As part of Disability Pride Month, I recently recorded a video with our AMS D&I Alliance Partner, Jane Hatton, CEO and Founder of Evenbreak. Evenbreak has developed an accessible job board that connects disabled candidates with inclusive employers. They also provide consulting services to businesses aiming to attract more disabled talent.
Challenges Faced by Disabled Job Seekers:
Prevalence: Nearly one in four of the working-age population in the UK is classified as disabled.
Employment Rate: The employment rate among disabled people is 53%, significantly lower than the 83% rate for non-disabled people (Economics Observatory).
Pay Gap: Disabled employees in the UK earn about 14% less per hour on average than their non-disabled counterparts (ONS, 2021).
Job Application Barriers: 64% of graduates with disabilities find it difficult or very difficult to apply for jobs due to disability-related barriers (Business Disability Forum).
Impact of COVID-19: While COVID-19 has led to more flexible work patterns, providing more opportunities for disabled people, significant accessibility and adjustment challenges remain.
As you can see, there is still much work to be done to support disabled job seekers. Organisations like the Valuable 500 have done phenomenal work over the last few years to raise awareness of disability challenges on Board agendas. Evenbreak is also delivering excellent services to many organisations looking to become more accessible for disabled talent.
At AMS, we are proud of the progress we have made in recent years around our focus on disability. We have more to do, but in partnership with Evenbreak, we are committed to continuing to move forward.
This afternoon, I had the pleasure of joining a panel discussion at the WoMEn in Finance Summit, expertly facilitated by Vivienne Artz. Alongside my fellow panelists, Denis Jackson and Sarah Connaughton we tackled the topic: “Women on the Board – Token or Totem? Building on the Outcome of the FTSE Women Leaders Review.”
We had a lively and insightful discussion. While progress has been made in increasing female representation on boards and senior leadership teams in the FTSE 350, there is still much work to be done.
Here are my key takeaways:
Elevate Gender Equity: Organisations must re-prioritise gender equity, especially as the focus has shifted to ethnicity equity in recent years.
Business Priority: Gender equity should be seen as a core business priority, not just a DEIB initiative. This topic needs to be back on the board agenda.
Female Talent Mobility: Businesses must prioritise the mobility of female talent and understand the barriers preventing women from advancing at the same rate as their male counterparts.
Inclusive Hiring: It’s crucial to ensure that all aspects of the recruitment process support the hiring of female talent and actively work to eliminate biases.
I’d love to hear your thoughts on how we can further elevate the focus on gender equity across all businesses.
There continues to be an increasing and welcome awareness of neurodiversity and the unique challenges faced by neurodivergent individuals. Simultaneously, the discourse on gender equality in the workplace continues to evolve. However, the intersection of being female and neurodivergent presents a distinct set of challenges and experiences that often go unaddressed. This article explores these challenges and highlights the importance of fostering inclusive workplaces that accommodate and celebrate this intersectionality.
Neurodiversity is a concept that recognizes and respects neurological differences as any other human variation. These differences include conditions such as autism, ADHD, dyslexia, and other developmental and learning differences. Neurodivergent individuals often possess unique strengths and perspectives, but they also face significant barriers, particularly in professional environments.
For neurodivergent women, the workplace can be a complex landscape. Women already contend with systemic gender biases, and when neurodiversity is added to the equation, these biases can be amplified. Here are some key challenges faced by neurodivergent women at work:
Underdiagnosis and misdiagnosis: Neurodivergent women are often underdiagnosed or misdiagnosed as bipolar, anxiety and depression. This is because many diagnostic criteria were originally developed based on male presentations of neurodivergent conditions and these criteria are still in use today. This lack of recognition can lead to inadequate support and accommodations in the workplace.
Masking and burnout: Many neurodivergent women engage in “masking,” or camouflaging their neurodivergent traits to fit in with societal norms. This effort to appear neurotypical can lead to significant stress, anxiety, and eventual burnout.
Gender stereotypes and bias: Gender stereotypes can exacerbate the challenges faced by neurodivergent women. For instance, women with ADHD may be unfairly labeled as disorganized or scatterbrained, while men with the same condition might be viewed as energetic and creative.
Lack of understanding and support: Workplaces often lack awareness and understanding of neurodiversity, and this is compounded for women who may already feel marginalized. Without adequate support systems, neurodivergent women may struggle to thrive professionally.
To support neurodivergent women effectively, workplaces can adopt inclusive practices that address both gender and neurodiversity. Here are some strategies to consider:
Education and training: Educating employees about neurodiversity and its intersection with gender can foster a more inclusive culture. Training programs should aim to dispel myths, reduce stigma, and promote understanding.
Flexible work arrangements: Offering flexible work arrangements can be particularly beneficial for neurodivergent women. Flexibility in hours, remote work options, and considered workspaces can help accommodate individual needs and reduce unnecessary stress.
Inclusive hiring practices: Adopting inclusive and objective hiring, development and promotion practices that recognize the strengths of candidates can help create a more diverse workforce. This includes providing clear communication, accommodating different interview styles, and focusing on skills rather than traditional qualifications.
Sponsorship and mentorship: Establishing effective sponsor networks and mentorship programs can provide neurodivergent women with the recognition and advice they need to navigate workplace challenges. Mentors and sponsors who understand neurodiversity and recognize talent objectively can offer valuable insights and support for good career health.
The intersection of being female and neurodivergent in the workplace presents unique challenges that require thoughtful and inclusive approaches. By understanding these challenges and implementing supportive strategies, organizations can ensure that neurodivergent women are accommodated with their contributions freely recognized without bias. Embracing neurodiversity and gender equality is not just a matter of fairness; it is a path to richer, more innovative workplaces where everyone can succeed.
