After months of meticulous planning, we delivered our annual DEIB Week last week — and what a week it was.
I’ll admit, I always begin with a few nerves. Have we chosen the right topics? Will our external speakers resonate? Will colleagues show up, engage, and lean in?
I needn’t have worried.
We ran 10 sessions across the week, with over 6,000 colleagues joining from around the world. The timing couldn’t have been better. Against a backdrop of growing scepticism and backlash towards DEIB, our people showed up ready — ready for bold, challenging conversations, to share lived experiences, and to connect across borders.
Here are five reflections that stood out most:
Be bold. Always. We didn’t hold back — and nor did our colleagues. A standout session on Religious, Faith & Spirituality Inclusion explored both what unites us and what can divide. The richness of discussion proved that when we open the door to complexity, colleagues walk through with courage and curiosity.
Global DEIB isn’t one-size-fits-all. In Belonging Beyond Borders, we unpacked how cultural context shapes the way belonging is understood across our 120-country footprint. It was a powerful reminder that regional nuance must be central to any global DEIB strategy.
If you don’t have an age strategy, you don’t have a growth strategy. That line from our Rethinking Over 50s session really stuck. The link between DEIB and business value was front and centre — and age inclusion is still too often overlooked.
We all have the power to be ChangeMakers. Sal Naseem opened the week with a moving reminder that real change starts with each of us. Through storytelling and lived experience, he showed how we can all step into action — calling out discrimination wherever we see it.
Courageous conversations can’t wait. Gisele Marcus wrapped up the week with a challenge: what difficult conversations are we avoiding? If something doesn’t feel right, it’s on us to call it in — with empathy and conviction.
It was an energising, inspiring week. And most of all, it showed what’s possible when DEIB is not a side conversation, but a business-critical one.
I’d love to hear how others are engaging colleagues in meaningful DEIB conversations — and connecting that work to commercial impact.
Last week, I had the absolute privilege of watching our latest Talent Lab cohort, in partnership with AWE, deliver their final presentations following eight weeks of intense project management and project controls training.
We have been partnering with AWE for the last 8 months, with over 50 Associates now deployed, or about to be, and further cohorts about to enter training. This cohort have just finished their PPC training before they are fully inducted into AWE and begin the next step in their journey.
The last 8 weeks have been gearing up to this day and the room was filled with a mixture of nervous energy, pride, and an undeniable sense of achievement. Each Associate, in small groups, stepped forward to present to stakeholders who have followed their journey, some from initial assessment. It was a day that highlighted not just the power of skills and knowledge but the sheer force of dedication, resilience, and potential.
These individuals, many of whom came to us looking for a career change or a fresh start, stood in front of a room of professionals, articulating complex ideas, demonstrating their learning, and proving to themselves and others that they belong in these spaces.
Just eight weeks ago, many of our cohort may have doubted themselves, but were now standing tall, presenting with conviction, and earning the respect of industry leaders.
AMS Talent Lab
Talent Lab exists because we know that talent is everywhere, but opportunity is not. Too often, career paths are determined by networks, privilege, or early academic choices that may not reflect true ability. We are here to change that. This programme is designed for those who are early in their careers or seeking a new direction, providing them with the knowledge, confidence, and industry connections to step into roles they may never have thought possible. Last week, I saw what happens when we remove barriers and replace them with belief.
I must admit, this is my favourite part of the journey for each cohort, it feels like the crescendo to the training, and I could not have been prouder.
To our cohort—you should be incredibly proud. Your hard work, your determination, and your willingness to step out of your comfort zone have been inspiring. You are proof that with the right support, guidance, and opportunity, potential can be transformed into achievement.
To those watching from the side-lines, wondering if they, too, could take that leap—the answer is yes. Talent Lab, and programmes like it, exist to open doors.
As our talented cohort prepares to make a significant impact with AWE, we invite you to join us in championing social mobility while creating your future leaders. Explore partnership opportunities with us and be part of this transformative journey.
If you would like to explore partnership opportunities with us and be part of this journey, contact us today.
Neurodiversity is all around us, shaping the way individuals think, work, and interact with the world. Yet, because neurodivergent traits often manifest in subtle or unexpected ways, they can go unnoticed or misinterpreted.
Whether in life or at work, recognizing neurodiversity is a step toward fostering inclusion, understanding, and maximizing human potential.
Neurodiversity refers to the natural variations in how people think, process information, and engage with their surroundings. From a medical perspective, we have developed words to describe some of the variations naming some of them as conditions such as autism, ADHD, dyslexia, dyspraxia, and others.
These differences are natural and often come with unique strengths and perspectives that can benefit society and businesses alike.
Neurodivergence can present in professional environments in ways that influence work styles and collaboration. Leaders and colleagues who recognize these traits can help create more inclusive workplaces.
Whilst it isn’t particularly appreciated, for people to be ‘on the lookout’ or to point out differences that can be witnessed, education and awareness supports the development of more neuroinclusive thinking and open-mindedness. It is therefore useful to discuss how distinctive elements of neurodiversity may present around us and inside us.
While every individual is unique, there are some common ways that neurodivergence may present in daily interactions:
Unconventional communication styles
Someone might prefer written over verbal communication or take extra time to process conversations.
They may be highly literal or struggle with implied meanings and sarcasm.
