When you work in a global, listed organisation serving blue-chip customers, ESG is not something you can treat as optional. It is a requirement. It’s expected by regulators, by investors, and by the markets in which we operate.

But ESG is not just about reporting. We need to be constantly looking forward – defining targets and tracking progress as well as publishing results. We also need to approach ESG as an integral part of business strategy, building a long-term direction that shapes how the organisation operates.

At AUSTRIACARD HOLDINGS, our approach has been to treat ESG as a transformation, not a compliance exercise. That means integrating it into how we think about the business, how we manage people, and how we make decisions.

While environmental priorities are clearly important, my role as CHRO has been focused on the social and governance dimensions.

Building diversity into our hiring strategy

One of the simplest lessons I have learned is that diversity is not something you can fix later. It has to be embedded in your talent pipeline.

We operate across multiple countries, and our workforce reflects that. In some teams, you will find people from across Europe, USA, Asia and Africa working together. For us, the primary criterion has always been skills. We are open to talent from anywhere, and we actively look beyond geographic or cultural boundaries to bring the right skills and ambition into our business.

ESG is a journey.”

Like many organisations with a strong technical and manufacturing heritage, we have not yet reached the level of gender balance we would like. But we are making headway. For example, at the Andorra site of Tag Systems, a member of AUSTRIACARD HOLDINGS, we have a mostly female leadership team and our COO is female too. To keep up the momentum for gender balance, we are actively encouraging more female candidates, ensuring visibility of opportunities, and being deliberate in how we build our leadership pipeline through our recruitment, selection and onboarding practices. We’re also taking a transparent approach to payment parity.

We’re focused on creating an environment where people feel included once they join us too. For us, that has meant embedding our values more deeply into the organisation. We are currently working to integrate those values into our performance management processes, so that inclusion is not just a statement, but something that is reinforced through how people are evaluated and developed.

Ethical technology and psychological safety

As an applied technology company, we are very aware that the way we use technology has human implications. AI is a powerful tool, but it can also create uncertainty for employees. People naturally ask: what does this mean for my role? Will technology replace me?

If you do not address those concerns directly, you risk damaging trust. That’s why our approach has been to make sure our team understands that we are using AI to improve processes, not to replace people. Proactive messaging and clarity are important because people need to feel that they are part of the transformation. We want to bring them with us on that journey, not risk them feeling left behind, and we can do that by helping people understand both the potential and the pitfalls.

What that looks like in practice is training programmes focused on responsible AI use, data privacy and governance awareness. In this way, we’re not just equipping our people for technical transformation, we’re also ensuring ethical culture is embedded in this brave new world.

Upskilling for the future

If there is one area where ESG, business performance and employee expectations all come together, it is skills.

If organisations do not invest in upskilling, they are not only putting their business at risk, but are also failing their people. At AUSTRIACARD HOLDINGS we have taken a structured approach to upskilling, introducing an online learning platform that offers both mandatory and optional training. Employees can follow defined learning paths, but they also have the flexibility to choose areas that are relevant to their own development and interests. This includes technical training, soft skills, and emerging topics such as AI and data-related capabilities.

We also encourage employees to participate in external conferences and industry events, so they can stay connected to broader market developments.

Upskilling is about more than productivity. When people feel that they are developing and gaining relevant skills with an organisation that is investing in their future, they become much more engaged. So, our investment in a training platform not only delivers the skills we need, but also the sustainable workforce that will help us drive growth and maximise the value of our human capital.

Governance only works if people understand and trust it

As a listed company, AUSTRIACARD HOLDINGS has to operate within a strong governance framework, but governance is not just about compliance; it’s also about how fairly and consistently we manage our people.

One of our key priorities has been to strengthen this area through a more aligned and transparent performance management model, and we are currently developing a group-wide framework that will allow us to assess employees using consistent criteria across all regions.

the value drivers are not policies, frameworks or reports, but people.”

But designing a good model is only part of the challenge – getting the implementation right will be critical. That is why we are placing a strong emphasis on how the model is introduced through training and communication, with local HR and leadership teams in each market playing a key role in ensuring that the model is applied correctly and consistently.

We are also moving towards a fully digital system. This allows for greater transparency, better reporting and more effective oversight, ensuring that performance data is visible, measurable and actionable.