With this being key election year across the UK, US and Europe, media coverage and political figures add daily to the blaze of a culture war, stirring up a complex rhetoric which impacts minoritised groups. Working in DEIB, this brings the political conversation into sharp relief.
This June we marked Pride Month at AMS where our LGBTQ+ ERG led activities to educate and guide the business based on the theme of ‘Community’, where we welcomed trans speaker and LinkedIn Top 10 LGBTQIA+ Voice Max Siegel for a discussion on gender, politics and the people caught between, with our Chief People Officer Nikki Hall.
We’re proud to have LGBTQ+ representation above latest census data, but with this brings responsibility to ensure processes, practices and policy are in place to protect these communities. It also makes ‘belonging’ all the more important so that everyone has the freedom to be their authentic selves – particularly where recent LinkedIn research found that 3 in 4 (75%) of LGBTQ+ professionals have ‘code-switched’ in the workplace, downplaying their identity to seemingly become more palatable and advance professionally.
Progress isn’t linear
Over the past few years, we’ve seen heightened conversations regarding LGBTQ+ visibility and protections:
Dispute regarding the use of rainbow lanyards in some organisations and proposed cuts to DEIB programmes
Debate around the Cass Review, the UK’s four-year-long review of medical interventions for transgender youth
More social media commentary on LGBTQIA+ rights in the last year than the past three years combined, especially on X
Increasingly polarised discussion around trans and non-binary communities, with trans issues dominating media coverage, despite trans representation making up less than 1% of the global population
The impact of these narratives is real and concerning. According to recent ONS statistics, hate crimes against trans people have surged by 11% in a year, and by 186% over the last five years. In the latest ILGA-Europe ‘Rainbow Map’ rating of 49 European countries, the UK has dropped to 17th place. There are still 64 countries in the world where homosexuality is criminalised (which in many cases I feel compelled to point out is British colonial legacy), and same-sex marriage is still only legal in just over 30 jurisdictions in the world.
Pride has always been political – this year in particular we’re reminded of the importance of safe and respectful conversations and the need to speak up against hateful, divisive rhetoric for all communities.
What do we have to celebrate?
We do need to remind ourselves of the green shoots and celebrate the wins – Lesbian Visibility Week was discussed in UK Parliament for the first time this year. This Tuesday (18 June), Thailand became the first nation in Southeast Asia to legalise same-sex marriage, and countries such as Germany and Sweden recently changed gender laws to make it easier for trans and non-binary folk to legally self-identify. AMS’s LGBTQ+ ERG continues to go from strength to strength globally, we were recognised as an LGBTQ+ Great Place to Work in Mexico and have partners like myGwork to help bring colleagues and clients along the journey. As a gay man myself, I feel surrounded by vocal allies, and my husband and I celebrated our first wedding anniversary this month (which I take every opportunity to mention).
Pride will to some extent always be defined by politics, however, our strength lies in the coming together of the LGBTQ+ community and our allies not just in June, but all year round.
Recent LinkedIn research found that 3 in 4 (75%) of LGBTQ+ professionals have ‘code-switched’ in the workplace, downplaying their identity to seemingly become more palatable and advance professionally.
According to the UK Government’s 2023 State of the Nation report, adults with lower working-class parents are about 3 times as likely – 30% against 11% – to be in a working-class occupation compared to adults with higher professional parents. In education, people whose parents had degrees are far more likely – 64% against 18% – to get a degree than those whose parents had no qualifications.
Social mobility, officially recognized as an area of diversity, equity & inclusion (DEI) thanks to the UK Government’s Social Mobility Commission, is linked to equality of opportunity: the extent to which people have the same chances to do well in life regardless of the socio-economic background of their parents, their gender, age, sexual orientation, race, ethnicity, birthplace, or other circumstances beyond their control.
According to a report by the Institute for Fiscal Studies, UK social mobility is at its worst in over 50 years. Now is the time for businesses to fulfill their social and ethical obligations by promoting social mobility in the workplace.
According to the Sutton Trust, enhancing social mobility within UK businesses to align with the average level seen in Western Europe could potentially lead to a 9% boost in GDP. This increase is equivalent to £2,620 per person, or a total of £170 billion added to the UK economy annually.
What is Social Mobility?
Social mobility is the movement of individuals, families, or other social units between positions of varying advantage in the system of social stratification of a society. (International Encyclopedia of the Social & Behavioral Sciences, 2001).
Many sociologists have traditionally concentrated on examining mobility between occupational classes, specifically the types of jobs individuals hold. In contrast, economists have more recently shifted their focus toward analysing income mobility.
Social mobility and equality of opportunity can be measured in terms of occupation, income, or ‘social class’, but can also encompass other measurements of social well-being such as health and education.
When an individual experiences a shift in their position, particularly in their occupation, without a change in social class, it is referred to as “horizontal mobility.” On the other hand, if the transition results in a change in social class, it is known as “vertical mobility,” which can manifest as either “upward mobility” or “downward mobility.”
The key markers of social mobility are health, education, housing, income, race, and gender.
In the workplace, social mobility pertains to an individual’s capacity to ascend or descend within the hierarchy or structure of a company or organization. It encompasses the progression a person’s career and enhancement of their job role, salary, and overall professional standing within their current workplace.
“This class pay gap is not just an indictment of professional employers. It is morally unjust and economically illiterate.” Alan Milburn, Social Mobility Foundation chair
Why is social mobility important?
