Pride Month is a time of celebration, reflection, and solidarity. For many, it’s a vibrant expression of identity and progress. But as Claire Mooney, who works for PSR as a Candidate Manager insightfully reminds us, it’s also a time to remember the roots of Pride as a protest, a movement born from the fight for equality and justice.
Claire is a an active member of the LGBTQIA+ community and actively participates in pride-related events at our Belfast office. She is deeply passionate about promoting inclusiveness and equal opportunities for all, with a strong focus on raising awareness of the LGBTQIA+ community and ensuring that everyone feels comfortable and supported in bringing their whole selves to work.
“While things have gotten a lot better for the LGBTQIA+ community there are some things that are starting to be rolled back. We seem to be going backwards,” Claire shared.
This duality celebration and protest is what makes Pride Month so powerful. And within organisations, it’s the community that brings this power to life.
This month, Natalie Taylor, PSR Diversity Specialist, sat down with Claire to get her perspective on Pride month, her personal experiences and how this has impacted her in the workplace:
Q: What does Pride Month mean to you personally? It’s a really important thing to celebrate. We should never forget that Pride started as a protest. Unfortunately, while things have improved, we’ve seen some rights rolled back. Pride Month is a time to focus on a minority community, to express and feel comfortable with who they are. Everybody has the right to feel comfortable with who they are all year round.
Q: Can you share a moment when you felt especially proud of your identity at work? Being involved with AMS at the Belfast Pride Parade in 2022 was a standout moment. It was a great day, a great environment, and I got to meet other colleagues I don’t directly work with. The love the parade received was unreal. It showed that AMS supports all of its employees, regardless of background. AMS remains authentic and bold in that respect.
Q: How has your understanding of Pride evolved over the years, especially in a professional context? You don’t come into work to lay out your personal life. But if someone is struggling with their identity, it’s encouraging to have the ERG or to see colleagues being out and proud without backlash. Seeing senior leaders being authentic about their identity is really powerful.
Q: How has being part of AMS’ LGBTQ+ ERG (Employee Resource Group) impacted your experience at work? The sense of community is amazing. Knowing there are others like me within AMS brings comfort. If someone is struggling with their sexuality, it’s reassuring to know there are people to talk to and resources to lean on. You don’t have to be part of the community to join allies are welcome too.
Q: What role do ERGs play in creating a more inclusive workplace? They help build visibility, connection, and support. They show that the company values inclusion and gives people a voice.
Q: Can you share a specific initiative or event that made a meaningful difference? There was an after-work LGBTQ+ event focused on sharing personal stories. I found it really inspiring and impactful especially in terms of building the wider community in Northern Ireland.
Q: What does it mean to bring your whole self to work?
It makes me feel comfortable and safe, knowing there’s no judgment. It creates a better work environment where everyone can be their authentic self. Everyone’s individual background is embraced it’s about the person.
Q: What kind of support has helped you feel safe and seen at work? Definitely the ERGs, mental health first aiders, and approachable colleagues and managers. Senior leadership embracing authenticity they talk to everyone, no matter your career level.
Q: What advice would you give to companies looking to better support LGBTQ+ employees? Create ERGs or staff networks. It helps people connect with others who understand what they’re going through. Highlight important dates, show allyship, and be visible in the community. Even internal and external social posts help people feel supported and seen.
Q: What changes would you love to see for future generations of LGBTQ+ professionals? Just embrace individuals for who they are no matter their identity or background. There should be no question about accepting people.
Q: How can allies show up all year round? Check Viva Engage or your organisations internal comms platform, join an ERG call, attend events, and just show up for your colleagues. Always stand up for what’s right. Open and honest dialogue is a great place to start.
Gordon Stuart, CEO of AMS, shared at the beginning of Pride Month:
As we begin Pride Month, I’d like to take a moment to reflect on the importance of this occasion… Our theme is ‘Shine On’. At AMS, we firmly believe that a thriving workplace is one where every individual feels safe, respected, and empowered to bring their authentic selves to work I invite you to lean in with curiosity, compassion, and courage.
Nikki Hall, Executive Sponsor of the LGBTQIA+ and Allies ERG, added:
Pride is more than a celebration. It’s a powerful reminder of the strength it takes to be your authentic self… At AMS, that sense of belonging isn’t just a value it’s a strategic priority. Whether Pride for you means celebration, reflection, or solidarity your voice and presence matter.