This much I know

ESG is a journey. We are still developing our long-term targets and refining our approach with systems in place to measure progress and a clear direction of travel. Our ESG journey at AUSTRIACARD HOLDINGS is not being driven by a single function, but by a governance structure that brings together leadership at the highest level, including the CEO, CFO and myself. This ensures that our ESG priorities are aligned with our overall business strategy.

If I had to summarise what I have learned from our ESG transformation so far, it would be that the value drivers are not policies, frameworks or reports, but people.

Our ESG transformation is bringing together a framework for how we hire and develop people in ways that leverage value from diversity, build trust within our organisation and create a culture that supports both business performance and governance.

Ultimately, ESG is not a bolt on; it has to be built into an organisation as a culture and a strategy.

The UK government’s move to introduce day one paternity leave is, on the surface, a positive step as any progress in this space matters. For too long, access to paternity leave has been limited, and removing the qualifying period means that change is happening. But when you look a little closer, the reality is more complicated.

While paternity leave may now be a day one right, statutory pay is not. Fathers still need to have worked for their employer for 26 weeks to be eligible for it. And given that low pay is one of the biggest reasons fathers don’t take paternity leave in the first place, it raises an important question: how much difference will this change really make?

The gap between policy and reality

The UK already has one of the least generous paternity offers in Europe. Statutory pay sits at just over £194.32 a week, which is well below the national living wage. For many families, that just isn’t affordable.

Imagine bringing your baby home for the first time. You’re adjusting to broken sleep, figuring out feeding, and getting to know this new person who has completely changed your world. Now imagine having to choose between being there for those early days or earning enough to cover the bills – that is a reality many fathers face. 

And it doesn’t have to be this way. In countries like Spain, Norway and Denmark, fathers have access to longer periods of well-paid leave, recognising that supporting both parents early on benefits families, workplaces and the wider economy.

In practice, the recent change may benefit a relatively small group of dads, those who start a new job while their partner is pregnant and can afford to take unpaid leave. 

Why those early weeks matter

It’s easy to see paternity leave as a ‘nice to have’, but the early weeks after a child is born are anything but. This is the point where patterns start to form. Who does the majority of the childcare, who carries the financial responsibility, and how that balance plays out over time.

When dads are only able to take a short period of leave, or none at all, those roles can settle quickly. One parent becomes the default caregiver, the other returns to work. That dynamic can impact everything from career progression to future earning potential.

Those early days are full of moments that matter more than you expect. Learning how to settle your baby in the middle of the night or building the confidence to head out on your own for the first time. Without that time, many fathers can feel like they haven’t had the space to find their footing. That affects how connected they feel to their child and to family life.

taking time out to support your family is not something that will be held against you.”

It also has an impact on mental health, even if it is not always talked about. Becoming a parent is a huge adjustment for both people. Around one in five mothers and one in ten fathers experience symptoms of postnatal depression in the first year, and one contributing factor can be a lack of bonding in those early weeks.

When one parent returns to work very quickly, the other is often left to manage alone which adds pressure. At the same time, the parent who goes back can feel increasingly disconnected from what is happening at home. 

We often talk about the motherhood penalty, but paternity leave is part of that conversation too. If we want to create more equal workplaces, we need to start with what happens at home in those early days.

What employers can do now

While policy evolves, employers have an important role to play.

Many organisations are already going beyond the statutory minimum, offering enhanced paternity leave and pay. These policies make a real difference, not just to individual families but to workplace culture. They send a clear message that caregiving is valued, and that taking time out to support your family is not something that will be held against you.

Even where enhanced policies aren’t in place, there are still ways to support employees. Open conversations, flexible working, and visible encouragement from leaders can all help create an environment where fathers feel more able to take the leave that is available to them.

A moment to build on

The introduction of day one paternity leave rights is a step forward. But on its own, it is unlikely to lead the kind of change many people are hoping for.

If we want to see more fathers taking leave, more equal parenting, and better outcomes for families, we need to go further. That means looking again at pay, at duration, and at how policies work in practice.

There is already momentum behind this. Campaigns like Equal Parenting Week, taking place from 27 April, are helping to raise awareness and push for progress. Initiatives such as the Push for Paternity Leave walk, happening across multiple UK cities, are also bringing people together to call for change.

The direction is encouraging. But there is still more to do to make sure that paternity leave works in a way that reflects the realities of modern family life. Ultimately, this is not just about policy. It’s about giving parents the time and support they need at one of the most important moments in their lives and making sure that support is something they can actually afford to use.