People from disadvantaged backgrounds have fewer opportunities to climb the socio-economic ladder. The current economic situation in the UK is likely to exacerbate the UK’s social divides, limiting the career prospects of young people from disadvantaged backgrounds.
Social mobility plays a crucial role in the health of the economy.
In 2021, services industries in the UK contributed £1.7bn in gross value to the economy, 80% of the total figure. A recent report by the Law Society highlighted the importance of social mobility in the professional services sector, stating that a lack of it poses a significant threat to Britain’s competitiveness and productivity.
According to the World Economic Forum, the Fourth Industrial Revolution, characterized by rapid globalization and technological advancements, has resulted in a rise in inequality. For instance, the Forum highlights that the top 1% of earners in the United States saw their income increase by 158% between 1979 and 2018, while the bottom 90% experienced only a 24% increase. This disparity underscores the widening gap between the wealthiest individuals and the majority of the population, highlighting the urgent need for policies that address income inequality and promote economic inclusivity.
“As the hiring demands for tech skills in the UK continues to rise, organisations are finding it challenging to access the talent they need to innovate and progress. The UK government recognises the importance of the tech sector and tech skills for improving the UK economy, but also acknowledges there is a significant shortage of available candidates in the market.” Mel Barnett, managing director, Public Sector Resourcing
PwC’s Future of Government research asked 4,000 people across the UK about their concerns around social mobility and the actions that they think government and businesses should take in response. The polling revealed that business has a vital role to play in improving the social mobility of younger generations, with calls from the public for better access to opportunities, work experience, and career pathways, and greater investment in apprenticeships and skills.
Implementing a social mobility strategy is not only an ethical decision, but it also plays a crucial role in shaping a more skilled and prepared workforce for the future. It not only expands the talent pool for an organization, but also enhances its appeal to potential recruits, especially the influential Generation Z, who will soon comprise the majority of the workforce. It not only fosters growth and improves local economies where an organisation operates, but it also contributes to the development of more equitable and cohesive communities.
Promoting socio-economic inclusivity is also a strategic business decision. Diverse workforces have been proven to be more innovative, productive, and better equipped to navigate the challenges of the future. By embracing inclusivity, organizations can unlock new perspectives, ideas, and talents that drive success and growth.
PwC’s global 2022 Hopes and Fears survey revealed that employees expect their employer to have strong ESG credentials; three-quarters say that they want to work for an organisation that makes a positive contribution to society, and 54% say that transparency around diversity in their employer is extremely or very important to them.
Prospective employees and clients are increasingly seeking out companies that prioritize purpose, not just profit. By championing the social mobility agenda, businesses can effectively balance their commercial interests with making a positive impact and preparing their workforce for the future.
Where compares with the UK?
The social mobility geographical patterns in the UK are striking. People of a working-class background who grew up in Outer London (West and North) had a 46% chance of becoming professionals, while those growing up in Northern Ireland had only a 28% chance.
The first round of the government’s Levelling Up funding saw £1.7bn distributed among 105 UK towns and cities, with further plans to invest in skills training, in some of the UK’s most deprived areas.
Research from the Institute of Fiscal Studies suggested that on a wide variety of measures, regional disparities in the UK are greater than in most comparable countries.
In a study conducted by Wilkinson and Pickett, the results of which were initially published in 2009, an in-depth analysis of social mobility in developed countries was carried out. Among the eight countries examined – Canada, Denmark, Finland, Sweden, Norway, Germany, the UK, and the US – it was found that the US exhibited the highest level of economic inequality and the lowest level of economic mobility. Further research has consistently shown that the US has notably low mobility for individuals at the bottom of the socioeconomic hierarchy, with mobility gradually improving as one ascends the ladder.
Research comparing social mobility across developed nations has shown that Denmark, Norway, Finland, and Canada have the lowest intergenerational income elasticity, indicating higher levels of social mobility. In these countries, less than 20% of the advantages of having a high-income parent are passed on to their children.
In countries like India, it is common for educated women not to use their education to move up the social ladder due to cultural and traditional customs.
Chile and Brazil, two countries characterized by high levels of inequality, also exhibit some of the lowest levels of social mobility.
Who are the key players?
The Social Mobility Commission (SMC)exists to create a United Kingdom where the circumstances of birth do not determine outcomes in life. The SMC’s State of the Nationreport, is an annual report on social mobility in the UK, which sets out their views on the progress made towards improving social mobility in United Kingdom.
The Social Mobility Index is a framework for measuring social mobility in the UK. It enables a systematic look at social mobility outcomes, as well as the drivers behind social mobility. It sets out a long-term vision for measuring and monitoring social mobility outcomes over the next 30 years across the UK.
The Social Mobility Foundation is a UK-based non-profit organisation dedicated to advancing the social mobility agenda, by directly supporting young people through their Aspiring Professionals Programme and influencing employers to support people with potential in their professional progression. The foundation’s Employer Indexis the leading national study analysing the efforts of employers to improve social mobility within the workplace.
The Sutton Trustchampions social mobility through programmes, research, and policy influence through key priority areas; early years, schools, higher education, access to the workplace, and apprenticeships. According to the Sutton Trust, enhancing social mobility within UK businesses to align with the average level seen in Western Europe could potentially lead to a 9% boost in GDP. This increase is equivalent to £2,620 per person, or a total of £170 billion added to the UK economy on an annual basis.
The Global Social Mobility Index was created by the World Economic Forum in 2020 in response to the impact of globalization and technological advancements on social mobility worldwide. 82 countries were measured on five key metrics: education, access to technology, healthcare, social protection, and employment opportunities. The top 10 countries with the highest social mobility index scores are located in Europe, with the majority of those being Nordic Countries. Nordic countries lead the index for several reasons, including excellent job opportunities, social safety nets and high-quality education programmes.