Pride with Purpose
Claire Mooney’s reflections, experiences and perspective remind us that Pride Month is more than a celebration. It’s a powerful expression of identity, resilience, and community. At AMS, the commitment to authenticity, allyship, and inclusion is not just a seasonal message but a year-round mission. Through ERGs, leadership support, and everyday acts of solidarity, AMS continues to foster a workplace where everyone feels a sense of true belonging.
Pride in the UK: Did You Know?
The UK’s first Pride march took place in London in 1972 with around 2,000 participants. Today, London Pride attracts over 1.5 million people annually.
LGBTQ+ visibility is growing: According to the Office for National Statistics, 1 in 10 young people in the UK now identify as LGB.
Challenges remain: A 2024 Stonewall report found that 64% of LGBTQ+ people in the UK have experienced anti-LGBTQ+ abuse or discrimination in the past year.
Pride events are expanding: Over 150 Pride events are scheduled across the UK in 2025, from major cities to small towns showing that Pride is truly nationwide.
“While things have gotten a lot better for the LGBTQIA+ community there are some things that are starting to be rolled back. We seem to be going backwards,”
Claire Mooney - PSR Candidate Manager and active member of the LGBTQIA+ Community.
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Introduction: A Cultural Inflection Point
The past decade has been defined by acceleration. Organisations have embraced digital transformation at speed and scale, driven by a desire to be leaner, faster and more productive. From early automation to today’s generative and agentic AI, workforces have been equipped with smarter tools and increasingly autonomous systems. These technologies are not only changing how work gets done, but also how decisions are made, how people interact and what is expected of them. On nearly every front, operational efficiency has improved.
But beneath that surface, something else is shifting. As output is optimised, the quieter elements of work such as empathy, trust, etiquette and human connection are becoming harder to maintain. Not gone but stretched. And in some cases, quietly deprioritised.
This is not a crisis. It is a pattern. The kind that does not cause headlines but quietly reshapes culture if ignored.
This piece explores that pattern. Not as a rejection of innovation, but as a reminder that presence, engagement and cultural consistency must evolve alongside performance. If organisations want sustainable, resilient cultures, they cannot afford to let efficiency dilute the experience of the people delivering it.
Efficiency as a Cultural Force
Technology has delivered meaningful improvements to how work is structured, measured and executed. Automated workflows, intelligent systems and AI-driven optimisation have changed how organisations hire, communicate, manage and scale. These systems are effective and often essential. But they also shape behaviour, expectations and culture in subtle ways.
The more efficient work becomes, the more transactional it can feel. Conversations are shorter. Feedback loops become templated. Systems remove friction but also reduce the context and texture that create belonging and trust.
As agentic AI becomes more embedded in workflows, taking actions on behalf of users or systems, the pace and expectations of work are shifting again. Routine decisions are now handled autonomously. Communications are drafted and sent without direct input. This creates new efficiencies, but also raises questions.
When fewer human moments are required, are the right human signals still being sent?
These developments are not inherently negative. But they highlight the need to design culture as deliberately as systems. Without that balance, organisations risk optimising for delivery while quietly eroding connection.
Candidate Experience: A Signal Worth Watching
One of the most visible early indicators of this shift is candidate ghosting. A 2023 SHRM study found that 42 percent of candidates had been dropped from hiring processes without any follow-up. In the UK, CIPD research shows nearly one in three candidates report similar treatment.
In most cases, this is not due to poor intent. It often reflects overloaded systems, ambiguous process ownership or automation designed without human closure points. But to a candidate, it sends a clear message. Their time and effort did not warrant a response.
Candidate experience is more than a hiring issue. It reflects how communication, feedback and responsibility are handled more broadly. The way an organisation treats people it chooses not to hire can often signal what it values in the people it does.
I previously wrote about the emergence of hyper-personalisation in hiring, where the candidate journey is becoming far more ‘choose your own adventure’ and consumer-inspired. But even the most curated experiences can fall short when communication and closure are absent. These foundational signals still matter.
Small cultural breakdowns often surface at the margins, in hiring, onboarding and exits, before they appear in performance metrics. These are moments worth paying attention to.
Etiquette as Cultural Infrastructure
Professional etiquette still matters. It is not about formality. It is about signalling consideration and reinforcing mutual respect. Responding to messages. Following through on commitments. Acknowledging effort. These are the habits that make people feel seen and valued. In high-output environments, these behaviours are often the first to be deprioritised.
