Disability and the NHS – it isn’t just about the patients

Image shows a stethoscope on top of NHS documents

When you work for the NHS you are taught that you don’t matter. Patients come first. But what makes the NHS remarkable isn’t its size or the ethos of healthcare for all (although that’s hard to beat). It’s the people who work in it. They are remarkable. And it wasn’t until I left, that I realised it was the people who work within the NHS I missed; even more than my vocation. The care provided when services are so overstretched and chronically underfunded is remarkable. And the stress people are under from doing this day after day, is remarkable.

You soon become very used to giving your all. You get used to not drinking or eating throughout the day and rarely going to the toilet. You get used to having to pay high fees to park at work. And not being able to park at work; even though you’re paying! Sadly, you get used to being shouted at, scorned and even attacked. And you become something of a superhero on an everyday basis.

You advocate for your patients, stand up for what’s right and become an expert and innovative problem solver. Your patients make it worth it. And you look after your patients to the best of your ability. So you put yourself last. And you learn that staff don’t seem to matter. Wellbeing, disability, long term conditions are things that affect patients, not staff. Despite evidence that shows staff who are happy in their work and feel well-treated themselves will feel better motivated to treat patients well.

Unfortunately, this comes at a cost. It’s no surprise that suicide rates of clinicians are far higher than the national average. It’s no surprise that staff in the NHS are far more likely to experience debilitating levels of work stress. And it’s no surprise that NHS staff are leaving in high numbers.

But there are signs of positive change…

Last week I attended the NHS Disability Summit and heard from some folk doing things a different way. I’ll admit I attended the event feeling pretty cynical; but got a few surprises. For example, University Hospitals of Morecambe Bay NHS Foundation Trust (UHMBT) is the seventh most inclusive employer in the UK in the Inclusive Top 50 UK Employers list. This is mind-blowing to me. Changing something in the NHS is incredibly hard. Yet this Trust has made inclusion a priority and risen above large corporates UK wide in doing so. They’re a disability confident employer, a Stonewall champion, and their staff networks effect change every day within the Trust. And they’re not alone. The list includes seven other NHS Trusts.

So what’s changed and how? I suspect the Head of Diversity and Inclusion, at NHS Employers, Paul Deemer, might have something to do with it “Our fourth Disability Summit represented significant steps forward in our journey towards greater equality and inclusion for disabled staff. Firstly, a significant percentage of the audience were people with disabilities. And secondly, approximately 90% of the presenters had either a visible or hidden disability. We’re learning from each other every day; our aim was a truly diverse, truly inclusive event for the disabled staff who attended and (hopefully) for those who followed the event through social media.”

Another highlight was brilliant speaker and #RollModel Dr. Hannah Barham-Brown. We asked her “What one thing would you tell NHS Trusts to do to attract talented disabled staff?” and Hannah replied, “Let us know we’re welcome”.

The gauntlet is thrown.

To find out more about disability inclusion or advertise jobs on our accessible job board email info@evenbreak.co.uk or visit www.evenbreak.co.uk

How wise is recruiting for ‘culture fit’?

I hear so many recruiters say they are looking for ‘culture fit’ when assessing candidates. Is this wise? In my experience, very rarely.

Culture is defined as “the way of life, especially the general customs and beliefs of a particular group of people at a particular time” in the Cambridge English Dictionary. Or, put more simply, ‘the way we do things around here’. Seeking out culture fit in candidates assumes that ‘the way we do things around here’ is the best, or even the only way things should be done.

The risk (and I think it’s a big risk) is that the practice of appointing people who share your customs and beliefs feeds into ‘group think’. This is where decision-makers sit around violently agreeing with each other, seeing every situation from the same viewpoint. It has been described as “A phenomenon that occurs when the desire for group consensus overrides people’s common sense desire to present alternatives, critique a position, or express an unpopular opinion. Here, the desire for group cohesion effectively drives out good decision-making and problem solving.” (source)

An organisational culture which has become complacent in thinking it already has all of the answers and can’t be improved prevents growth, innovation, disruption and is potentially dangerous to its future success. Including people who will look at issues through fresh eyes, with different ways of thinking and perspectives, and who will question and challenge the status quo is surely more healthy for the business?

Often, those organisations looking for culture fit are afraid of being questioned or challenged. They want people similar to them, with similar ways of thinking, who will just seamlessly slip in to the organisation without causing any ripples. Whilst this may be easier and more comfortable in the short-term, the long-term risks to the business can be huge.

The world is changing. Rapidly. Those who rely on ‘but we’ve always done it this way’ are denying the reality of the need to change, innovate and develop. Those who look for new, exciting and different ways to do things are able to not just adapt to the changing business environment, but to influence that change.

The next time you are recruiting, instead of looking for someone who will disappear into the background of your existing culture, actively seek someone who might challenge and question the status quo. Someone who is different from you. Someone who brings different experiences and ways of thinking with them. Are you brave enough?