The highest possible score a country could receive was 100.
(Source: World Population Review)
“When it comes to social mobility and sustainability, if we can support our customers’ goals in these areas, it’s a win/win. In the public sector, social value is a crucial factor, so being able to demonstrate our work in this area is incredibly important and we have a real responsibility to do the right thing.” Anna Crowe, client operations director, AMS
How can we promote social mobility?
How businesses address social mobility will play a pivotal role in fostering a thriving and prosperous UK. Developing an effective social mobility strategy is not a straightforward task. It necessitates a shift in mindset, wherein the entire organization re-evaluates its approach to talent acquisition and recruitment. Both public and private sector organisations have a role to play in advancing the social mobility agenda.
Our recommendations for organisations looking to advance social mobility
Start with the data. Historically, organizations have neglected to collect socio-economic data on their workforce, resulting in significant gaps in knowledge regarding key challenges, effective solution targeting, and potential areas of impact. This oversight has also contributed to a lack of insight into the extent of socio-economic diversity within the workforce and the identification of potential barriers. For instance, it remains unclear whether these barriers manifest at various stages of the employee lifecycle (from recruitment to advancement), within specific business locations or functions, or in conjunction with other demographic factors like ethnicity and gender. Addressing these gaps in data collection and analysis is crucial for fostering a more inclusive and equitable workplace environment.
Increase upskilling and reskilling. Access to upskilling and reskilling opportunities is not evenly distributed. Leaders must establish inclusive opportunities by providing training and work experience to their employees as well as the broader community. This can be achieved through partnerships with educational institutions and charitable organizations.
Broaden your talent pool. Many businesses continue to view universities as their main source of talent, whether consciously or unconsciously, limiting their talent pool. PwC’s research indicates that 83% of the general public views access to local employment opportunities as a significant obstacle to achieving social mobility. Businesses have the opportunity to leverage virtual work arrangements to offer valuable work experience opportunities and expand their talent pool through targeted recruitment campaigns.
Review end-to-end recruitment process. Organizations should thoroughly review and analyze each step in the hiring process. This includes assessing job posting language to ensure it is inclusive and free from biases, expanding outreach efforts to reach a more diverse pool of candidates, implementing blind resume screening practices to remove any unconscious biases, providing equal opportunities for all applicants regardless of their background or education level, and setting clear diversity goals for hiring managers to follow. By taking a comprehensive approach to enhancing social mobility in recruitment, organizations can create a more equitable and diverse workforce that reflects the values of inclusivity and equal opportunity.
Reassess procurement. This entails considering how vendor selection criteria can be adjusted to provide opportunities for historically marginalized groups, such as minority-owned businesses or those led by women or individuals with disabilities. By deliberately seeking out suppliers who prioritize social responsibility and promote workforce diversity, companies can not only make a positive impact on society but also benefit from a wider range of perspectives and expertise. Additionally, implementing measures such as supplier diversity programs or mentorship initiatives can help level the playing field and create pathways for underrepresented businesses to thrive in the marketplace. Through conscious efforts to reevaluate procurement practices, organizations can contribute to creating a more equitable and inclusive business environment while driving innovation and success.
Develop a strategy in line with your business and ESG objectives. Integrating social mobility efforts into ESG objectives demonstrates a commitment to addressing systemic inequalities and promoting sustainable practices. As businesses continue to prioritize diversity, equity, and inclusion in their operations, developing a tailored social mobility strategy is crucial in driving positive social impact while also achieving long-term business success. This may involve implementing initiatives such as mentorship programs, skills training opportunities, or flexible work arrangements to support employees from all backgrounds in advancing within the company.
“Social mobility is a key strategic enabler for AMS. Our business is all about talent and having a fair and level playing field which is open to all, including those of us who may be from lower socio-economic backgrounds.” Matthew Rodger, Chief Growth & Commercial Officer and ExCo sponsor for Social Mobility, AMS
Top tips to enhance social mobility through recruitment:
1. Collaborate with schools and community organizations to provide internship opportunities and develop talent pipelines that can help bridge the gap for underprivileged individuals seeking employment opportunities.
2. When evaluating entry-level candidates, contextualise their academic achievements to create a more level playing field for all applicants.
3. Eliminate bias in the hiring process by implementing blind recruitment practices and ensuring that all candidates are evaluated solely based on their qualifications and merit.
4. Offer mentorship programs and professional development opportunities to help individuals from disadvantaged backgrounds navigate the corporate world more successfully and advance in their careers.
5. Transition away from competency-based models that solely focus on candidates demonstrating specific skills, which can be influenced by their access to extracurricular activities or job opportunities. Instead, consider adopting strength-based models that incorporate interviews and scenario testing to assess an individual’s abilities and potential more effectively. This shift will allow for a more comprehensive evaluation of candidates, leading to better hiring decisions and improved organizational outcomes.
6. Provide additional job opportunities in areas outside of major cities to reduce the burden on candidates who may be reluctant to relocate. Leveraging remote or hybrid working is key.
7. Creating employee resource groups around social mobility. Establishing employee resource groups focused on social mobility is essential for promoting socioeconomic inclusion and ensuring a diverse representation of the communities we serve. These groups aim to support the professional advancement of employees from various socioeconomic backgrounds.
8. Relax the requirements for bachelor’s degrees where possible. This could potentially open up more opportunities for individuals seeking to advance their education and career prospects. By re-evaluating the criteria for earning a bachelor’s degree, we can create a more inclusive and accessible educational system that benefits a wider range of individuals.