Social interactions may feel draining, leading to avoidance or needing breaks after engaging with others.
A colleague at work may have little to say during ‘small talk’, but thrive in structured, meaningful discussions.
They are likely to prefer direct and clear communication over ambiguous or implied expectations.
Distinct learning and thinking patterns
A person may excel in seeing connections between things that others do not, deep focus, or problem-solving but struggle with memorization or rote tasks.
They may learn best through hands-on experiences rather than traditional methods.
Creative and out-of-the-box thinking may come naturally, often leading to unique solutions to problems.
Their ability to approach challenges from different perspectives can be a significant asset in strategic thinking.
Sensory sensitivities
Sensitivity to bright lights, loud noises, or certain textures can indicate sensory processing differences.
Certain fabrics, smells, or food textures may trigger discomfort or distress.
Unique routines and preferences
A strong need for structure and routine may be evident, with disruptions causing anxiety.
Hyperfocus on specific interests or hobbies can lead sporadic and/or deep expertise in niche subjects or activities.
They may have difficulty transitioning between tasks or changes that are unplanned.
They may need clear instructions, visual task lists, or deadline reminders to stay on track.
Time management, organization, or prioritization styles can require extra effort and acceptance.
Recognizing neurodiversity isn’t about labeling people—it’s about understanding and valuing different ways of thinking. By fostering awareness, we can:
Build more inclusive and accommodating environments that will benefit everyone.
Support neurodivergent individuals in leveraging their strengths.
Improve collaboration, communication, and group dynamics.
Drive innovation by embracing diverse perspectives.
Live in a society where everyone feels valued and can participate.
If you do recognize the neurodiversity around or in you, the next step is encouraging inclusivity in your environment. Whether through consideration of accommodations needed, open conversations, or simply adjusting your approach to communication, small changes can make a big difference.
Then, by shifting our mindset from awareness to appreciation, we unlock the full potential of every individual—creating spaces where everyone, regardless of neurotype, can thrive.
How can you start recognizing and supporting neurodiversity in your own environment today?
Whether in life or at work, recognizing neurodiversity is a step toward fostering inclusion, understanding, and maximizing human potential.
We all want the best person for the job. In recent years, a new acronym has emerged – MEI, which stands for Merit, Excellence, and Intelligence. Proponents of MEI argue that organizations should focus on hiring the best candidates based solely on their talent and qualifications, with a view that diversity will naturally happen as a by-product when decisions are based purely on merit.
Some see Diversity, Equity & Inclusion (DEI) as a performative exercise, with tokenistic representation as an ‘overcorrection’ to historic underrepresentation. And understandably, no underrepresented person wants to feel like the ‘diversity hire’, advancing in their career purely because of their gender, skin color, or other characteristic.
To summarize the perceived differences:
Merit-based:
Assumes we live in a meritocracy, where humans make objective, bias-free decisions; a society where people are able to progress or find success purely based on skills, ability and talent
Focuses on individual performance and achievements
Removes consideration of demographic factors
DEI-based:
Strives to make workforces representative of the communities they operate in
Works to level the playing field, recognizing that systemic barriers might prevent equally qualified individuals from certain groups from reaching the same level of opportunity
May involve strategies like targeted outreach, bias or conscious inclusion training, and creating fair selection criteria to address historical inequalities
These diverging viewpoints are at the heart of the ongoing debate that pits DEI against MEI. But arguing that DEI and MEI are in opposition creates a false dichotomy; it isn’t about choosing one over the other. It’s about recognizing that diversity and merit are not mutually exclusive—they’re mutually reinforcing.
For merit-based approaches to work, we need to live in a meritocracy. Unfortunately, without taking positive action to address systemic inequalities, we don’t.
We cannot have a meritocracy without fair opportunity, or overlook that there are structural reasons some groups are more likely to outperform others. A meritocratic system reflects the status quo, and therefore, it can perpetuate existing inequalities by continuously favoring those who already have advantages.
Diversity doesn’t simply happen; the goal of constructing a workforce based on merit requires a thoughtful approach to DEI.
Casting a wide net for talent and making objective hiring decisions that do not disadvantage candidates based on identity is exactly what DEI work seeks to do. At its heart, it’s about fairness of opportunity. True meritocracy can only be achieved when we recognize and actively work to remove the barriers that have historically excluded talented individuals from certain backgrounds.
Organizations that assume meritocracy is inherent and not something to be achieved actually run the risk of increased bias – where, for example, hiring managers do not feel they need to exert any significant effort to be fair and objective in their decision-making.
The sticking point is perhaps the ‘equity’ part, which has been the subject of considerable debate and misunderstanding. Equity is about promoting fairness based on individual needs to level the playing field, recognizing that not everyone starts from the same place.
For instance, workplace adjustments aren’t about giving disabled people an unfair advantage, but are about removing barriers that wouldn’t exist if environments, processes, and systems were designed inclusively in the first place.
Consider:
A screen reader isn’t a luxury for a blind employee; it’s essential for accessing information that others can see
Flexible working hours aren’t a privilege for working parents who can’t afford childcare
Not everyone has equal access to quality education, mentorship, or professional networks, which are often essential for developing skills and demonstrating merit
The perceived differences between DEI and merit-based approaches likely stem from how these concepts are interpreted – and in the current climate, politicized and weaponized – rather than their original intent.
