An industry for everyone

Every manager and employee has a role to play in creating a more inclusive, diverse and equitable industry. Drawing on shared experience and industry insight, this guide brings together practical advice to help you approach inclusion and diversity topics thoughtfully and constructively.

Rather than offering one-size-fits-all answers, it shares useful prompts, considerations and suggested approaches so you can take informed action and focus on making a positive difference. Use the page navigation to the above left to explore the sections most relevant to you.

How to support inclusion through flexible working

Supporting inclusion with more dynamic working arrangements that motivate and improve well-being

The nine to five, static and traditional employment contract is under threat due to people’s needs, technology and changing attitudes. Working arrangements need to become far more dynamic if employers are to attract and retain the best, most diverse talent and improve performance.

When to use this

To improve performance, motivation and well-being, to reduce sick leave and turnover of staff. By simply providing and supporting more dynamic and trusted working arrangements, the benefits will impact everyone. It will also increase the talent pool to those who do not wish to work standard hours in an office.

Things you can do

• Offer flexible start or end times with agreed core hours where people need to be in the office – helps dispel the negativity that comes with absenteeism

• Draft a work-from-home policy and encourage use

• Adjust times events or socials are held, consider times which may be tricky for those with other responsibilities

• Advertise jobs as flexible, part-time, job shares, and state hours of work and consider a broader reach for recruitment

• Take into account differing working patterns – some work better later or after the gym – and how this can work with business needs

• Have a clear and transparent approach to requesting flexible working

Watch outs

• Not communicating the opportunity of flexible working to all, make sure it isn’t only directed to those with a more visible need

• The importance of trust in flexible working arrangements – for the manager and the wider team

• For carers offer the same flexibility to them as you would Mothers and Fathers

• All employees are eligible to request flexible working after 26 weeks including part time, term time, compressed hours and job-sharing so be prepared

• Empowering and training managers to make decisions on flexible working requests and making it work

Longer term ideas

• Encourage people to share how they work and why it works for them and the business

• Allow people to propose job shares with other workers if the plan is thought through

• Ensure all systems and tech are set up and efficient for working different hours and from other locations

How to recruit a diverse and inclusive team

Hiring people with different perspectives creates better advertising to appeal to our diverse audience

Our industry is not as diverse as it should be which is a social and moral concern and has financial implications as shown by the McKinsey study. Hiring people with different perspectives and backgrounds who challenge the status quo will create better digital advertising to appeal to a diverse global audience

When to use this

To increase the diversity of talent in the industry so it can do better work. Consider this at every recruitment opportunity and make it standard practise for anyone involved in the hiring process.

Things you can do

• Do and don’t interview questions – set out types of questions you should not ask and examples of those you can get information without discriminating

• Blind CVs – take all personal information off CVs before sharing with hiring managers so decisions to interview is based on experience and skill set only

• Scorecard criteria – create scoring matric for interviewers based on the requirements of the job so candidates are only assessed on whether they can “do the job”

• Diverse interview panel – in terms of gender, age and ethnicity etc, to present company as it plans to hire, and broaden perspectives when evaluating candidates

• Recruit from a diverse pool e.g. recruitment agencies with a focus on diversity, job boards outside of the industry, work with diversity schemes

• Job descriptions & language – don’t request number of years of experience or a degree and consider the gender and tonality of words used to ensure neutrality

• Include a section on every job description to encourage applications from all backgrounds and commit to it

• Unconscious Bias – understanding the importance of all stages being the same for every candidate, being aware of our natural biases and discrimination

Watch outs

• Ask recruitment agencies about their policies. Ensure they are aware and are aligned with your diversity and inclusion strategy

• Ensure recruiters share CVs with someone who can remove personal details before sharing them with hiring managers

• Hiring people known by employees – may mirror the majority of people in the company. Encourage people to network and meet those outside their circle

Longer term ideas

• Engage with future talent initiatives to encourage people from all backgrounds to apply to for roles e.g. Founders4Scools, Princes Trust internships, Media Trust

• Connect with schemes that support groups from different socio-economic backgrounds, neuro-diverse individuals etc looking for work

Returning to work

Helping your people transition back to work after any type of extended leave

Transitioning back to work following parental leave, time off for caring, sickness or several years out of the workplace can be daunting. Having a returner plan, toolkits, and advice can support this process for the returner and the team around them

When to use this

To help anyone returning after any type of extended leave in getting back to work, feeling like they are contributing and therefore valued. This will retain staff, improve corporate image, attract new talent and drive the business.