The Social Mobility agenda at AMS
We are honoured to be recognised as a top 75 employer in the Social Mobility Foundation’s Employer Index.
In September 2023, we officially launched its partnership with Movement to Work(MtW), a not-for-profit coalition of UK employers, youth-outreach organisations, training providers, and government – all aiming to level the playing field for young people, aged 16-30, who are not in employment, education, or training.
MtW works with employers, free of charge, to design and create vocational workplace opportunities and work experience placements either in-house or through its recommended training providers. MtW counts some of the biggest UK employers among its members including Accenture, BAE Systems, Tesco, BT, Barclays, M&S, Marriott, The Department of Work and Pensions and the British Army.
Measures taken by AMS in recent years include increasing partnerships and collaboration with key social enterprises, charities, and small businesses as well as a renewed focus on data collection allowing AMS to understand the socio-economic makeup of their colleagues based in the UK&I region.
AMSTalent Lab, provides expert training to help organisations turn people with the right potential and aptitude into people with the right skills. Whether it is upskilling or reskilling existing tech talent or developing a recruiter team from scratch. Every element of Talent Lab is designed to enhance social mobility, tapping into the potential that exists in all corners of our society, from attraction to assessment, training, and ongoing support. AMS Talent Lab enables organisations to gain a competitive edge and benefit from a diverse viewpoint.
AMS’s Public Sector Resourcing (PSR) service provides more than 19,000 skilled workers across the UK government at any one time, meeting contingent resourcing demands on large projects including Brexit and the pandemic. PSR formed its Social Value Model and strategy to align with the challenges facing the public sector and works collaboratively with clients.
The Social Value Model was built to address five key themes that include Equal Opportunity, Tackling Economic Inequality and Fighting Climate Change each with subsequent policy outcomes. On the PSR framework we have projects and programmes aligned to each of these areas to drive positive change, as well as repurposing initiatives already in place at AMS to make them applicable to our public sector customers.
We introduced a new service line in PSR, called ‘Recruit, Train, Deploy’, to bring in trainees from under-represented or those from lower socio-economic backgrounds, upskill them and then place them in a client organisation, providing both commercial and social value. Our partnerships with inclusive recruiters likeRecruit for Spouses, Auticon, and Bridge of Hope help to provide opportunities to individuals who might not think public sector roles are for them.
“Since its inception in 1996, social mobility has been part of AMS’s DNA. We believe that we can further help ourselves and our clients who wish to diversify their talent pipeline by creating opportunities for candidates from underrepresented talent groups and if needed training them with in-demand skills.” Matthew Rodger, Chief Growth & Commercial Officer and ExCo sponsor for Social Mobility , AMS
AMS is committed to driving the dial forward on social mobility and championing change to level the playing field for the world of work.
Interested in learning more about how your organisation can advance social mobility?
Contact Fionuala Goritsas, Head of Analyst Relations & Global Co-Chair for Social Mobility, or myself.
In today’s dynamic and diverse workplace, the role of a manager transcends traditional boundaries. To truly harness the potential of every team member, managers must cultivate an open-minded approach that champions inclusivity and promotes individual well-being.
Here are eight practices that can help:
1. Cultivate active listening
Active listening is the cornerstone of open-minded management. It involves fully concentrating, understanding, and responding thoughtfully to what team members are saying. This practice helps managers gain insights into diverse perspectives and encourages a culture where everyone feels heard and valued.
How to implement:
Conduct regular one-on-one meetings with team members.
Practice reflective listening by paraphrasing what the employee has said to ensure understanding.
Encourage team members to share their thoughts and ideas without interruption.
2. Foster a culture of psychological safety
Psychological safety refers to an environment where employees feel safe to express their ideas, ask questions, and admit mistakes without fear of retribution. This atmosphere is crucial for innovation and growth.
How to implement:
Recognize and reward team members who take risks and share unique ideas.
Address and discourage any behavior that undermines respect and openness.
Lead by example by showing vulnerability and admitting your own mistakes.
3. Embrace diversity equity inclusion and belonging
A truly inclusive environment goes beyond surface-level diversity. It requires recognizing and valuing the unique contributions of individuals from various backgrounds and experiences.
How to implement:
Implement bias training programs to raise awareness of unconscious biases.
Ensure diverse representation in decision-making processes.
Celebrate cultural events and differences within the team.
4. Encourage continuous learning and development
Open-minded managers prioritize continuous learning, both for themselves and their teams. This approach not only enhances skills but also fosters an environment of mutual respect and growth.
How to implement:
Provide access to professional development resources such as courses, workshops, and conferences.
Encourage team members to pursue new skills and certifications.
Create mentorship programs that pair experienced employees with those seeking growth.
5. Facilitate open communication channels
Open communication is essential for transparency and trust. Managers should ensure that communication channels are clear, accessible, and utilized effectively.
How to implement:
Use collaborative tools and platforms to enhance communication.
Hold regular team meetings to discuss progress, challenges, and feedback.
Encourage an open-door policy where employees feel comfortable approaching management with concerns or ideas.
6. Empower and delegate
Empowering team members by delegating responsibilities not only builds trust but also allows individuals to take ownership of their work, fostering a sense of autonomy and accountability.
How to implement:
Assign meaningful tasks that align with each team member’s strengths and career goals.
Provide the necessary resources and support for team members to succeed.
Offer constructive feedback and recognize achievements.
7. Promote work-life balance
Acknowledging the importance of work-life balance is crucial for the well-being and productivity of employees. Managers should advocate for policies that support a healthy balance.
How to implement:
Implement flexible working hours and remote work options.