Rather than tying ourselves up in knots over polarizing and divisive rhetoric, we should be focusing on what we all want: the opportunity to get a job for which we are qualified, and to progress in our careers based on good performance.
Gender balance isn’t something that happens organically—it requires leadership commitment at the highest levels. Without sponsorship and active support from the Board and Executive Committee, meaningful progress will remain out of reach. Leaders must set the tone, drive accountability, and ensure that gender equity is embedded into the organisation’s culture and decision-making processes.
Industry-Wide Commitment Matters
Achieving gender balance isn’t just a company-level issue; it requires collective action across industries. A great example is the FTSE Women Leaders Review, a UK-based, voluntary, and business-led initiative supported by the government. Its goal is to increase female representation on FTSE 350 Boards and leadership teams. Progress has been made, particularly within the FTSE 100, where women now hold 35.2% of roles at the Combined Executive Committee & Direct Report level—up from 34.3% the previous year. While this is encouraging, it still falls short of true gender parity.
Fixing the System, Not Just the Individuals
One of the most critical leadership responsibilities is fixing the system rather than placing the burden on individuals to navigate flawed structures. Organisations must use data to identify and address biases within their core HR processes—hiring, performance evaluations, promotions, and retention. Where gender imbalances exist, leaders must take concrete action to eliminate bias and create equitable opportunities.
Additionally, investment in sponsorship and mentoring programmes for women is essential. These initiatives help level the playing field by ensuring women receive the guidance, advocacy, and opportunities they need to progress into senior roles.
The Gender Lens on an Ageing Workforce
Another factor leaders must consider is the impact of an ageing workforce through a gendered lens. We now have five generations in the workforce, yet the 50+ age group is the only one that is growing. Businesses are starting to recognise ageing as a critical workforce issue, but it’s equally important to focus on the unique challenges faced by older women who want to remain in the workforce longer. Tailoring policies and support for this demographic is key to maintaining gender balance at all career stages.
The DEI Backlash: What’s Next for Gender Balance?
The growing backlash against DEI in the US has led several major global companies to roll back their commitments. What does this mean for gender balance? The FTSE 100 experience shows that without clear goals and accountability measures, progress is unlikely. If large US headquartered organisations continue to deprioritise DEI, we may see setbacks in gender equity efforts
Final Thoughts
Leadership isn’t just about setting aspirations—it’s about taking deliberate action to create lasting change. From driving systemic fixes to fostering an inclusive culture and resisting the pullback on DEI, leaders have a pivotal role to play in achieving gender balance.
In today’s rapidly evolving cultural and political landscape, the strategic importance of Diversity, Equity, Inclusion, and Belonging (DEIB) is clear. Our latest insights explore why businesses continue to invest in DEIB initiatives amidst ongoing global challenges and scrutiny.
Key Insights:
Business Performance: Diverse teams consistently outperform homogenous teams in areas such as innovation, decision-making, and market expansion. This underscores the importance of DEIB in driving business success.
Talent Acquisition: A strong DEIB reputation can attract and retain top talent, especially in a competitive job market. Inclusive recruitment strategies ensure that job adverts welcome all applicants and encourage individuals from underrepresented groups.
Meeting Customer Needs: Gaining a deep understanding of diverse customer bases allows businesses to better meet their needs, enhancing satisfaction and loyalty. This alignment with customer needs is essential for business growth.
Employee Engagement and Retention: Inclusive workplaces where employees feel valued, respected and a sense of belonging see higher engagement and lower attrition, reducing recruitment costs and fostering long-term loyalty.
Navigating Social and Political Changes: The shifting dialogue around DEIB initiatives has sparked debate about their role in the corporate world. Learn how to navigate these changes while maintaining compliance and commitment to DEIB.
Inclusive Recruitment Practices: Discover practical strategies for reaching diverse talent pools, such as partnering with community organizations and educational institutions, and clearly communicating your commitment to DEIB.
Client Success Stories: Explore real-world examples of how organizations have successfully implemented DEIB strategies, resulting in improved diversity metrics and overall business performance outcomes.
These insights provide valuable guidance for businesses looking to navigate the evolving DEIB landscape and leverage inclusive practices to drive innovation, enhance decision-making, and achieve sustainable growth.
Imagine walking into a packed bookstore. Instead of wandering the aisles, you’re handed a book personally recommended by someone who knows exactly what you like, no browsing, no guesswork.
That’s what a best in class referral strategy does for hiring. It eliminates the endless search, delivering candidates pre-vetted by people who understand your company’s culture and needs.
Just like that perfect book recommendation, referrals bring you talent that fits right from the start, speeding up the process and ensuring a better outcome. In a sea of options, referrals guide you straight to the best choice.
In 2023, employee referral programs emerged as the second most effective hiring method, reflecting a growing trend where companies leverage the networks of their current workforce to identify top talent (Source) .
Referred candidates not only have a 4x higher conversion rate compared to those sourced through traditional channels (Source), but they also tend to perform better, stay longer, and have more positive job attitudes. However, to truly unlock the potential of referrals, companies need to go beyond offering basic bonuses.
Instead, they must build a best in class Referral strategy, empowering employees as brand ambassadors who proactively promote the organization and its job openings.
