% higher than females. While it is only mandatory to report on information on gender, TPR also voluntarily includes information on disability, ethnicity and sexual orientation in its Diversity Pay Gap Report 2022. 𝐓𝐚𝐤𝐞 𝐩𝐚𝐫𝐭: To take part in our Professional Trustee Diversity Pay Gap Survey and receive a bespoke comparison of your current salary to the wider professional trustee market, please click on the link below: 👉 https://lnkd.in/eH9d2kwr By taking part, you will also be helping to gather information to enable us to analyse the diversity pay gap for the professional trustee industry and to monitor any identified differences over time. * 𝘉𝘞𝘋 𝘴𝘶𝘳𝘷𝘦𝘺𝘦𝘥 𝘰𝘷𝘦𝘳 100 𝘢𝘤𝘤𝘳𝘦𝘥𝘪𝘵𝘦𝘥 𝘱𝘦𝘯𝘴𝘪𝘰𝘯 𝘵𝘳𝘶𝘴𝘵𝘦𝘦𝘴 𝘢𝘤𝘳𝘰𝘴𝘴 𝘵𝘩𝘦 10 𝘭𝘢𝘳𝘨𝘦𝘴𝘵 𝘱𝘳𝘰𝘧𝘦𝘴𝘴𝘪𝘰𝘯𝘢𝘭 𝘱𝘦𝘯𝘴𝘪𝘰𝘯 𝘵𝘳𝘶𝘴𝘵𝘦𝘦 𝘧𝘪𝘳𝘮𝘴 𝘪𝘯 𝘵𝘩𝘦 𝘜𝘒 (“𝘵𝘩𝘦 𝘉𝘪𝘨 10”). 𝘛𝘩𝘦 𝘳𝘦𝘴𝘶𝘭𝘵𝘴 𝘰𝘧 𝘵𝘩𝘦 𝘴𝘶𝘳𝘷𝘦𝘺 𝘢𝘳𝘦 𝘴𝘩𝘰𝘸𝘯 𝘪𝘯 𝘵𝘩𝘦 𝘭𝘪𝘯𝘬 𝘪𝘯 𝘵𝘩𝘦 𝘤𝘰𝘮𝘮𝘦𝘯𝘵𝘴. BWD Search & Selection James Walker Harry McNeill Tom Craske Jack Heaton

I am excited to announce the introduction of #GenderAffirmationLeave as part of Australian Retirement Trust's Enterprise Agreement. This new leave type is now available to all team members, highlighting our commitment to supporting individuals affirming their gender. Why this matters: Gender affirmation is the process where individuals begin to live and present as their affirmed gender, rather than the one assigned at birth. This can involve: 🔹 Social Affirmation: Changing names and pronouns or altering one’s presentation. 🔹 Medical Affirmation: Taking gender-affirming hormones or undergoing surgeries. 🔹 Legal Affirmation: Updating legal gender markers and/or names. Our Commitment: This initiative reflects ART's dedication to creating an inclusive and supportive workplace. I know that I am not alone in extending my gratitude to my colleagues within the People & Culture team, the EA Bargaining team, and everyone involved in making this possible. Join Us: If you're looking for your next role and want to be part of an inclusive and forward-thinking organisation, explore opportunities with us! Visit our careers page or check out the Australian Retirement Trust jobs page on LinkedIn. Together, let's build a future that celebrates diversity and fosters genuine inclusivity 🌈 #AustralianRetirementTrust #Inclusion #Diversity #PrideAtART #ARTCareers #JoinUs #AwakenYourCareer

Recent analysis from the Department for Work and Pensions has revealed that the gender disparity in share schemes has doubled over the past year. In 2023, men were twice as likely as women to have access to company share schemes. This gap has now doubled, with men being four times as likely to benefit from share schemes compared to their female counterparts. In this article in HRmagazine today, Greg Guilford, Director of HR Consultancy at WorkNest, offers advice for HR on addressing inequality in organisations and improving the uptake of company share schemes. Read it here: https://lnkd.in/e6bsE8Ua #sharescheme #inequality #genderpaygap