Encourage taking breaks and using vacation days.
Support initiatives that promote mental health and well-being.
8. Seek and act on feedback
An open-minded manager values feedback and uses it to improve their leadership approach and the overall team dynamic. Regularly seeking and acting on feedback demonstrates a commitment to continuous improvement and inclusivity.
How to implement:
Conduct anonymous surveys to gather honest feedback from team members.
Hold feedback sessions to discuss what’s working well and what needs improvement.
Take actionable steps based on the feedback received and communicate these changes to the team.
Conclusion
Being an open-minded manager requires a conscious effort to embrace diversity, foster a culture of inclusion, and support the well-being of every team member. By implementing these strategies consistently, managers can unlock the full potential of their teams, leading to enhanced productivity, innovation, and overall organizational success. Ultimately, an open-minded approach not only benefits the organization but also enriches the professional and personal lives of its employees.
An open-minded approach not only benefits the organization but also enriches the professional and personal lives of its employees.
In today’s data-driven business world, the role of a Chief Data Officer (CDO) is more critical than ever. Data is the lifeblood of modern enterprises, capable of propelling them to new heights of success—if it’s harnessed and utilised effectively. With this in mind, the debate is heating up: should a CDO have a strategic seat at the Executive Committee (ExCo) level? This post will dive into why having a CDO at the ExCo table isn’t just beneficial; it’s essential for boosting a company’s profitability and efficiency.
The Power of the CDO in Driving Business Success
The CDO emerges as a linchpin in the orchestration of business triumph through the strategic application of data. Their role extends far beyond mere data management; it is about transforming raw data into actionable insights that guide the steering of the corporate ship. By possessing an in-depth grasp of the company’s data assets and their potential leverage points, the CDO equips the organisation with the foresight and agility needed to navigate the competitive business seascape.
In this realm, the insights gleaned from comprehensive data analysis are not just numbers on a page; they are used to inform strategic planning. These insights illuminate opportunities for increased profitability by identifying areas where operational efficiencies can be augmented and decision-making processes can be refined. The strategic integration of data analytics into business planning enables organisations to anticipate market trends, understand customer needs more deeply, and respond with precision to competitive pressures.
“Nowhere is that more evident than how organisations strategise, understand and interpret data, with the right balance of people and technology critical to unlocking its full potential. The CDO’s role is integral here, equipping the business with the knowledge, insights and confidence needed to drive business strategy.” Joey Jegerajan, PwC, Chief Data Officer Business Strategies & Innovation
The unique value proposition of the CDO lies in their ability to bridge the gap between data science and business strategy. This synergy drives a data-centric approach to problem-solving and innovation, ensuring that every decision is underpinned by robust data analysis. Such an approach fosters a culture of informed decision-making, where every business move is both strategic and data-driven.
Moreover, the involvement of the CDO in strategic planning elevates the role of data from a supporting function to a cornerstone of corporate strategy. This shift in perspective ensures that data is not just collected, but is systematically analysed and translated into actionable strategies that propel the company forward. In essence, the power of the CDO in driving business success lies in their ability to turn data into a strategic asset that underpins every facet of organisational excellence, heralding a new era of data-driven decision-making.
The Broad Stakeholder Base of the CDO
The role of the Chief Data Officer embodies the essence of multidisciplinary influence, stretching its roots into every corner of the organisation it serves. This wide-ranging impact arises from the CDO’s responsibility to engage with a diverse array of internal stakeholders, encompassing both the luminaries of the front-end, those orchestrating customer-facing strategies, and the guardians of the back-end operations, alongside the architects of the technology teams. This extensive network of stakeholders presents a unique challenge for CDOs, necessitating a profound level of strategic finesse and interpersonal acuity to harmonise the myriad interests and perspectives into a coherent data strategy.
“Successful CDOs find business leaders — and parts of the business — who already appreciate data to a substantial degree, and who can be partners in providing data-driven value”Havard Business Review
Navigating this intricate web of relationships, the CDO endeavours to foster a culture where data is not just an operational asset but a strategic cornerstone, driving forward initiatives that span the entire organisational spectrum. Without a strategic seat at the ExCo level, however, the potential for CDOs to effect transformative change is significantly hampered. The absence of direct access to the ExCo not only constrains their ability to advocate for the strategic value of data across all organisational levels but also limits their influence in steering the company towards a more integrated and data-informed future.
In essence, the broad stakeholder base of the CDO underscores the imperative for their inclusion at the ExCo table. It is here, at this nexus of executive decision-making, that the CDO’s vision for a data-driven organisation can be most effectively articulated and championed. The role demands more than mere technical acumen; it requires a leader capable of transcending departmental boundaries to weave data into the fabric of the company’s strategic ambitions. The CDO, in wielding this comprehensive stakeholder engagement, not only illuminates the path to data maturity but also ensures that every stride taken is in lockstep with the broader objectives of the organisation.
Making the Case for CDOs at the ExCo Level
The proposal to embed a Chief Data Officer within the Executive Committee heralds a profound shift in organisational dynamics, recognising data as the linchpin of modern business strategy. This elevation transcends traditional structures, positioning the CDO as a key influencer in the strategic discourse at the highest level. Such a move is emblematic of an organisation’s commitment to treating data as a fundamental asset, integral to its strategic blueprint and operational ethos.
In the contemporary business milieu, where data’s omnipresence and potency are undisputed, the absence of a CDO at the ExCo table represents a missed opportunity to harness this resource’s full strategic potential. The inclusion of a CDO amongst the executive ranks is not merely about elevating a role; it is about embedding a data-driven mindset at the core of the organisation’s decision-making process. It is an acknowledgement that data, with its multifaceted insights into customer behaviour, operational efficiency, and market trends, can significantly shape the strategic direction of the company.