This article explores how companies can cultivate a culture of advocacy, turn employees into active participants in talent acquisition, and leverage technology and creative incentives to optimize their referral programs.
Additionally, we will address potential pitfalls, such as the impact of referrals on diversity, equity, and inclusion (DEI), and how companies can mitigate these challenges while scaling their referral programs.
Creating a Culture of Advocacy: Employees as Brand Ambassadors
A successful referral strategy hinges on employees who are engaged and motivated to refer candidates that align with the company’s mission, values, and talent needs. When employees feel proud of their workplace, they become natural advocates, eager to share job opportunities with their personal and professional networks. Below are the essentials to consider when building a best in class referral policy
1. Transparent Communication
Best Practice: Clearly define program roles, processes, and expectations for all employees.
Action Steps:
Set clear guidelines on how they can earn incentives. Host workshops for improved engagement levels
Communicate timelines for evaluation and when rewards will be distributed.
Explain how the referral system works, including bonus structures, timelines, and expectations around candidate matching.
Use multiple channels to ensure all employees are aware of how to refer candidates and what success looks like in the program.
Outcome: Enhanced clarity and reduced confusion among employees, resulting in greater engagement and higher-quality referrals.
2. Incentives Aligned with Business Goals
Best Practice: Design incentives that match organizational priorities.
Action Steps:
Implement “Surge Campaigns” offering higher rewards for hard-to-fill or high-priority roles.
Incorporate both monetary and non-monetary rewards (e.g., gift cards, iPads, or charitable donations) to engage a broad range of employees.
Outcome: Higher engagement and focus on critical roles that need filling, ensuring company goals are met more efficiently.
3. Leverage Technology to Improve Referrals
Best Practice: Utilize advanced technology to streamline the referral process and boost effectiveness.
Action Steps:
Use referral platforms (Like Boon, Eqo or Avature Referrals) integrated with Applicant Tracking Systems (ATS) for easy submission, tracking, and reward distribution.
Ensure mobile accessibility so employees can refer candidates from anywhere.
Drive automation to ensure seamless payment
Outcome: Increased employee participation due to simplified processes and better candidate matches through technology.
4. Enablement: Educating Employees on Referrals
Best Practice: Empower employees by providing the tools and knowledge needed to refer top candidates.
Action Steps:
Regularly train employees on the company’s talent needs, including skills, experience, and cultural fit.
Provide pre-written content and clear instructions for sharing job openings on social media, boosting outreach.
Foster internal discussions that clarify who the company is looking for and how employees can help.
Outcome: Better-informed employees make more targeted and effective referrals, leading to a higher quality talent pipeline.
5. Candidate Experience: Fast-Track Referrals
Best Practice: Prioritize a smooth and efficient candidate experience for referred candidates.
Action Steps:
Create a dedicated referral processing path to prioritize referred candidates without sacrificing hiring standards.
Provide timely, transparent communication with referred candidates, ensuring they feel valued.
Expedite interviews and feedback loops for referred candidates to keep them engaged.
Outcome: A high-quality candidate experience encourages more referrals and builds a positive company reputation among potential hires.
6. Metrics: Measure What Matters
Best Practice: Regularly track and analyse key performance indicators (KPIs) to refine the referral program.
Action Steps:
Track metrics like referral-to-hire ratio, time-to-fill positions, and quality of hire.
Collect feedback from both referrers and referred candidates to understand and improve the process.
Monitor employee engagement and adjust rewards or processes to optimize performance.
Outcome: A data-driven approach ensures continuous improvement in referral effectiveness and alignment with business needs.
7. Promotion: Market the Referral Program Internally
Best Practice: Create ongoing buzz and excitement around the referral program.
Action Steps:
Regularly promote the program through emails, contests, and physical updates.
Engage leadership to actively participate and set examples by referring candidates or promoting the program in town halls.
Refresh rewards and communication to keep employees motivated and aware of the opportunities available through the referral program.
Outcome: Maintaining top-of-mind awareness leads to sustained participation and excitement around referral opportunities.
8. DEI&B: Promote Diverse Referrals
Best Practice: Leverage the referral program to support diversity, equity, inclusion, and belonging (DEI&B) goals.
Action Steps:
Actively engaging ERG’s within your organisation to help drive referral activities
Implement DEI-focused KPIs to ensure the referral program aligns with diversity hiring objectives.
Recognize and reward employees who contribute to diverse hiring by acknowledging their efforts in driving inclusivity.
Outcome: The referral program supports broader DEI&B initiatives, fostering an inclusive hiring process and a diverse workforce.
9. Rewards: Timely and Transparent Distribution
Best Practice: Ensure rewards are timely, clear, and engaging for referrers.
Action Steps:
Distribute rewards promptly after key milestones (e.g., onboarding of referred candidate).
Offer updates throughout the process, keeping referrers engaged from application to reward.
Avoid making referrers responsible for candidate retention, keeping focus on their role in talent acquisition.
Outcome: A transparent reward process increases trust and encourages repeat referrals.
10. Positive Referral Behaviour: Building Good Habits
Best Practice: Encourage a culture of continuous participation in the referral process.
Action Steps:
Reward employees for submitting qualified referrals, not just successful hires, to maintain steady program engagement.
Personalize rewards, offering options like charitable donations or mentorship opportunities to appeal to diverse motivators.