Elliott Rae will participate in the panel: ‘Building a manifesto: What does it mean to employ parents and carers in 2026 and beyond?’ at HR Technologies UK on Thursday 30 April 11:10 – 12:50 in the Keynote Theatre 2.

HR Technologies UK 2026 will take place from 29-30 April at the Excel, London.

Inclusion at work is all about the human experience: how people feel when they show up, how they navigate your culture, whether they feel part of your values and yes, as overused as the phrase is – whether they can bring their whole selves to work.

Whenever I talk about the commercial benefits of DE&I, I always land on the biggest cost. Recruitment, talent acquisition, hiring… and ultimately retention.

I always kick off with a simple question:

Think back to a time you weren’t seen, heard or respected. Maybe you worked in a toxic environment. What happened to your mindset, your mental health, your commitment, your performance?

It’s the same story every time: inefficiency, quiet quitting, declining health and if you had the privilege, an eventual sharp exit.

I say privilege intentionally. Not everyone can afford their ‘stuff this’ moment and throw their office keys at the toxic boss. For many, circumstances keep them stuck. And for those with a marginalised identity, who probably fought harder than their majority colleagues just to get into the room, the risk of starting over can feel greater.

The grass isn’t always greener, and getting to those greener pastures can be a battle.

Great workplaces don’t happen by accident – why knew! 

They’re carefully curated: values, ethics, policies and behaviours all pulling in the same direction.

What do the best inclusive employers have in common?

Better tenure, higher levels of employee confidence, productivity, innovation and loyalty backed by engagement surveys consistently show that people recognise the culture is smashing it.

It doesn’t take a genius to connect this to DE&I and belonging, there’s a mountain of evidenced research to back it up:

• Belonging halves turnover risk. High belonging is consistently linked to around 50% lower turnover, better performance and fewer sick days.
• Where fairness and inclusion are visible, employees report less stigma when discussing mental health, higher trust and less burnout.
• Inclusion reduces chronic stressors (bias, microaggressions, unfairness, workload without control), which lowers burnout and improves intent to stay.

And it isn’t just about ‘the vibe’. It’s about the foundations: workplace wellbeing, flexible or hybrid working, family-building benefits, equal pay, policies that protect and benefits that create equity.

People stay when they feel respected.
People stay when they feel accepted.
People stay when they see a future.

FACTS and all of this is built through an organisation’s DE&I strategy.

Why aren’t employers joining the dots?

Because too many still treat DE&I like a couple of lunch-and-learns and a sprinkling of cultural-awareness days. Out-of-touch wellness webinars and ERGs with zero budget or authority have never shifted the dial on equity and equality, IMO.

Plus nobody is showing the money, now I am not one for maths, but here goes…

Company of 1,000 people, average salary £50k, annual voluntary turnover 20% that’s 200 leavers.

Conservative replacement cost at 0.5× salary = £25k each (recruitment, lost productivity, impact on team), that’s £5 million a year out the door.

If serious belonging and DE&I design cuts attrition by 25% (i.e. 50 fewer leavers), you bank £1.25 million, before you even count fewer sick days and better performance.

That’s the business case right there!

Six powerful actions leaders can take

So, what can leaders actually do beyond a token lunch-and-learn and a few rainbow-coloured LinkedIn posts? Here are six powerful actions that don’t just tick a DE&I box, they keep your best people from quietly updating their CVs.

Inclusion → psychological safety → better mental health → lower intent to leave → actual retention.

1. Listen first
Short term: run listening sessions or anonymous surveys to understand employee experience with a focus on inclusion, psychological safety and equity
Long term: use the data to build DE&I-informed people strategies that address barriers, create accountability and align with your goals

2. Make managers your DE&I allies
Short term: upskill managers in inclusive leadership, bias awareness and equitable decision making
Long term: bake DE&I into performance management and leadership frameworks, linking it to progression, development and reward

Review your career pathways
People don’t leave companies, they leave stagnant roles, unfair systems and poor line managers.
Short term: audit who is progressing, who isn’t and why, look at access to development, stretch opportunities and mentoring
Long term: build equitable progression pathways, address barriers such as bias in promotion processes and track outcomes by demographic

