An increasing number of business and HR leaders today are working on enhancing engagement of their growing Gen Z workforce. Considering the prevailing sentiments when discussing how to support Gen Z workers, now aged between 12 and 27 years, have led me to notice similarities with needs of those who are neurodivergent at work.
As a neurodiversity advocate, I am feeling buoyed, as employers looking to unlock the potential of their Gen Z workforce, will also be creating conditions that are more welcoming to neurodiversity. We know that in today’s evolving workplace, understanding the needs of diverse employee groups is crucial for fostering an inclusive and productive environment.
To help frame the win-win situation that seems to be occurring, below is a list of some key similarities for engaging both Gen Z and ND (neurodivergent) employees.
Flexibility and work-life balance
Gen Z: Having grown up with technology and the internet, Gen Z places a high value on flexibility. They are accustomed to the idea of working from anywhere and at any time. The traditional 9-to-5 workday doesn’t appeal to them as much as flexible working hours and remote work opportunities. This flexibility allows them to balance their personal lives and work responsibilities effectively.
ND: Flexibility is equally important for neurodivergent employees, who may have varying needs depending on their specific condition or situation. For instance, individuals who are autistic may thrive with a consistent routine but need flexibility in terms of the environment and sensory inputs. Those with ADHD might benefit from flexible hours that allow them to work during their peak productivity times.
Emphasis on mental health and wellbeing
Gen Z: This generation is notably more open about mental health issues compared to previous generations. They seek employers who not only acknowledge the importance of mental health but also provide resources and support to address it. Mental health days, access to therapy, and wellness programs are highly valued by Gen Z.
ND: Mental health support is crucial for neurodivergent employees. Providing access to mental health resources, creating a supportive work culture, and offering reasonable accommodations can make a significant difference in their work lives.
Technology and innovation
Gen Z: As digital natives, Gen Z employees are adept at using technology and expect their workplaces to be equipped with the latest tools and platforms. They prefer employers who embrace innovation and are open to new ways of doing things. This tech-savviness not only enhances productivity but also keeps them engaged.
ND: Technology can be a powerful tool for neurodivergent employees as well. Assistive technologies, such as speech-to-text programs, organizational apps, and sensory-friendly devices, can help them perform their tasks more effectively. Moreover, technology can facilitate communication and reduce misunderstandings, creating a more inclusive environment.
Inclusive and diverse work culture
Gen Z: Diversity and inclusion are non-negotiables for Gen Z. They want to work in environments where differences are celebrated, and everyone has a voice. This includes not only racial and gender diversity but also diversity in thought and experience.
ND: An inclusive work culture is essential for neurodivergent employees. They need an environment where they feel understood and accepted, where their unique perspectives are valued, and where they have the same opportunities for growth and advancement as their neurotypical peers.
Clear communication and feedback
Gen Z: Clarity in communication is crucial for Gen Z. They appreciate regular feedback and clear instructions, which help them understand their roles and expectations better. Open and honest communication fosters trust and helps them feel more connected to their work.
ND: Clear and direct communication is equally important for neurodivergent employees. They may require more explicit instructions and constructive feedback to navigate their tasks effectively. Ensuring that communication is straightforward and accessible can significantly enhance their job performance and satisfaction.
By recognizing the overlapping needs of Gen Z and neurodivergent employees, employers can create a more inclusive and supportive workplace. Flexibility, mental health support, technological integration, a diverse and inclusive culture, and clear communication are not just beneficial but essential for the success and wellbeing of these groups.
As we embrace these principles at work, we can expect a more dynamic and harmonious work environment, benefiting all employees and giving us a view of the future of work that is a bit brighter.
We are excited to share our Diversity, Equity, Inclusion & Belonging Annual Report for 2023 – marking the third year of its publication.
Our vision is to foster a culture of inclusion and belonging. Over the past few years, especially post-COVID, we have worked hard to priotritise this vision.
Reporting on our progress is crucial. We have made significant commitments and strive to be transparent about the advancements we’re making.
Key Highlights of 2023:
Achieved Representation Targets: We met our end-of-year goal for ethnically diverse leaders, reaching 16% representation from just 4% three years ago.
Comprehensive Diversity Reporting: We provide detailed diversity data across our business, wherever possible.
Employee Resource Groups: Our ERGs have been instrumental in building global communities among colleagues.