Foster a culture where referrals are seen as a valued contribution to the company’s success, not just an optional task.
Outcome: Employees develop the habit of regularly referring candidates, contributing to a strong, consistent talent pipeline.
The Compounding Value of Referrals
One of the most powerful aspects of referral programs is how they compound over time. Research shows that almost two-thirds of referred employees eventually refer at least one person to their company . This creates a virtuous cycle where referrals continuously feed into the hiring pipeline, progressively improving over time. (Source)
Furthermore, referred employees tend to stay longer than those hired through other channels, with over 45% of referred employees remaining with an organization for more than two years compared to only 25% of those hired through job boards. This longevity not only reduces turnover costs but also builds stronger, more cohesive teams. (Source)
Challenges: Potential Impacts on Diversity, Equity, and Inclusion (DEI)
While referral programs offer many advantages, they can unintentionally hinder diversity efforts if not carefully designed. Individuals can tend to associate with others who share similar backgrounds, which can limit the diversity of the referral pool . As a result, referral programs may disproportionately favour certain demographic groups, potentially reinforcing homogeneity within the workforce . (Source)
To address this challenge, companies like Intel have pioneered innovative approaches that align referral programs with DEI goals. Intel offers higher bonuses for referrals from underrepresented groups, thus actively encouraging employees to expand their networks and support diversity initiatives.
Case Studies: Leading Referral-First Strategies
Several companies have successfully adopted referral-first strategies that both scale and support broader business objectives:
Google has built a highly automated referral platform with lucrative bonuses (starting at $4,000), which makes the referral process easy for employees while ensuring high participation rates. (Source)
Salesforce not only gamifies its referral program but also integrates it with the company’s mission, connecting referrals to the broader purpose of building a better company. (Source)
InMobi, for example, runs a referral program with personalized prizes such as Apple products or Harley Davidson bikes . This approach makes the process fun and rewarding, keeping employees engaged throughout the year. (Source)
Accenture combines both monetary and opportunity to donate some of your bonus to a charity of your choice. Accenture will in turn match that donation adding a further feel good factor into driving referrals (Source)
Airbnb’s referral program offers a blend of financial and experiential rewards. Employees who refer successful candidates can receive bonuses between $2,000 and $5,000 in addition to Airbnb travel credits, which can be redeemed for stays on the platform. This approach combines traditional financial incentives with travel perks, creating a more personalized and engaging experience for employees. (Source)
Conclusion: Building a Sustainable Referral-First Strategy
A best in class Referral recruiting strategy has the potential to transform a company’s talent acquisition efforts, turning employees into active recruiters who continually feed high-quality candidates into the hiring pipeline. By investing in user-friendly platforms, offering creative and mission-aligned incentives, and ensuring that referral programs are designed with diversity in mind, companies can unlock the full potential of their workforce’s networks.
As employee referral programs continue to gain traction, companies must evolve their strategies to ensure long-term sustainability and inclusivity. By studying successful programs from companies like Google, Salesforce, and Intel, businesses can create referral-first strategies that not only meet hiring targets but also strengthen the organizational culture and values over time.
Despite the increased focus and investment from businesses in programmes aimed at improving social mobility, recent research presents some worrying trends for under-resourced young people in the UK:
Data from the Education Policy Institute highlights that the gap between disadvantaged young people and their peers leaving school is the widest it has been since 2012.
According to the ONS, in April to June 2024, an estimated 872,000 young people in the UK were not in education, employment, or training (NEET), which is 12.2% of all 16-24 year olds. This is an increase from 798,000 in the same period in 2023.
Participating in work experience reduces the probability of young people becoming NEET from 11% to 7%, having controlled for socio-economic status. However, only a third of teenagers aged 16-18 have completed work experience, and half of 14–16-year-olds.
Research by the Sutton Trust identified top barriers to succeeding in life included a lack of job opportunities where they live (30%), access to good education (29%) and lack of self-belief (26%).
With inequalities in education and early careers, and a reported skills crisis across almost all industries in the UK, unfortunately for employers the skills required for the future are just not there. While some of these challenges are systemic and will take time to address, meaningful change can only occur through concerted and integrated efforts from businesses, government, and the third sector.
In this edition of the AMS Social Mobility Series, we explore ways to empower and inspire today’s young adults, showcasing AMS Talent Lab’s partnership with the King’s Trust, as well as some recent collaborations with leading organisations such as GoodWork, BelEve and Your Game Plan.
Creating opportunities through AMS Talent Lab and The King’s Trust
AMS shot up this year’s Social Mobility Foundation Employer Index, moving up 27 positions from 39th to 12th. Instrumental to this was the work of AMS Talent Lab, every element of which is designed to impact Social Value and provide opportunity to untapped and under-resourced talent. Talent Lab recently won the Highly Commended & Gold Award, for Recruitment Programme of the Year at the UK Social Mobility Awards (SOMOs).