Efficiency becomes the justification for silence. Courtesy becomes optional.
Where etiquette slips, clarity suffers. People begin to fill gaps with assumptions. Silence is misread as disinterest or avoidance. Over time, this creates emotional distance, weakens collaboration and erodes confidence in leadership. These are not major incidents. But they accumulate. And when they are not addressed, they become norms.
Leaders who consistently model responsiveness, transparency and care help embed a culture that feels accountable and considered, even under pressure.
It is ironic that in 2023, Sam Altman noted that people being overly polite to ChatGPT was costing OpenAI millions in unnecessary energy. Yet in many workplaces, the opposite trend is taking hold. Human interactions are being stripped of basic courtesy in the name of speed.
Politeness to machines may be optional. Politeness to people is not.
Empathy in Leadership: Intentional, Not Assumed
Empathy has always been a core leadership trait. But it now requires a level of intentionality that many organisations are still adapting to.
In digital-first and hybrid environments, the signals that once guided leaders are less visible. Casual check-ins, hallway conversations and off-the-record comments no longer happen as naturally. This makes it easy for leaders to drift into operational oversight without maintaining emotional connection.
Empathy in this context is not just about personal warmth. It is about being attuned to what is happening in the spaces between meetings. It is about noticing when tone changes, when contributions drop or when feedback slows. These are often the early signs that someone does not feel safe or supported.
A 2024 study by MIT Sloan Management Review found that leaders rated highly for empathy were nearly three times more likely to lead psychologically safe teams. However, the same study also found a significant drop-in informal one-to-one time since hybrid models became the norm. Empathy does not scale in the way technology does. But it can be embedded through leadership habits.
Checking in without an agenda. Listening without fixing. Noticing, and then acting.
Psychological Safety: A Barometer, Not a Backstop
Psychological safety is a known driver of innovation, retention and performance. But it can be difficult to measure accurately, especially in systemised environments.
Many organisations rely on engagement scores or survey data as indicators. While useful, these tools may only capture what people feel safe to share, not what they truly experience.
High scores may suggest alignment. They can also suggest caution. In some contexts, people provide answers that feel appropriate rather than reflective. This is especially true where AI-driven feedback tools or performance analytics create pressure to perform visibly at all times.
The more efficient the system, the more important it becomes to validate sentiment in human ways. Conversations. Observation. Follow-up.
Psychological safety cannot be assumed. It must be reinforced through action. Leaders who create space for disagreement, who follow through on difficult feedback and who model vulnerability set the tone for others to do the same.
Presence as a Strategic Leadership Skill
Presence is often misunderstood as proximity. In reality, it is about consistency, attentiveness and relevance, especially in distributed teams and tech-driven environments.
Presence means responding quickly when it matters. Being visible in decision-making. Showing up not just in crises or high-stakes moments, but regularly and reliably. It connects performance expectations with emotional commitment.
As agentic systems handle more decisions autonomously, leadership presence becomes more critical, not less. Employees still want to feel that their experience is being considered. That their effort is recognised. That their concerns are heard by someone who can do something about them.
Organisations that develop presence as a leadership competency are not resisting automation. They are complementing it. They are creating cultures where people still feel that human judgement matters, even when machines are making suggestions or taking action.
Reimagining Culture as Work Evolves
As AI redefines the nature of work itself, including how it is structured, who performs it and which decisions are delegated to machines, organisations have an opportunity to reimagine culture in parallel.
Culture can no longer be thought of as a fixed layer beneath operations. It must be adaptive, intentional and designed to evolve alongside new models of collaboration, automation and scale. If AI is changing what work looks like, then culture must change how work feels.
At AMS, we firmly believe in keeping a human in the loop when it comes to AI enablement. As work continues to be reimagined, our goal is not just to optimise tasks, but to create more space for meaningful engagement, better decision-making and human-centric interactions.
Automation should elevate the work experience, not erase the human presence from it.
Five Questions for Leadership Reflection
1. Are our systems improving connection as well as performance? 2. Do our cultural indicators reflect real sentiment or reported behaviour? 3. Where are small breakdowns in etiquette or feedback becoming normalised? 4. Are leaders equipped to recognise and respond to signals of disengagement? 5. How are we designing for presence in an increasingly autonomous workplace?