D&I Alliance Launch: In 2023, we introduced the D&I Alliance, a forward-thinking collaboration with DEIB-focused partners to enhance diverse representation for our clients.
We are proud of the strides we’ve made in 2023 to enhance our culture of inclusion and belonging.
Please reach out with any questions or feedback after reading the report.
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.
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:
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.
When evaluating entry-level candidates, contextualise their academic achievements to create a more level playing field for all applicants.
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.
Offer mentorship programs and professional development opportunities to help individuals from disadvantaged backgrounds navigate the corporate world more successfully and advance in their careers.
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.
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.
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.
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 Marisa Baker, Client Services Manager and Social Mobility ERG Co-Lead.
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.
As Mental Health & Wellbeing Awareness week unfolds, it’s time to spotlight the pivotal role of corporate DEIB teams in championing this vital annual milestone.
Reflecting on my 36 years in the workforce (yes, I’m proudly showing my age!), I’ve witnessed an inspiring evolution in prioritising health and wellbeing in the workplace. The consensus is clear: a focus on mental health and wellbeing breeds a more positive and commercially productive workforce.
Still not convinced. Let’s dive in to some compelling statistics from MHFA England:
One in five UK workers reported feeling unable to manage stress and pressure in the workplace
Poor mental health accounts for more than half of all work related illnesses.
Around 51% of long-term sick leave is due to stress, depression or anxiety
Now, let’s look at the pivotal responsibility of corporate DEIB teams in fostering workplace health and wellbeing.
Integration & Alignment: At AMS, we have integrated our Health & Wellbeing team into our ERGs, aligning our efforts with our overall DEIB plans.
Psychological safety: Creating an environment of psychological safety is paramount, allowing everyone to show up authentically and reducing the burden of masking that fuels stress and anxiety.
Embracing Belonging: We’ve recently added “Belonging” to the name of our function in AMS. This enhanced focus on Belonging fosters a sense of connection to the business, nurturing a sense of wellbeing
Cultural Inclusivity: DEIB teams must spearhead the charge in cultivating an inclusive culture. Instances of exclusion or microaggressions demand swift action and remediation.
Celebrating Diversity: By curating a calendar of diverse cultural events, we cultivate a sense of belonging for underrepresented groups, nurturing their mental health and wellbeing.
What do you think? What best practice are you seeing in how other organisations are combining their DEIB and Health & Wellbeing efforts?
Neurodiversity acknowledges the natural variation in the human brain and the neurodiversity movement celebrates these differences between all individuals, together with the unique experiences of those who are neurodivergent and known to have some neurological functioning which is considered different from what is most typical. Within this realm, empaths, individuals highly attuned to the emotions of others, have a unique perspective to offer.
Empaths, with their heightened sensitivity and intuitive understanding of emotions, often find themselves navigating the professional landscape in distinctive ways. In this article, we’ll explore high levels of empathy in the workplace and offer some practical tips for empaths to thrive in their careers. Empaths, in particular, possess an acute sensitivity to the emotions of others, often experiencing them as if they were their own.
In the workplace, this heightened empathy can be both a blessing and a challenge. On one hand, it allows empaths to forge strong connections with colleagues, facilitate effective communication, and foster a supportive work environment. On the other hand, it can also make them more susceptible to emotional overload, burnout, and difficulty setting boundaries.
For empaths then, the workplace can sometimes feel like a minefield of emotions, overwhelming stimuli, and constant energy drains. From absorbing the stress of colleagues to navigating office politics, the daily grind can take a heavy toll on those who are more sensitive to emotions that are around them. But fear not, fellow empaths, for there are strategies and techniques to not only survive but thrive in the professional world without sacrificing your well-being. So, if you’ve ever felt like screaming, “I’m an empath, get me out of here!” this guide is for you.
Acknowledge Your Ability: The first step to thriving as an empath in the workplace is to acknowledge and embrace this sensitivity as a strength rather than a weakness. Recognize that your ability to empathize deeply with others is a valuable asset that can foster collaboration, communication, and emotional intelligence.
Set Boundaries: Empaths have a tendency to absorb the emotions of those around them, leading to emotional overload and burnout. Setting clear boundaries is crucial for protecting your energy and maintaining your well-being. Learn to say no when necessary, prioritize self-care, and establish limits on how much emotional labor you’re willing to take on.