This year AMS Talent Lab was part of the Million Makers scheme, which aims to raise £1 million for the King’s Trust. Each team is challenged with creating a fundraising initiative and to pitch to a panel of Dragons, who decide if and how much seed funding they will secure. Talent Lab wanted to do something sustainable that would have a lasting effect for young adults to improve social mobility. Their idea is to create a series of fully sponsored virtual client events across a network of clients in 5 key regions across the UK, targeting the most deprived towns and those who need the opportunity most. Initially they will be running one for 16-19 year olds and a smaller event for year 6 students, which will come under the banner Limitless Horizons. Through sponsorship and fundraising events, we are aiming to generate in excess of £15,000 for the Million Makers scheme to support the King’s Trust enterprise.
Through the work they have with Skills for Life, our team have an extensive network of clients, of all sizes, across these regions already, which gives us a great starting position and so we are very confident that this will make a difference. If you’d like to learn more or collaborate on this initiative, reach out to our Talent Lab team.
Creating a blueprint for meaningful work experience
Currently, work experience isn’t compulsory for schools to offer – only half of state schools offer to students, and in many cases this is not meaningful work. This coupled with a lack of career guidance means that those from poorest regions don’t have access to opportunities, or don’t know what career options are out there.
In Summer 2024, Melanie Barnett (PSR Managing Director), Anna Crowe (PSR Client Relationship Director and Social Value Lead) and Michael Caley-Cook (AMS Senior DEB Manager) joined a collaborative CSR session led by Your Game Plan with participation from leading public and private organisations. The purpose was to develop a blueprint for a comprehensive work experience programme that would impact young people from lower socioeconomic and under-resourced communities.
Your Game Plan works with state schools across the country, many in underprivileged areas, where pupils don’t have the necessary role models, mentors, or parental connections to provide support in the next stages of their life. The blueprint content captured from the day will be pulled into a proposal that will be taken forwards by APSCo Outsource’s Managing Director, Melanie Forbes and Your Game Plan Founder, Danny Heath.
We also look forward participating in National Interview Month in February 2025, helping school and sixth form leavers prepare for their first real interviews. 16,000 young people will benefit from the opportunity to engage directly with professionals in various industries, which is expected to generate over £1 million in Social Value for state-educated students.
Career Insight Days with GoodWork and BelEve
In autumn 2024, AMS collaborated with two fantastic organisations to inspire the next generation of future leaders through meaningful Career Insight Days.
GoodWork is a non-profit supporting young people facing systemic barriers to access the training and opportunities they need to transition successfully into work. We were proud to host a diverse cohort of talented young people at our new London office for a Career Insights Day. We discussed the importance of understanding each other’s social styles, influencing & negotiating and business writing, with members of our ExCo joining a panel to bring to life their career stories and the power of mentorship.
BelEveis an incredible charity that aims to equip girls and young women aged 8-22 with the skills, support and confidence to find their voice and make informed choices about their future – challenging gender, race and class stereotypes. This October we hosted a Career Insight Day in our London Office where we shared CV and interview tips, ran a panel to hear career stories from senior AMS women, delivered training on social and communication styles, and even challenged the girls to create a TikTok on life at AMS.
Conclusion
A recent report by Demos and The Co-operative Group estimates that the economic impact of all businesses investing significantly in social mobility could be up to £19 billion to GDP, generating around £6.8 billion in yearly tax revenues and boosting profits by over £1.8bn a year. As the research shows, we need to keep a continued focus to improve outcomes for young people and level the playing field, a collaborative effort between the commercial sector, government, and the third sector.
Please connect with us if you are passionate about driving change in this area and would like to learn more about how we can support your social mobility initiatives.
Supplier diversity programmes are proactive procurement strategies that encourage organisations to purchase goods or services from traditionally underrepresented communities and include minority-owned businesses in their supply chain.
Minority-owned (or ‘diverse-owned’) businesses are at least 51% owned and operated by an underrepresented group and can include ethnically diverse, women, disabled, neurodiverse and LGBTQ+ owned suppliers.
In 2023, we launched our own diversity supplier strategy to promote to promote inclusive practices across our supply chain, and creating more opportunity for minority-owned businesses, maximising spend with these where possible.
AMS focuses our efforts on creating diverse and SME supplier eco-systems specific to a client’s needs. Our current supply partners include a range of certified minority or women-owned businesses who deliver certain aspects of a client’s solution such as sourcing or tech enablement. We also have proactive programmes in place to drive DEIB and Social Value through our partners and suppliers, such as our DEI Alliance.
In this article we explore our learnings and some best practices we have learnt along the way to optimise societal, environmental and economic impacts.
The business case
The UK’s Social Value Act encourages public sector bodies to consider Social Value alongside cost and quality in any tender process, one of its five key themes includes Tackling Economic Inequality with increasing supply chain resilience as a policy outcome.
Outside this, and current US regulation on minority-owned suppliers, there is little legislation which stipulates that organisations must implement a supplier diversity strategy. So what’s the value in making it a strategic business priority?
Growth and Market Expansion – Improved diversity in the supply chain allows an organisation to easily tap into new markets and customer bases with diverse demographics, driving growth, expanding reach and encouraging new entrepreneurs. It also aligns with the growing consumer and employee demand for ethical business practices, and can enhance brand loyalty.
Economic Contributions and Community Impact – Through diversity supplier programmes, organisations can significantly boost local economies, create jobs, and enhance purchasing power in underrepresented communities. According to the National Minority Supplier Development Council (NMSDC), certified minority-owned businesses generate more than $400 billion in annual revenue and economic output that leads to the creation and preservation of 2.2 million jobs. In the UK, ethnic minority businesses (EMBs) contribute more than £25 billion annually to the economy, which could rise to £100 billion with the right support according to the Natwest Business Growth Report. This economic empowerment translates into a stronger, more resilient market for everyone.