4. Centre belonging in your EVP
Short term: refresh internal messaging and onboarding to reflect inclusion, community and equity in a real, meaningful way
Long term: co-create and evolve your EVP with employees, showcasing stories about lived experience, benefits that reflect different needs and clear commitments

5. Track, measure and tell the whole story
Short term: set clear DE&I-linked retention KPIs, turnover by demographic, inclusion scores, exit themes and share insights internally – be bold!
Long term: regularly publish DE&I and retention data, and link it to business performance to show why inclusion drives results

6. Design policies and benefits that reflect real lives
Short term: audit existing policies, benefits and working conditions through a DE&I lens. Check for outdated language, gaps or one-size-fits-all thinking
Long term: co-develop inclusive policies and benefits that support different identities and life stages, from flexible working and parental leave to menopause support, neurodiversity adjustments and equitable pay

Final thoughts

Retention isn’t a mystery, it’s a choice. Build inclusion into the way you lead and the way you work or keep writing those cheques to replace the people walking out the door. And please, let’s stop treating DE&I like a side hustle, it’s the engine of performance and profit

Over the last year, a number of major tech companies have scaled back their diversity, equity and inclusion (DEI) programmes. Our sector is already wrestling with a chronic skills shortage: by 2030, the industry could see a shortfall of 4.3 million workers, resulting in a substantial $449.7 billion in unrealised output. If data centre operators follow this trend of scaling back DEI commitments, we will deepen that shortage and slow the innovation the industry needs to manage the ever-evolving technology landscape and resultant customer demand. I have seen the progress DEI delivers; stepping away now would be a costly mistake.

DEI directly impacts business performance in tech infrastructure

The link between diversity and performance is especially clear in the technology sector. In data centres, where innovation and problem-solving drive success, having a diverse team allows for broader thinking and more adaptable responses to complex challenges. A 2023 McKinsey study showed that companies with a diverse workforce of women and ethnic minorities well represented in leadership, saw financial performance that was 39 per cent higher than companies lacking such diversity. It also showed that those in the top quartile for gender diversity were 21% more likely to experience above average profitability than their peers.

I’ve seen the importance of diversity first-hand. At Telehouse, when we have diverse teams working together, they challenge each other’s thinking, push boundaries and find solutions more quickly. The work we do here is complex, and the more diverse the perspectives, the better our ability to adapt and stay competitive.

Yet, as a sector, we’re still falling short. In the UK, women hold just 24% of tech roles, and ethnic minorities remain notably underrepresented. We simply cannot afford to ignore this gap, especially in an industry like ours.

The risks of scaling back programmes in the current climate

There’s a real risk that if we scale back our DEI initiatives, we’ll find ourselves with even fewer candidates to choose from. I also worry about the message it sends. Scaling back DEI now sends a signal that inclusion is negotiable – when it shouldn’t be.

When I first started in this industry 13 years ago, there were very few women in leadership or technical roles. Since then, we have made significant progress. Women are now managing directors, engineers, and technical leads, and they are driving change. But if we take a step backwards now, we risk undoing the gains we’ve made.

What a more inclusive data centre workforce could look like in practice

A workplace is a microcosm of the outside world: it reflects the same tensions, connections and challenges as those that exist in our lives beyond it. What is special about this microcosm is that it is one we can control. The issues we face in the outside world can be eliminated from our workplace. There are opportunities we can carve out with adequate resources including all stakeholders, at all levels within an organisation, everyone can contribute to a diverse, equitable and inclusive culture. So what can that look like?

Sadly, the answer remains stark. Research published by Stonewall earlier this year revealed that nearly 40% of LGBTQ+ employees still feel unable to be open about their identity at work. And just last summer, the Trades Union Congress (TUC) reported that more than half of LGBTQ+ workers had experienced bullying or harassment in the workplace over the past five years.

These figures are not just disappointing, they’re unacceptable. Our workplaces should be safe, inclusive, and empowering for everyone.

My day-to-day focus is on the housing and construction sectors, industries in which I work to help address the skills gap through training, apprenticeships, and upskilling. Our work supports both the development of new homes and the maintenance of existing ones, ensuring the sector is future-ready.

But these industries are far from diverse. It’s well known that women and people from minority ethnic backgrounds remain underrepresented in construction – and the same, regrettably, applies to LGBTQ+ people too.