Create a Safe Space: Designate a quiet corner or personal sanctuary in your workspace where you can retreat when you need a break from the chaos. Surround yourself with comforting objects, soothing colors, or calming music to create a sense of peace and tranquility amidst the hustle and bustle of the office.
Practice Grounding Techniques: Grounding techniques can help empaths stay rooted and centered in the present moment, reducing overwhelm and anxiety. Experiment with techniques such as deep breathing, visualization, mindfulness meditation, or spending time in nature to reconnect with yourself and recharge your energy.
Limit Exposure to Negative Influences: Toxic work environments, difficult colleagues, and draining interactions can take a significant toll on empaths. Identify sources of negativity in your workplace and take proactive steps to limit your exposure to them. Surround yourself with positive influences, supportive colleagues, and on uplifting experiences whenever possible.
Practice Self-Compassion: Empaths can be highly self-critical, holding themselves to impossibly high standards and internalizing the emotions of others. Practice self-compassion by treating yourself with the same kindness and understanding that you would offer to a friend. Remember that it’s okay to prioritize your own needs and well-being.
Seek Support: Don’t be afraid to reach out for support from trusted friends, family members, or colleagues who understand and appreciate your sensitivity. Having a supportive network can provide validation, encouragement, and perspective when you’re feeling overwhelmed or discouraged.
Navigating the workplace as an empath can be challenging, but it’s not impossible. By acknowledging your ability, setting boundaries, creating a safe space, practicing grounding techniques, limiting exposure to negativity, practicing self-compassion, and seeking support, you can cultivate resilience, maintain your well-being, and thrive in your professional life. So the next time you feel like screaming, “I’m an empath, get me out of here!” remember that you have the power to create a work environment that recognizes and supports your unique gifts.
The first step to thriving as an empath in the workplace is to acknowledge and embrace this ability as a strength rather than a weakness.
In a disconnected world, it’s great when the stars align. Serendipity is hugely underrated.
For many years, I have been a passionate advocate of mental health and speak about it whenever I have the chance. We all have mental health: it’s not just about struggling, about diagnosed conditions (although I could write you a list), about plans and strategies. It’s a shifting state for us, for all of us, and just happens to be a hot topic in the workplace today. My life – at work and at home – is that of a willing guinea pig in mood lifting, self-examination and experiments. If it’s not illegal, I’ll give it a go. It’s messy and it works – for me at least – but I have often missed a North Star for direction and purpose. That is until I got lucky.
Last week was Diversity Week at AMS and I was fortune – no, privileged – to attend a session with John Amaechi ((6) John Amaechi OBE | LinkedIn). I didn’t know of John a week ago, but I feel lucky that I know him now. His articulate, authentic and relatable approach to helping people ‘recognize their souls in the dark’ resonated hard and since that session I have been devouring his content via any medium I can access. Thank you, John, it was, and you are fantastic.
He stands for so much more, but a regular theme that comes to the surface again and again in his work is kindness. I’m no David Goggins but I had often felt this to be a little light, a little loose in definition and as someone prone to many less charitable characteristics, considered it at best to be my way of paying off my personality debt.
But it seems that is exactly the point. Kindness is a state of mind we can cultivate with mutual benefit. We give and we receive, and, in the process, we create a positive feedback loop that is good for the soul of the one and the many. We can all be kind and need to extend to ourselves as much as we do to others – it’s not cheating, it is a critical tool in enhancing engagement, performance, and peace of mind. And it’s completely free.
No one is asking or requiring sainthood, nor a huge investment in time. Check in on a colleague; throw a ball for your dog; put down your phone and ask a child what they’d like to do; make an extra coffee when you are in the office; cook dinner unasked. These micro moments really matter and, on an organizational level, help to create a culture of belonging and inclusiveness more effective than any enforced training session or corporate dictate. It’s not a weakness to show empathy, it is strength, and it is empowering. Deep down I have sensed this for many years but now, thanks to the serendipity of a Friday Teams call, I feel that my kindness can have a purpose and yours can too.
Don’t stop the meditating, the journaling, the healthy eating, or whatever lifts your mood, just be kind to yourself in the process. Your family and your colleagues will thank you for it. And just try to take a breath when your instinct is to judge or complain and offer support instead: it’s not easy and you will fail more than you succeed but you will reap the benefits.
So as my dad used to say: be lucky. And thanks again John, may you stay lucky too.