Innovation and Competitive Advantage – Engaging diverse suppliers fosters innovation and enhances competition, bringing in different perspectives and leading to better products and services. Additionally, a diverse supplier base can reduce dependency on a limited number of suppliers, increasing business resilience and agility, and decreasing supply costs via supplier competition.
Promoting Equity and Fairness of Opportunity – In redirecting supplier spend to minority-owned businesses, supplier diversity programmes are a powerful tool to combat systemic racism and promote social justice. Adopting a fair and inclusive procurement process and including often overlooked suppliers who may have exceptional capability ensures that all businesses – regardless of size, location, background – have the same opportunities to compete for the supply of goods and services.
Suppler diversity isn’t about positive discrimination – but providing greater opportunities through our procurement processes, underpinned by the need to acquire goods and services that meet an organisation’s service, quality, cost, innovation, risk, sustainability and compliance standards.
From a supplier perspective, a report by Aston University found that improving practices in procurement could help tackle the multiple barriers faced by ethnically diverse owned businesses, particularly in accessing finance, markets and quality business support, increasing their Gross Valued Added (GVA) contribution from the current £25 billion a year to an estimated £100 billion. Top barriers for small business growth include access to skilled employees (15%), cash flow challenges (15%) and lack of confidence (14%).
Five steps to creating an impactful strategy
As AMS continue to develop our own strategy in this space, below are some steps we have learnt to create, embed and measure a successful diversity supplier strategy.
1 – Clearly define your objectives
According to Business In The Community (BITC), 52% of employees working in procurement in large businesses have objectives to increase diversity and inclusion in the supply chain, and 32% do not. We firstly established a Supplier Working Group formed with representatives from Supplier Management & Procurement, Compliance and the Diversity, Equity, Inclusion & Belonging (DEIB) Centre of Excellence to drive activity, securing senior level buy-in. We established clear objectives and policy statements regarding our supplier diversity approach, agreed a governance framework and roles and responsibilities as a team to embed our strategy and continuously evolve.
2 – Track diverse suppliers and spend
Only 30% of large businesses track spend with diverse suppliers. Another key step early on is getting visibility of current supplier data. Technology makes this easier – Cloud-based spend analysis solutions offer ways to identify and categorise diverse suppliers. AMS tracks Supplier Diversity spend across the UK and the US, leveraging our partnership with Supplier.io. It’s then important to monitor and track spend in each diverse supplier category on an ongoing basis, with a clear reporting mechanism; many of our clients have contractual requirements on diverse supplier spend reporting.
Taking this a step further, our Public Sector Resourcing (PSR) business have invested in Thrive Social Value software, which coverts Social Value activity into indicative financial proxy values. PSR are proud to have built a diverse and resilient supply chain of approximately 350 suppliers, and over FY23-24 generated £57.1 million worth of Social Value through their diversity supplier strategy.
3 – Expand your network
You won’t reach new suppliers by communicating with the same or existing networks. Not only can intermediaries help you tackle the barriers mentioned above, but they can give you access to suppliers who might otherwise not come into contact with your organisation. We keep abreast of diverse suppliers leveraging our internal and external networks – engaging our colleagues, clients and professional contacts to build a comprehensive knowledge of supplier landscapes.
4 – Strategise with diverse suppliers
52% of large business procurement employees don’t actively make diverse suppliers aware of opportunities. It’s important to proactively involve your diverse suppliers in the procurement process, creating collaborative forums to strategise and co-create products and solutions. An innovative example of this is our AMS DEI Alliance (see case study below). Some organisations also offer mentoring programmes to help minority-owned business owners navigate the supplier qualification or procurement process.
This year, PSR launched the Social Value Supplier Connect, designed to maximise social impact by fostering collaboration between PSR and our suppliers. Led by the PSR Social Value and Supplier Management teams, the Connect forum brings together our key suppliers three times a year to discuss best practice, share success stories and identify partnership opportunities. The group comprises a mix of both large and small organisations, ensuring diverse experiences and perspectives that can be shared. Suppliers in the forum also benefit from a ‘resource catalogue’ developed by PSR providing additional materials such as Accessibility Training delivered by the AMS DEIB COE and our Disability Employee Resource Group (ERG).
5 – Share guidance for your colleagues
The next step on our journey is to provide practical and relevant guidance for our business on responsible, fair and inclusive procurement processes. This includes Bias & Conscious Inclusion training for colleagues with a focus on supplier outreach and selection to help maximise opportunities for diverse businesses, as well as an education programme on proactive supplier engagement and collaboration.
Case Study: AMS DEI Alliance
In 2022 AMS formed a Diversity & Inclusion Alliance, a market-leading collaboration hub of DEIB focused partners to improve diverse representation across our clients’ total workforces and bring market leading DEIB expertise and insight to inform talent strategies.
Many of our partners are voluntary, community and social enterprises (VCSEs) or minority-owned businesses, and include 55/ Redefined (female founded), Evenbreak (disabled owned and operated) BYP Network (Black owned and operated), Recruit for Spouses (female founded), myGwork (LGBTQ+ owned) and auticon (largest majority autistic company in the world).