“The CDO should ensure that their work is supporting CxO’s objectives and overall business strategy….the CDO should also look to build a strong relationship with the CEO, as it will help to secure buy-in…” Deloitte, UK Chief Data Officer Report 2023
The presence of a CDO at the ExCo level ensures that data strategies are not siloed or marginalised but are integral to the broader business strategies. This integration facilitates a seamless alignment of data initiatives with the company’s objectives, ensuring that data-driven insights inform all aspects of business planning and execution. The CDO, with their unique blend of strategic acumen and data expertise, becomes instrumental in identifying and capitalising on opportunities for growth, innovation, and competitive differentiation.
Moreover, this strategic alignment amplifies the organisation’s agility, enabling it to navigate the complexities of the digital age with more nuanced and informed responses to emerging challenges and opportunities. It ensures that data does not merely support business strategies but actively shapes them, driving the organisation towards unprecedented levels of efficiency, innovation, and profitability.
Transforming Data into Profit
For those navigating the complexities of leveraging data towards enhancing business efficiency and decision-making, the appointment of a CDO at ExCo level emerges as a pivotal strategy. This strategic move transcends the traditional view of data as merely a technical commodity, positioning it as a core asset that is instrumental in driving organisational profitability. The integration of a CDO within the ExCo underscores a profound recognition of data’s potential to catalyse innovation, refine customer engagement strategies, and streamline operational processes.
By instilling a data-centric ethos at the helm of strategic planning, businesses can harness the nuanced insights derived from their data landscapes to identify new market opportunities, enhance product offerings, and deliver superior customer value. This approach not only amplifies the strategic agility of the organisation but also fosters a culture where data-driven insights form the cornerstone of every business initiative. The role of the CDO, therefore, extends beyond the realms of data governance and analytics; it embodies the strategic vision to mould data into a tangible asset that propels the company towards achieving unprecedented levels of efficiency and market competitiveness.
In essence, the elevation of a CDO to the ExCo level is a testament to an organisation’s commitment to embed data at the core of its strategic blueprint. This alignment not only fortifies the company’s competitive stance in a data-rich landscape but also paves the way for transforming data into a key driver of profitability and business success.
Earlier this month I attended a conference in Houston specifically focused on some of the challenges in the HR function of energy sector companies. It was a great event and what was particularly interesting and encouraging for me was that the audience was a real mix of professionals not only from the fossil-fuel industry (which is of course to be expected in Texas!), but also from the renewable energy industry.
Texas is the leading State in the US for renewable energy production and is continuing to accelerate the transition. Recent data from the Energy Information Administration (EIA)shows that solar generation alone is likely to top coal-fired generation for the first time in 2024. The Energy Reliability Council of Texas (ERCOT) manages the flow of around 90% of electric load in the state, and EIA forecasts indicate that wind and solar generation will top natural gas as the system’s largest generation resource. With the recent announcement on Earth Day relating to the $7 billion of solar funding for residential projects in the US through the Environmental Protection Agency, the pace will only quicken!
So how do these dynamics relate to HR strategies? The conference brought to light many of the challenges ahead.
I was privileged to share the stage with professionals from SLB, Shell and Technip FMC to discuss some of the key topics in Talent Acquisition in a panel format. Here are just some of the points we discussed:
It is clear the energy sector needs to work hard to remain relevant and exciting to younger generations of talent. According to the Universum list of the most attractive employers in America, no energy companies are ranked in the top 100 amongst business students and only 6 are ranked in the top 100 amongst engineering students. A lot of work needs to be done to tell the amazing stories the energy sector has to offer. Targeted and personalised employer branding strategies need to be invested in to help bring to life the massive impact a career in the energy sector can provide.
Flexibility and scalability in what has always been a volatile market is becoming increasingly important for Talent Acquisition operating models in the energy sector. As a result, more and more organisations are moving to Recruitment Process Outsourcing models and this is confirmed by recent US research that indicates the likely compound annual growth rate for the RPO sector in the US is 19.1% through to 2031.
Talent Acquisition technology has been a hot topic for the last decade or so, but with the rapid adoption of AI in HR processes and the increasing legislation associated with this to keep it in check, organisations will have to carefully consider their options and will need support with their technology and process decisions. The explosion of AI in our lives is astonishing (it took Instagram 2.5 years to have 100 million users and Chat GPT just 2 months) and the feeling in the room was that we must embrace the benefits that AI will inevitably bring, but guard against any bias that it might introduce into our processes.
Internal mobility was seen as a crucial enabler of dealing with the skills gaps in the sector, and the panel agreed that it was important to understand the skills in your organisation to determine who has adjacent or transferable skills for new roles. By embracing potential over experience, fostering a culture of mobility, and treating your internal candidates as you would an external candidate you will be able to harness your internal talent much more effectively.
Other topics covered over the 2 days we had together included using veteran programmes to increase belonging and access new talent pools, defining competitive policies to attract the best talent, and how to use wellness and health programs to support your people.
The topic of skilling was prevalent, and it was fascinating to hear how NexTier Oilfield Solutions had used Kahuna to digitize their technical competence assurance program (a great pre-requisite to get your data and skills taxonomy in order before embarking on a skills-based hiring approach) and how Vestas were reducing attrition through effective development programs, particularly in leadership.
The other topic at the front of everyone’s minds in the room was of course DE&I and how we all need to ensure processes remove implicit bias and approaches we take should always be focused on inclusivity.