Final Thought: Balancing Automation with Human Connection
Culture does not unravel in obvious ways. It wears thin in the spaces we stop paying attention to. It shifts in tone, in pace and in the cues, people receive from leadership and systems. The next wave of change will be shaped not just by technology, but by how leaders respond to what technology makes possible. Generative and agentic AI will continue to create new efficiencies, but those efficiencies cannot come at the cost of connection.
Organisations that thrive in the future will be those that integrate automation without losing humanity. That move fast but stay close. That understand presence, empathy and trust are not nostalgic values. They are strategic imperatives.
Progress and presence are not trade-offs. They are partners. And leaders who balance them well will shape cultures built to last.
If AI is changing what work looks like, then culture must change how work feels.
This Mental Health Awareness week, I’m sharing a personal story from a connection in my community; Natalie Taylor, Diversity Specialist and Mental Health First Aider at PSR.
Natalie shares a personal journey of learning to show self-compassion while advocating for mental health and inclusion at work and explores how creating supportive communities—through Mental Health First Aid and Employee Resource Groups—can break stigma, build connection, and help people feel truly seen and valued in the workplace.
Here’s Natalie’s story:
As a Diversity Specialist and Mental Health First Aider, I’ve spent a lot of time advocating for inclusion, support, and safe spaces in the workplace. However, for a long time, I struggled to extend that same compassion to myself.
Like many others, I’ve faced the quiet weight of anxiety and the overwhelming grip of panic attacks. Speaking openly about my experiences wasn’t easy at first, but over time, I discovered that sharing my story not only helped me, it helps others feel less alone.
Through building mental health communities in the workplace, especially via our Mental Health First Aid programme, I’ve seen first-hand the power of connection. In this article, I want to explore how community can be a lifeline – for breaking stigma, building confidence, and creating workplaces where we can all show up as our whole selves.
Research consistently demonstrates a strong link between workplace mental health and employee wellbeing, productivity, and retention. Studies show that companies that prioritise mental health support experience reduced absenteeism, increased engagement, and improved employee retention. Poor mental health in the workplace can lead to decreased productivity, higher healthcare costs, and even increased turnover.
Workplace mental health initiatives, such as training for managers, access to counselling & mental health first aid, and fostering a culture of open communication, can lead to a 30% reduction in mental health-related absences and a 20% increase in employee retention.
One of the most impactful ways I’ve seen connection flourish in the workplace is through Employee Resource Groups (ERGs). These voluntary, employee-led groups bring people together around shared identities, experiences, or interests and they are a vital source of support and belonging.
For those navigating mental health challenges, marginalisation, or simply seeking community, ERGs offer more than just a social space – they offer solidarity. They help employees feel seen, heard, valued, and they create a ripple effect across organisations. Through ERGs, individuals are empowered to speak up, advocate for change, and support one another through both personal and professional challenges.
As a Diversity Specialist and Mental Health First Aider, I’ve witnessed how ERGs can be the heartbeat of inclusion efforts. Whether it’s a mental health network, A Women’s ERG, or a community for LGBTQ+ colleagues, these spaces often become a source of healing. They open the door for honest conversations and reduce the isolation so many feel when they’re struggling in silence.
Importantly, ERGs are also powerful catalysts for change. By amplifying employee voices, they shape policies, influence culture, and help leaders better understand the needs of their workforce. They bring the human experience to the forefront of workplace strategy.
We know that feeling connected at work can make all the difference but for many contractors, especially those outside of our Employee Resource Groups, that sense of belonging can sometimes feel out of reach. That’s why we created our Mental Health First Aid Programme, a support network available to both our internal PSR colleagues and our wider contractor community. It’s free to access, and it offers a safe, confidential space to connect with fully trained Mental Health First Aiders people who are ready to listen, support, and help others feel less alone.
Fostering connection in the workplace isn’t just a “nice to have”; it’s essential. Whether through Mental Health First Aid programmes or Employee Resource Groups, creating safe spaces where people feel they belong can be life changing.
I’ve seen time and time again how powerful these communities can be. People who once stayed silent about their struggles begin to open up. They find the courage to seek support, to share their stories, and to stand a little taller – because they see others doing the same. That kind of visibility, that kind of collective strength, can shift culture in profound ways.
When we build communities that are rooted in empathy, trust, and inclusion, we don’t just support individual wellbeing we transform workplaces into spaces where everyone can thrive.
“Speaking openly about my experiences wasn’t easy at first, but over time, I discovered that sharing my story not only helped me, it helps others feel less alone”
Natalie Taylor
PSR Diversity Specialist & Mental Health First Aider
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:
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.