To advertise jobs on Evenbreak go here – http://www.evenbreak.co.uk/employers/

To find jobs on Evenbreak go here – http://www.evenbreak.co.uk/jobs

Some things I’d like you to know about… Gowling WLG

Gowling logo

One of the best Evenbreak perks is working with great people. By great, I don’t mean impressive and successful, although they often are. I mean that these people are the game changers. The clients that work with us are invested in change. They don’t settle for the status quo. They take the leaps that other organisations are still talking about.

As I learn more about them and work more closely with them, I want to share what I learn. This isn’t to show them off, although they often deserve showing off. It’s to say thank you to them and to share what works well with others. Gowling WLG is first up. Here are three of the things they do well:

  • They are serious about inclusion at board level. They have a board member who sponsors disability, mental health and wellbeing in the firm. They are also a passionate and active member of Gowling WLG’s employee network, Enable.
  • They are committed to learning. Reverse Mentoring has been implemented for all board members. This supports their development in inclusion confidence.
  • They continually review how they do things. Recently Gowling WLG reviewed their workplace adjustments process. They introduced a ‘wellbeing passport’ and manager and colleague guidelines.

What about the recruitment process itself?

I can confirm that my experience with Gowling WLG reflects this commitment. In August, I met with Jo Franklin, Head of Resourcing at Gowling WLG. We talked about the recruitment process at Gowling WLG. And the barriers that disabled candidates can experience.

I was struck by how much attention she paid to my experience as a visitor to Gowling WLG. She paid attention. She asked questions. And her commitment to continuous improvement was clear. Even if this meant asking awkward questions and facing awkward answers. So I would add… They listen.

Here’s Vicky Green, Associate at Gowling WLG. She gives her take on the recruitment process and tips for prospective candidates.

What is your organisation doing to become a game changer?

When should we start employing disabled people?

Image shows the word ‘now!’ on a torn out piece of paper, surrounded by other words including ‘someday’, ‘another day’, ‘never’.

When we talk to employers about employing disabled people, one of the first questions you often ask us is what you should put in place first.

In some ways, that’s an odd question, because you are almost certainly already employing disabled people. You just might not know. Most impairments (around 80%) are not visible, so many people just don’t mention them. Consider dyslexia, diabetes, asthma, chronic pain, autism, mental health conditions and so on.

You are almost certainly already employing disabled people…

Apart from that, if we waited for organisations to become completely inclusive before employing disabled people, no disabled person would ever be employed! The important starting point is to just get started. It’s a virtuous circle – the more disabled people you employ, the easier it gets, and the more confident you become.

On the whole, disabled candidates understand that no organisation will get everything right every time, but if there is a willingness to listen and learn that’s enough.

Disability inclusion is, of course, at the heart of everything we do at Evenbreak, and we are still learning. We are incredibly lucky because we have loads of opportunities to learn – from our amazing candidates, our enthusiastic employers, and each other. Between the nine people on the Evenbreak team, we have a wide array of impairments and learn something new from each other all the time.

We are still learning too…

Our recent video asks a number of disabled people what their advice to employers would be, and in their own way, each one of them said: “just do it!”.

The danger is that if you wait until everyone is trained, all the buildings are made accessible, all the policies are changed and all the budgets are in place, it will never happen. You can be working on all of those things in parallel with attracting disabled people to help you on that journey. Sometimes the ‘we can’t do it until …” becomes an excuse rather than a genuine concern. In particular, budgets! If this is really a priority for you, you’ll find the budget from somewhere.

So – what’s really stopping you?

To advertise jobs on Evenbreak go here – http://www.evenbreak.co.uk/employers/

To find jobs on Evenbreak go here – http://www.evenbreak.co.uk/jobs

“I want to be an inclusive employer and recruit disabled people BUT…”

Stop making excuses, start making changes – handwriting on a napkin with a cup of coffee

Savvy employers are very aware there’s a skills shortage. They’re aware they need a wider talent pool to recruit from. And they’re aware that a diverse workforce is a good thing for business. So, what holds employers back from taking action? Changing the way they recruit? Tapping into new pools of talent?

Here are 3 of the excuses reasons we hear most often:

“So, I get that we’re missing out on 20% possible candidates. I get that employing disabled people equals profit. But how can someone in a wheelchair wait on tables?”

When a decision maker is presented with a new idea or a challenge to the ‘norm’, it is human nature to become risk averse. It’s rare for people to immediately see the possibilities being offered. Instead, most of us will come up with immediate, often flimsy, reasons as to why something won’t work. We are instinctive fault finders! Julia Galef, of the Center for Applied Rationality, suggests our brains are lazy. She argues that you should never accept your brain’s first answer to anything.  And encourages decision makers to move past the initial ‘cognitive laziness’. Instead, take some time to develop a more considered or rational response.