Research we conducted in partnership with the University of Cambridge last year underlines this. We found that between 86% and 92% of LGBTQ+ workers in the construction sector do not feel comfortable being open about their sexuality at work. That figure is not just worrying, it highlights a systemic issue that cannot be ignored.

Pride Month offers an opportunity for HR teams, senior leaders, and industry bodies to confront these cultural shortcomings head-on; it’s about building lasting change.

We need visible support networks, inclusive workplace policies, and flexible career pathways that allow everyone, regardless of gender identity or sexual orientation, to thrive. 

Leaders must not only listen to LGBTQ+ voices but actively amplify them. That means engaging in meaningful dialogue, improving representation at every level, and being transparent about progress. Representation matters. When people see others like them succeeding in their industry, it signals that they too belong, that they are valued, and that they have a future within that space.

For me, if the housing and construction sectors want to meet the demands of tomorrow, they must become places where everyone can bring their whole selves to work.

PfP Thrive delivers tailored training programmes for the UK housing and construction sectors, including compliance training, trade apprenticeships, and leadership development.

First things first, I’m not a lawyer or an HR professional, but I am someone who works in and around recruitment, workplaces, and inclusion. And I’m someone who cares deeply about the experience of all women at work and in the hiring process, fairness and creating workplaces where people feel safe and seen. 

That includes cis women, trans women, and non-binary people. So, like many of us, I’ve been reflecting on what the recent Supreme Court ruling means, and how it’s likely to impact the conversations and decisions being made inside HR teams, recruitment businesses, and leadership meetings across the UK. 

To recap briefly, and with the caveat that I’m not a legal expert, The Supreme Court has ruled that the word “woman” in the context of the Equality Act 2010 refers to biological sex, not gender identity. 

Sex-based rights and protections

Under the Equality Act, for sex-based rights and protections, especially around single-sex spaces, occupational requirements, and equal pay comparisons, trans women can now be excluded from the legal category of “woman,” even if they have a GRC (Gender Recognition Certificate.) 

But what’s super important to stress, especially for anyone working in hiring or managing people, is that this ruling does not remove the rights of trans people or reduce the protection they’re entitled to under other areas of the Equality Act and our responsibility to maintain that.

Trans+ people remain protected from discrimination, harassment and victimisation under gender reassignment as a protected characteristic. And that applies from the moment someone says they are beginning, or intend to begin, transitioning, whether or not they’ve had any medical intervention or a Gender Recognition Certificate.

What does this mean for recruitment and HR?

It gives clarity around when it may be lawful to specify a biological sex requirement for a role, where it’s a genuine occupational requirement. These are still rare and should be approached with care and legal advice. But in practice, it means that organisations working with vulnerable women, such as in shelters or support services, can continue to apply single-sex staffing policies where they are proportionate and justified.

It also affects how we might approach equal pay comparisons, where it will now be clearer that comparisons should be made based on biological sex, not gender identity.

This should not mean a rollback on our Trans Inclusion work

Or give anyone permission to misgender someone, ignore a candidate’s identity, or implement sweeping policies that exclude or isolate trans people.

Inclusion is still our responsibility. If anything, this moment is a reminder of how vital it is to treat people as people, not as problems to be debated or definitions to be argued. And if I’m being really honest, I’m really worried. I’m worried that this ruling is being taken, twisted and used by people who want to shut down trans inclusion altogether. 

I’ve already seen the nonsense headlines and the social media posts being shared as if this is a victory for transphobia. It’s not. But it risks becoming a green light for some to spread harmful, uneducated views, and it’s why we need to be mindful of the conversations we’re having in the workplace.

This is a time to supercharge empathy, not dilute it.

If you’re in a position of influence, especially in HR, leadership, or recruitment, now is the time to double down on compassion, not wait until we have ‘more clarity’.

There is plenty of stuff you can be doing right now…

• revisiting your policies and language to make sure they’re legally sound, but still inclusive and respectful
• offering training and guidance to your teams on what this means in practice, and how to support both women and trans people fairly
• being transparent with your candidates and employees about what your stance is, and what support is available
• creating space to listen to lived experiences, without assumption, judgment, or fear

The most important thing anyone responsible for other people should do is step into the education, pick up that book, listen to that podcast, join that webinar, and get that Trans Inclusion trainer in your business, because now is the time to listen to Trans+ people.