Things you can do

• Email just key company information to those on a break so they know what matters while off

• Encourage flexible times and format of KIT and SPLIT days to help parents stay in touch

• Induction on everything from culture to reporting lines. Ensure log ins work.

• Internal ‘Welcome back’ email to share what the person will be working on and working hours.

• Offer flexible working, perhaps reduced hours to ease transition (helpful if care arrangements are being trialled)

• Coaching with someone who has “returned” for practical advice and navigating emotional journey before, during and after returning

• Monthly meet-up for returners and prospective returners, to share ideas and experiences

• Appoint champions with experience of returning – as a returner or manager – to speak internally and be a go-to-person

Watch outs

• Avoid people on breaks missing out on job opportunities by sending job opportunities to personal email addresses

• Right to request flexible working – define process for application and consultation on whether role can be done flexibly.

• Communicate with the teams as they may be uncertain of their role when someone returns

• Don’t assume returner will want to reduce hours/days not travel or pursue promotion

• No one size fits all – allow flexibility to change plan once back

 Longer term ideas

• Support careers as a long game – invest in returners’ growth, with training, coaching etc

• Give an option to tag accrued holiday on the end of leave or take off a day each week to help transition to full time working e.g. every Friday

• Flexibility through technology – shared calendars, documents and chat to enable work from home as planned or when duty calls

• Keep making the return process better, survey employees and respond to any issues

How to support age diversity and inclusion

When your workforce is all around the same age and lacks the benefits of multi-generational diversity

Age is a characteristic that impacts every individual throughout their career – from starting out, through their thirties and onwards until retirement. Every business should recognise that a multi-generational workplace leads to sharing of knowledge and perspectives, plus it drives innovation

When to use this

When it’s clear all of your workforce is around the same age and lacks the benefits of employing people of all ages. The aim is to have a workplace that is diverse in age, where everyone feels included.

Things you can do

• Understand what proportion of people fit into each age demographic, how different generational groups interact and the challenges they face

• Bring people together e.g. arrange age inclusive socials, encourage lunch as a team

• Don’t exclude potential candidates by specifying number of years’ experience required in job specs. State ‘working experience of the industry required’ if it is

• Recruit from a diverse pool e.g. recruitment agencies with a focus on diversity, apprenticeships and return to work schemes

• Request that the primary recipient of CVs removes references to age before sharing

• Have age-diverse interview panels to present the company as it plans to hire, and broaden perspectives when evaluating candidates

Watch outs

• Unconscious bias – subconsciously discriminating on age

• Hiring people known by employees – may mirror their age group

• Overlook the value of age diversity – help people to understand rather than make it HRs issue

• Not just focusing on one end of the workforce – age diversity is for everyone

• Impact of age vulnerability e.g. fear of latest tech or doing something for the first time

Longer term ideas

• To drive younger people to consider media for their career, partner with local charities to run mentoring and talks to schools / colleges

• To retain older generations, identify specific needs such as flexible working to fit around priorities e.g. better work life balance, caring for grandchildren, hobbies

• Set up two-way mentorships for younger and older employees to trade practical skills e.g. tech know-how with experience

How to support LGBTQ+ diversity in the workplace

Make sure the LGBTQ+ community feels free to be themselves and never feels excluded

The LGBTQ+ acronym stands for lesbian, gay, bisexual, transgender and queer/questioning. Studies show openly gay employees are happier and more productive than those forced to hide their sexual orientation. More than a third of LGBT staff have hidden or disguised this, afraid of discrimination which can lead to stress and detrimental health effects. Almost a third of non-binary people, and one in five trans people, feel unable to wear work attire representing their gender expression (LGBT in Britain report, April 2018).