We firstly developed a robust strategy for identifying diverse suppliers – continuously engaging our colleagues, clients and external contacts to build a deep knowledge of the DEIB supplier landscape – both suppliers currently partnered with AMS, or who we were not currently signed. The DEIB COE and Procurement teams developed an RFI process to onboard new Alliance partners against consistent criteria.
We’re proud to have developed a collaborative forum to share client opportunities, co-develop inclusive strategies, share learnings and best practices. We advocate for our Alliance partners with our clients; to introduce our partners to our clients across the UK, we held an ‘Alliance roadshow’ in autumn 2024, taking our Alliance on an in-person tour across the UK holding networking events across key locations of London, Birmingham, Manchester and Edinburgh with a total of nearly 150 attendees.
As a result, we have generated significant interest from public and private sector clients, facilitating introductions to customers such as the HM Land Registry who are working with myGwork to access LGBTQ+ talent.
Conclusion
Incorporating a diversity supplier programme into your business strategy is a win-win. It’s a meaningful strategy for sustainable procurement, driving innovation, enhancing competitiveness, and creating significant Social Value, while also increasing business resilience and agility.
By actively engaging with diverse suppliers, your organisation can build a resilient and agile supply chain, demonstrate commitment to Social Value to your stakeholders, and unlock new market opportunities.
If you’d like to learn more about maximising your work with diverse and minority-owned suppliers, do reach out.
I recently sat down with Natalie Taylor, PSR Diversity Specialist, to explore the unique employment barriers faced by military spouses. As a military spouse herself, Natalie talked openly about frequent relocations, lack of stable support networks, and the need to prioritise family responsibilities.
Despite these obstacles, Natalie shared that military spouses often bring adaptability, resilience, and many transferable skills to the workplace. Understanding their journey offers insight into an overlooked yet vital segment of the workforce.
The Impact of Frequent Relocations
Military spouses relocate every 2.5 years on average, according to recent data published by Military Family Advisory Network. This constant upheaval limits career continuity and growth. As Natalie shares, frequent moves have led many spouses to settle for roles outside their preferred or aspirational fields just to maintain income, impacting long-term career progression.
Facing Stereotypes
Statistics reveal that 24% of military spouses are unemployed or underemployed according to data published by Deloitte with stereotyping being a major issue. Employers often assume military spouses won’t stay long which affects hiring decisions however Natalie emphasised the adaptability and commitment of military spouses, noting that many of them work diligently in roles from healthcare to administrative positions despite these misconceptions. While a military spouse may have a limited time frame for a given position, hiring a civilian offers no greater guarantee of long-term commitment.
Juggling Family Life
Natalie highlighted common issues faced by military spouses including limited childcare options and transportation challenges as many military households operate on a single income, adding to financial pressures and limiting access to resources that could enhance employability. If more career opportunities offered flexibility for military spouses—accommodating frequent relocations and family responsibilities—more spouses would be able to build lasting careers.
Advice for Military Spouses
Many organisations actively encourage applications from military spouses, fostering supportive environments, especially those committed to the Armed Forces Covenant. Partnerships with organisations like Recruit for Spouses —an independent, award-winning social enterprise dedicated to empowering military spouses through meaningful employment—are instrumental in this mission.
Through the AMS Diversity & Inclusion Alliance, we’re proud to partner with Recruit for Spouses, enabling military spouses to access roles across a wide range of public sector organisations via the Public Sector Resourcing (PSR) framework. In addition to this, we’ve deployed a Guaranteed Interview Scheme which aims to remove the barriers to employment for veterans and military spouses. More information can be found on the candidate support page of our website.
Advice for Employers
Natalie urges employers to recognise the unique strengths that military spouses bring to the workplace. Military spouses are often highly resilient, adaptable, and capable of managing complex responsibilities—a skill honed through balancing family life and frequent relocations. They are often quick learners, resourceful, and can bring a strong work ethic to any role.
By offering flexibility, such as remote or hybrid work options, and understanding the potential need for relocation, employers can benefit from a motivated and loyal workforce that is eager to prove itself. Additionally, implementing policies that support career growth, even during shorter tenures, can help attract and retain military spouses.
Recognising the value of these attributes not only enhances diversity but also enables companies to access a highly capable, yet often untapped, talent pool.
Click here to read my first article article on this topic, ‘Mission Employable: Insights into the Employment Barriers faced by the Armed Forces Community. Episode 1 – Military Veterans.’
Click here to read my second article article on this topic, ‘Mission Employable: Insights into the Employment Barriers faced by the Armed Forces Community. Episode 2 – Military Children.’
AMS is proud to be a signatory of the Armed Forces Covenant and holds Gold Status under the Defence Employer Recognition Scheme. This year, AMS were the first talent solutions business to re-sign the Armed Forces Covenant after 10 years.
Military spouses often bring adaptability, resilience, and many transferable skills to the workplace. Understanding their journey offers insight into an overlooked yet vital segment of the workforce.
In 2022 AMS formed a Diversity & Inclusion Alliance, a market-leading collaboration hub of DEIB focused partners to improve diverse representation across our clients’ total workforces and bring market leading DEIB expertise and insight to inform talent strategies. 