Remember that at no point did the Supreme Court do that in the deliberations, nope, trans voices were not meaningfully part of the deliberations – which is wild in my opinion!  

I know it’s not easy and I also know this is one of the most complex and emotive topics we face when discussing inclusion and equity. But what I don’t think we can do is stay silent or let fear of saying the wrong thing stop us from doing the right thing.

There is room, and there must be room to support the rights, safety, and dignity of ALL women, while also standing up for the rights, safety, and dignity of trans people.

As someone who cares deeply about inclusion in recruitment, I believe we can hold both things at the same time. We can listen, learn and lead with care. And we can make sure that whoever is applying, interviewing, or showing up to work feels respected and protected every step of the way.

One more thing…

This bit is the really scary bit for me because I see the erosion of trans rights as directly connected to the erosion of women’s rights. Not because trans people threaten women’s progress, but because the same systems of control so often target both groups. 

When lawmakers and lobbyists decide whose identity is valid, whose body is up for debate, and whose access to safety, healthcare, or dignity is conditional, it’s always a warning sign. 

History has shown us time and time again that when the rights of one group are restricted, it opens the door to restrict the rights of others too. This isn’t about picking a side. It’s about recognising that liberation and equality is collective.

In my opinion, if we care about women’s rights, we must care about trans rights too, because the forces trying to silence, limit, or legislate against trans people are often the very same ones that have held women back for generations.

And finally, Trans people want to live their lives and be safe. I see deciding to transition as one of the bravest decisions a human can make in today’s society; we only get one very short, tiny little life, let’s fill it with compassion and kindness not hate and anger.

Reading recommendations:

The Transgender Issue: An Argument for Justice by Shon Faye – A vital, UK-based perspective on how trans rights are deeply connected to wider social justice issues and a great read for anyone working in policy, HR or public services.

Trans Like Me by CN Lester – A collection of essays that breaks down myths, media narratives, and everyday experiences of being trans in the UK. Introspective, powerful, and totally accessible.

Trans Britain by Christine Burns – This book is a valuable social history, detailing how transgender people have interacted with, and been part of, British Society

Alongside the news that comes across the pond each day, which still shocks many of us, we’re now seeing shifts in politics and policy here in the UK which might impact HR leaders. 

The UK government’s recent policy shift, involving cuts to disability support, has sparked significant concern in some quarters. I’ve discussed previously that as we’ve so many people out of work in the UK; the Office for National Statistics (ONS) says there are almost ten million people who are not actively looking for work, or available to start a job. The government are calling them ‘economically inactive’. Ten million!

The government announced, unsurprisingly, that it wants more people back in work and it wants fewer people ‘not working’ who might not be in employment because of sickness and is, to quote ”overhauling the health and disability benefits system to better support people to get jobs and stay in work”.

A stated aim of this government is to encourage more disabled individuals into employment. You’ll see this in the headlines on things like introducing newer and stricter tests for personal independence payments (PIP) coming in. And even rebranding job centres as the “National Jobs and Careers Service” to change the thinking on employment. 

Of course many people with sickness and disabilities do want to get into work. So what these headlines do not take into account fully is the enormous difficulty in getting into employment if you are disabled – because of the huge levels of discrimination from employers. There is a recognition of this by government and it’s also announced that it is additionally going to focus on what employers are doing to help disabled and sick employees. It stated that it wants employers to recognise that employees will want to stay in work and not leave if they are sick or become disabled. Essentially, it’s asking HR leaders to find ways of engaging with employees who are poorly, sick and disabled. Not sure what it’s going to do with employers that don’t – but it’s on the table anyway. 

Disability Rights 

What this debate on disability, including reduced disability payments gives us, is a focus on the pervasive “disability pay gap” in workplaces. This is the disparity where disabled workers earn substantially less than their non-disabled counterparts. I think we would agree, it represents a profound inequality that hinders their economic and social inclusion – as well as all employees – and so too the growth and innovation of an organisation. Everyone benefits from equity at work but we still see inequalities at our workplaces. The organisation Disability Rights UK says that the disability pay gap is now 17.2% – meaning that non-disabled employees earn on average £2.35 an hour more than disabled workers.  

Just to add, disabled women face a larger pay penalty than disabled men. And Black and Asian disabled people earn even less. 