When to use this

When recruiting or engaging with employees. The aim is to ensure members of the LGBTQ+ community feel free to be themselves and never feel excluded

Things you can do

• Understand the ways in which people self-identify. Encourage people to share their preferred pronouns if they are happy to

• Ensure company hiring policies explicitly mention LGBTQ+ people

• Appear at LGBTQ+ recruitment events and advertise on specific job boards and websites

• Engage with and educate non-LGBTQ+ staff members, to help spread the message that it is a diverse and supportive company

• Encourage the creation of support groups and systems for the LGBTQ+ community

• Offer a dialogue with Trans employees on gender specific needs, such as toilets

• Introduce email footers for LGBTQ+ allies, so staff know they are safe to talk to

• Find more inclusion guidance for employers with Outvertising's list of 20 actions employers can take to be completely LGBTQ+ inclusive in the workplace

Watch outs

• If an employee refers to their ‘partner’, don’t assume they are of the opposite sex

• Don’t stereotype – don’t assume sexuality based on looks or mannerisms

• Call out discrimination and speak up if you witness something

• Bear in mind the impact of casual remarks as well as the intent

• Be sexuality blind – don’t request this information on application forms

Longer term ideas

• Add Pride events to the calendar

• Ensure workplace systems offer titles other than Mr or Mrs / Miss for staff for staff who identify as something different, or remove this completely

• Design induction processes to include training on diversity and inclusion

• Create a LGBTQ+ resource with content and articles for members of the community and allies

• Evidence commitment to supporting the community. Determine a LGBTQ+ charity as a nominated charity for the year

How to support neurodiversity in the workplace

With roughly 15% of people being ND, there’s a massive pool of untapped talent waiting to be set free

Neurodiversity (ND) refers to the differences in cognitive functioning that occur in the human population. Rather than individually categorising conditions such as Dyslexia, ADHD, Dyspraxia/DCD and Autism, there is a movement towards seeing them simply as differences in the way we are wired and appreciate that each condition conveys a specific pattern of strengths as well as challenges. With roughly 15% of people being ND, there’s a massive pool of un tapped talent waiting to be set free.

When to use this

If members of your team identify as ND, legally you need to offer reasonable adjustments to allow them to work at their best. Most changes will improve the working environment for everyone. Given some people are undiagnosed or prefer not to disclose, celebrating stories from ND employees can encourage others to be open.

Things you can do

• Ask what would make working life easier. Often, these will be ‘soft’ procedural changes, costing almost nothing 

• Once an employee starts, keep focusing on adjustments. This is when they’ll most need the support

• Don’t expect people to be a ‘jack of all trades.’ ND people know their strengths and their challenges

• Ensure job descriptions and tasks are clear. Provide clear deadlines and avoid the use of metaphors/figures of speech

• Consider environment. Certain office lighting may be an issue for some and coloured paper may help others with reading 

• Ensure mental health well-being support is ND-inclusive. There are high levels of mental health challenges among this population

• Don’t have a blanket policy. Always ask the individual

Watch outs

• Businesses already have ND employees; even if they haven’t disclosed it. If they can’t work at their best, you’re missing out on their full abilities

• Every ND person is an individual. Bear in mind the common phrase: ‘If you’ve met one person with autism, you’ve met one person with autism’

Longer term ideas

• Share stories from ND employees about their strengths and challenges in the workplace. This can help ‘normalise’, and encourage others to disclose

• Consider ‘intersectional events’ focusing on the experiences of ND people who are BAME, LGBT+ or from different social backgrounds etc

• Enter great ND individuals into awards such as those by Genius Within or The Shaw Trust Power List

• If an ND group doesn’t exist, think about setting one up to ensure ND employees feel represented

• Consider your current recruitment and promotion structures to ensure they put ND people on a level playing field