The key takeaway for me was that the challenges ahead for the energy sector are multiple, but with the right mindset and by adopting the right balance for the energy transition to happen quickly enough, the energy sector is a hugely exciting sector to build a career within.
It is now crucial that we can tell this story to younger generations, whose talent we need to build a prosperous future for all.
It’s been over a week since we wrapped up our most successful and engaging DEIB (Diversity, Equity, Inclusion & Belonging) Week at AMS, and I wanted to share some personal insights.
What contributed to its success?
The theme, “Belonging – from Awareness to Action,” served as the cornerstone, connecting all sessions to this vital concept. Belonging is pivotal for our business, as it fosters connections among our global colleagues and aligns them with our goals.
We were bold in pulling together our session content. For the first time, we delved into topics like Religious Inclusion, acknowledging its complexity in the workplace. Additionally, “I didn’t mean to offend, but…” explored the nuances of language and its potential to cause unintended offense across cultures.
Our Exco leaders actively participated, leading and facilitating challenging discussions throughout the week.
We were fortunate to host inspiring external speakers, including Matthew Syed, John Amaechi, and Professor Jason Arday. I encourage everyone to connect with them on social media; their insights are invaluable.
Over the past few years, we’ve made significant progress in advancing our inclusion and belonging agenda across AMS. DEIB Week serves as a crucial platform for colleagues to engage in dialogue and share ideas, with over 8,000 global colleagues participating in live sessions. Now, our focus is to sustain these bold and courageous conversations all year-round.
This year, we’ve set a higher standard for DEIB Week, and we’re eager to push ourselves even further next year. We welcome insights from other organizations on how they’re approaching similar initiatives in their businesses. Let’s continue driving positive change together.
With Earth Day fast approaching, the time is especially fitting to celebrate the planet and reflect upon our relationship with it. Many businesses across the globe take this month to address their environmental impact, while others (such as Patagonia, IKEA, and Adidas) launch effective Earth Day campaigns. It is increasingly an occasion to recognise not only environmental stewardship but also the intimate connectedness of social responsibility and financial impact: the three concepts at the core of Sustainability.
As an executive search professional, the questions that spring to my mind are: What is the role of leadership on the sustainability journey and what makes this leadership effective?
Defining Sustainable Leadership
In the face of ‘increasing social and environmental problems arising from economic development, there is a serious imbalance between economic benefits, social responsibility, and environmental protection in the process of enterprise operation.’ Combatting this imbalance lies at the heart of sustainable development, which aims for comprehensive progress towards the achievement of economic, social, and environmental goals.
Inspiring and driving action through leadership can take many forms. One is the Chief Sustainability Officer; over the last few years, there has been a significant rise in the number of companies appointing a CSO, and, even more recently, rather than coming up through the sustainability function, these individuals are tending to come through via functions such as finance and R&D. Another is the ecopreneur, a business founder with an environmental purpose. Sustainability leadership may likewise take the form of an ESG-minded investor, or a CEO who convenes a cross-functional sustainability committee.
Key Components
On the surface, leadership in this sphere shares many crucial facets with other, often overlapping, leadership domains. These include a clear vision and strategy – which truly incorporates sustainability goals into organisational objectives, setting measurable targets and timelines – and an innovation mindset, embracing technological advancements and the need for creative problem solving.
Although the elements outlined are not particular to sustainability leaders, they form a schema for responding to sustainability challenges. The model was created against a backdrop of sustainability leadership aimed at effecting profound change; it establishes three major components: the context wherein the leader operates; the leader’s characteristics; and the leader’s actions. This framework brings not only clarity and structure to the concept, but also a way for leaders to assess areas of focus or improvement.
Challenges and Opportunities
In 2010, the then CEO of Johnson Matthey, Neil Carson, compared sustainability leadership to the quality revolution of the 1980s: ‘What happened was companies either died or they got quality. One day this is going to be the same for sustainability. But there’s an interim period where that’s only true for some companies.’ He predicted a period of ten years or possibly longer before sustainability leadership and its importance no longer needed to be pointed out. Indeed, more than ten years have passed and the state of sustainability remains mixed. Merely half of senior management teams are prioritising sustainability risks, opportunities, and impacts, with just a quarter of companies allocating adequate capital to sustainability initiatives.
states the PwC Sustainability Practice Leader, Lynne Baber. 2024 is a pivotal year for implementing sustainability-related regulation, including enhanced sustainability reporting, and most companies have a lot of work to do to meet new requirements. Beyond reporting, a recent Deloitte article identifies four key themes for companies to address this year: circular design, supply chain sustainability, decarbonisation, and avoiding greenwashing. While these present a challenge to many executives, effective sustainability leaders have the opportunity to ensure business resilience and a positive global impact.
One of the most important aspects of business resilience is talent. A company with leadership committed to sustainability is an attractive employer when it comes to new talent. As David Ingleson, AMS Sector Managing Director, notes in his exploration of ‘EcoMagnetism’,
‘Principles of fairness, inclusion and purpose are inextricably linked to employer attractiveness.’
Companies such as the Global 100 perform highly in terms of investing in green solutions, diversity and inclusion, and fair remuneration metrics; these organisations are best placed to attract ‘talent that are motivated by purposeful and long-term careers.’
In your search for sustainable leadership, contact our AMS Executive Search team, whose practice leads have an holistic and nuanced approach to securing the best individuals for your organisation. For a conversation, give us a call or get in touch via LinkedIn or email.
At AMS, we are committed to progressing our sustainability agenda in the areas of equality, wellbeing, climate change and support to local communities. You can find our 2023 Sustainability report here.