The government’s focus on reducing welfare expenditure, rather than addressing the root causes of pay disparities, might be seen by some as a misguided strategy because it’s not going to the heart of the matter – inequity. There are many inequalities that create significant barriers to disabled individuals entering and progressing within the labour market. For example, studies show that exclusion from training and promotional pathways perpetuates a cycle of low-paid employment. And the financial strain is further compounded by the “disability price tag,” which encompasses the additional costs associated with living with a disability. 

The Crucial Role of HR Leaders

While the government has introduced measures like consultations on mandatory disability pay gap reporting and employment support packages, these initiatives are overshadowed by the detrimental impact of benefit reductions and the negative media focus. It’s possible that we need to do more now. I’ve spoken to employees with a disability and they especially feel vulnerable at this time. It’s now that HR needs to actively challenge discriminatory attitudes and behaviours on disability. 

HR leaders have always played a pivotal role in fostering inclusive workplaces. We know HR responsibilities extend beyond compliance. Many leaders have seen their role widen to become champions of a culture of equity and accessibility. 

While we see a push back on DEI, HR teams really need to ensure ongoing support in regular disability awareness training – especially now. We need to (re)educate all employees to dispel misconceptions, and to foster empathy. This is especially important when the government (and therefore the media) focus on disability. Obviously, it’s doing the expected stuff (eg. job descriptions and recruitment processes should be accessible to all applicants and reasonable adjustments should be made throughout the hiring process). But also the big thing is to work with leaders on how they can do more in facilitating career development. It’s useful to consider mentoring and career progression programmes that cater to the needs of disabled employees. Maybe they’ve been included and there’s clear access to promotions, rewards and progress. But maybe not?

So essential to this is working on the disability pay gap data – and then to implement strategies to address disparities. Once you know where the falloff in pay gap happens – that’s where to address it – for example how do people showcase their skills, ambition and abilities informally? In the olden days of leadership, they used to say that promotions were made on the golf course and especially at drinks after the 18th hole.  

Clearly leadership still values relationships and networking. That should remain. It’s more the structure of relationship building to consider. The golf course can (but not necessarily always) mean people with disabilities – physical and hidden, childcare responsibilities or employees with religious sensibilities, might not find this “accessible” in the widest sense as a way of career building. Nowadays our more inclusive workplaces will find ways relationship-building spaces that ensure inclusivity.

Supporting Mental Health – a note.

Recent research in Henley showed that GenZ employees said they wanted employers to recognise the importance of good mental health. While we all might nod and agree – especially when we look at the amount of people not wanting to go back into work, we still hear so many leaders saying we’re “pandering” and people need to buckle up. 

But then looking at the stats of ten million out of work and many of them not wanting to work – and now having to be considering this new government drive to get people into work – I think HR needs to consider the psychological contract of good work which needs to ensure fairness. Good work is one where employee development and assistance strategies are in place, and that they are accessible to all employees, including those with mental and physical health disabilities. Reducing the pay gap gives the momentum. Not least because it will  benefit all employees – and therefore the organisational success. 

Essentially, HR leaders are key to creating workplaces where employees feel valued, respected, and empowered to reach their full potential. As ever. 

The term ”burnout” has become more prevalent in recent times as employers try to manage the impact that increasing workplace demands have on employees’ health. this became more apparent during 2020, when many employees may have faced increased workloads, uncertainty and general pressure due to the outbreak of Covid-19.

In recognition of the potentially debilitating effects of burnout, the World Health Organization (WHO) included the term in the eleventh revision of the International Classification of Diseases (ICD-11), meaning it is now a globally recognised condition.

According to the WHO, common symptoms of burnout include:

1. feelings of energy depletion or mental exhaustion
2. increased mental distance from one’s job
3. feelings of negativism or cynicism related to one’s job
4. reduced professional efficacy

A key aspect of the WHO’s definition is that burnout only relates to work-related stress, which means that employers need to acknowledge that they play an important role in prevention. One of the key stumbling blocks is that burnout, and by association work-related stress, can be viewed as ”part of the job” in many industries, or a necessity due to the challenges posed by the pandemic.

Managing burnout

As burnout is recognised as an occupational phenomenon, it is obvious that it exists and is contributed to by employment. Employers are, therefore, best placed to interject and seek to prevent burnout occurring, or to support those who are burnt out. While some may think that this is a personal syndrome and something for an individual to deal with, this is an attitude which can lead to burnout becoming prevalent in their business and having a significant negative impact on factors such as retention, productivity and growth.

