Ensuring a diverse and inclusive workplace is imperative for modern businesses, and many have invested heavily in this space.
All too often, organisations have good intentions and bold ambitions when it comes to inclusion. But fail to turn these into a consistent employee experience. In my experience, the difference in implementation comes down to one group: managers.
Setting the tone from the top down
This group sets the tone and shapes the culture at a day-to-day level. Managers will ultimately dictate whether inclusion is something people talk about in theory or actually feel in reality.
The role of a manager is no small feat, and inclusion is a natural by-product of good line management. Yet, all too often, organisations delegate ‘inclusion’ to managers as a standalone task, without always giving them the capability, support or accountability to deliver.
To facilitate impactful management, business leaders must offer coaching and structured support networks specifically targeted at managers, creating team dynamics where inclusion is fostered across the board.
Without the right tools and training, it’s unrealistic to expect managers to deliver inclusive outcomes consistently
Managers are under more pressure than ever
The role of a manager today is more complex than ever. Teams are more diverse, ways of working are more flexible and expectations, from both employees and business leaders, are higher.
Data, technology and hybrid working have made people management more sophisticated, but also more demanding.
Without the right tools and training, it’s unrealistic to expect managers to deliver inclusive outcomes consistently.
Manager confidence is critical. In my experience, confidence is one of the biggest barriers to inclusion. Not through lack of good intentions, but a fear of ‘getting it wrong’.
This is especially evident when it comes to conversations on sensitive themes such as neurodiversity or disability.
The value of different perspectives
I didn’t follow a traditional path into business: I had real difficulty with exams and earning qualifications, in no small part down to undiagnosed dyslexia (until the age of 18).
I started working in retail, which has been the industry at the heart of my career, and have worked hard and seized every opportunity to grow into the position I am in today.
Looking back, dyslexia has been a strength for me, helping me simplify complex problems and approach situations from different perspectives. In fact, my neurodiversity has been a real advantage throughout my career and a source of confidence too.
The right conditions
At P&G UK, building that confidence is part of a broader focus on creating the right environment for people to succeed, in whatever form that needs to take.
This includes championing both physical and mental health, offering flexibility in work arrangements to meet individual work-life needs and trusting employees to deliver their work in the way that works best for them.
That’s what inclusion should do, not just removing barriers but recognising different strengths and creating conditions for people to embrace them.
My neurodiversity has been a real advantage throughout my career and a source of confidence too
Why inclusion drives retention
For businesses, the need to get inclusion right is multifaceted. Where once DE&I were emerging themes that businesses were commended for addressing, they are now hygiene factors.
But those companies that get it right will find that their employees feel valued and choose to invest more of their careers with that employer – and in a tight jobs market, as we are currently experiencing in the UK, talent retention cannot be undervalued.
When people feel supported, they stay, grow and contribute; when they don’t, they leave. Which is why the quality of management is often the deciding factor in a competitive market.
This kind of approach requires a long-term view of development, where people are given the chance to grow across roles and develop their skills over time and, crucially, where diversity of ability, skill, experience and so much more shows its value in practice.
How organisations can close the gap
Inclusion becomes reality through the decisions managers make on a daily basis: how opportunities are shared, performance is judged and voices are heard.
That requires clear expectations and confidence to act, built through experience and supported development rather than policy alone.
Progress also depends on how organisations approach talent. Those that move forward take a long-term view, looking beyond traditional routes and giving people real responsibility early on in their careers – starting with graduates, apprentices and interns – with the opportunity to grow across roles over time.
To truly close the gap, the focus must be on creating a fair, equitable environment where people can contribute, develop and build meaningful careers, ensuring inclusion is not an initiative, but an essential part of how the business works day-to-day.