Employers can do this by:

1. assessing working hours and workloads for any imbalance and ensure employees have the support they need to meet targets
2. ensuring employees have the training they need to be able to efficiently carry out their tasks
3. avoiding creating a situation where staff are pressured into working long hours or taking work home with them
4. encouraging employees to take their rest breaks and annual leave
5. ensuring availability of cover during an employee’s annual leave so they don’t feel like they need to ”log on” to avoid a pile-up of work when they return
6. offering flexible working, or working from home
7. keeping an ”open door” policy so that employees can discuss any concerns they

While some may think that this is a personal syndrome and something for an individual to deal with, this is an attitude that can lead to burnout becoming prevalent in their business and having a significant negative impact on factors such as retention, productivity and growth.

Recognising the symptoms of burnout

 As with those suffering from poor mental health, individuals who are suffering from burnout will often display similar symptoms; however, this will differ from person to person. While most people will have a day when they are not motivated to carry out work, burnout is likely to present itself as a gradual worsening of symptoms as chronic workplace stress fails to be managed.

The difficulty, however, is that symptoms of burnout may look similar to symptoms of stress, depression or other mental health conditions leading to difficulties with how to appropriately manage such a situation. Managers will, therefore, need to be confident to identify behaviours that may be associated with burnout or poor mental health, and then seek to support their team.

Some common symptoms of burnout include the following:

1. Physical symptoms – including feeling tired, constant illness, change in sleeping habits or frequent headaches.
2. Behavioural symptoms – including procrastination, isolating and withdrawing from others, giving up responsibilities, increased frustration with others, and poor
3. Emotional symptoms -including a sense of failure, detachment, lacking motivation, increasing cynicism, negative perception or lower satisfaction

Supporting employees with burnout

Employees who feel burnt out will often feel that they are beyond caring and are worn out, while not necessarily recognising that these feelings are because they are suffering from burnout.

Managers who have identified any of the above symptoms, or have noticed a change in their employee’s attitude, should be taking action to ascertain the cause of this to ensure they are complying with their duty of care towards employees.

The first step will be to invite the employee to a meeting, conducted remotely if needed, to discuss their symptoms and ask them whether there is any workplace support necessary. It is at this stage that some confusion may be present regarding whether the employee is burnt out, stressed or suffering from other conditions.

Managers should, therefore, be prepared to ask a range of questions or signpost the employee to a professional service which can help this classification. Managers are not expected to be burnout experts however.

A popular expression is that prevention is better than cure. This may be why, according to recent reports, the founder of the dating app Bumble made the decision to temporarily close all offices to ”allow staff to de-stress and focus on themselves”.

The decision was said to have been made after a case of ”collective burnout” was observed across the business –  likely due to the increase in demand for the service the app provides.

This is one way of dealing with burnout and preventing the case from worsening. However, not all businesses will be in a position to close all offices, meaning looking out for the symptoms and dealing with the issue on a case-by-case basis will be most important.

Raising awareness

While certain employees and managers will feel familiar with the medical syndrome of burnout, there are likely to be just as many employees who have not heard of this or will simply classify this as unimportant. Therefore, it will be key for employers to raise awareness of burnout, the negative impact this can have, and how to identify and manage burnout when it occurs.

Not only will this be important for managers who will be responsible for tackling burnout causes among their team, but it will also be important for individual employees to be provided with burnout awareness.

First, if employees know what burnout is and how this presents itself, they will be able to identify when they are experiencing these symptoms. In turn, this will empower them to speak up and notify their manager that they are feeling burnt out, rather than being left to deteriorate and leave this unaddressed. Burnout awareness may take place as part of an organisation’s current awareness and wellbeing schemes, or as a separate area with its own initiatives, such as training and awareness days focusing on this issue.

Takeaway

As burnout is identified as a symptom of chronic workplace stress that has not been managed properly, there is a clear link between the workplace and the symptom.

Managers will need to speak to the employee and assess the internal workplace practices to identify the causes that have led to an employee feeling they are burnt out. It may be that the employee has an unachievable workload, is working excessively long hours or is lacking the support mechanisms to carry out key parts of their role.

Whatever the case, there are likely to be one or several workplace causes which, once identified, managers should review and agree on how the causes will be managed to ensure the employee is no longer being placed under chronic workplace stress.

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