1 in 6 of the working age population is disabled or has a long-term health condition. That’s an awful lot of people to ignore. And only 8% of disabled people in the UK are wheelchair users. Disabled people, like the rest of the population, are a diverse bunch of people with a diverse bunch of skills. Candidates will apply for jobs that they are able to do. Occasionally, candidates might need some adjustments. But most disabled candidates don’t require any. Or only adjustments with no cost attached. And for adjustments that do have a financial cost attached, the cost is usually very low. Access to work can help with any issues that arise. Accessibility and inclusion should be considered in an organisation regardless. It’s worth remembering that both benefit not just employees, but your customers too.

“We would love to employ more disabled people, but they just don’t apply”

Most employers describe themselves as equal opportunity employers. But this information is often found at the bottom of the job advert as a tacked-on paragraph to the main affair.  No employer writes that they discriminate on a daily basis against disabled people. But sadly, the experience of disabled candidates tells us otherwise. Disabled people face many barriers. It begins with attitudes and perceptions, followed by inaccessible recruitment processes. And can culminate in a lack of accessibility in the workplace itself.

Many disabled candidates will only apply if they are confident of two things: Firstly, that their application will be considered seriously. Secondly, that they are sure they can fulfil the requirements of the role.  To attract a diverse range of applicants, employers need to communicate their commitment to inclusion effectively.

“We understand that by ignoring the needs of disabled people our business is losing money and we want to become more inclusive, but we’re scared of getting it wrong”

It’s estimated that by ignoring the needs of disabled people, businesses are losing approximately £1.8 billion a month. Employing disabled people helps an organisation to increase its understanding of this market. Additionally, it raises disability awareness and develops a more inclusive culture in the workplace. Businesses that embrace inclusion tend to see a positive correlation between profitability, employee morale and engagement.  The fear of using the ‘wrong’ terminology, offending somebody or making incorrect assumptions is understandable. And many of us will get things wrong. But we learn. And develop. And then the magic happens! Once a company overcomes their fear and starts seeing disabled employees as an asset, they open the doors to:

  • Access to a wider talent pool
  • A more loyal, engaged and productive workforce
  • An increase in revenue, profits and market share

 

To talk through your excuses  reasons for not employing disabled people, sign up to our best practice portal or advertise on our jobs board, please contact Janeh@evenbreak.co.uk

We promise she doesn’t bite.

 

 

The rewards of an open and flexible recruitment process

In this blog I described the recruitment process Evenbreak used in a recent hiring round. Any recruitment process can only really be evaluated by the outcomes it produces. In our case, we were aiming to attract a number of diverse candidates who had the qualities and strengths required to do the two roles we were trying to fill.

As described previously, we received over forty applications from a diverse range of incredibly talented people, and had the somewhat enviable ‘problem’ of identifying the most suitable ones. They had a lot to live up to, as our existing team, at the risk of sounding immodest (and just a little smug), is pretty remarkable.

In the end, although we were advertising two roles, we just couldn’t choose between two candidates for one of them, and decided to employ them both. So the Evenbreak team gained three new members instead of two. I’d like to introduce them to you.

Kiana, Candidate Engagement Manager

I must confess, my own prejudices kicked in a bit with Kiana at first. How could a young woman of only 24 have the life experience required to carry out such a crucial role for the business? However, I very quickly understood that she has the most amazingly creative mind (demonstrated in part by a videoshe had produced), and had all the qualities we had hoped for and so much more. Her degree in film-making, her experience in campaigning, her human rights approach to disability, and her ability to communicate complex issues articulately and persuasively made her the perfect choice.

Other employers may have hesitated because she has Spinal Muscular Atrophy, meaning she requires a lot of personal assistance, and as a full time wheelchair user would need to work in an accessible buiding. They sometimes also make (inaccurate) assumptions about what she is, or isn’t, capable of. If so, it would be their loss entirely. She may not be able to remove the top from her pen independently, but she engages really well with people, organisations and media and is already making a huge positive impact on the team and Evenbreak’s stakeholders. Thank goodness I ignored my initial prejudice (there’s perhaps a lesson there for us all!).

Cassandra (Employer Engagement Manager)

Cassandra was the first person to respond to the advert, and she was very keen, but concerned that she “might not be disabled enough” as her impairment is a mental health condition. We laughed that in most recruitment situations candidates would be concerned that they might be considered “too disabled”, and it was good to have turned the tables for once.

Cass immediately appealed, because she had a diverse background, including PR and health. She is particularly talented in marketing and social media, and has great writing skills. Her enthusiasm and motivation were what first impressed me, along with her strong desire to make the world, especially the world of work, more inclusive and accessible to disabled people. Another creative mind (like Kiana), she comes up with some amazing ideas, and is incredibly pro-active at finding solutions to improve the way we work. Evenbreak is already more effective as a result.

Adam (Employer Engagement Manager)

When it comes to working with large employers, Adam has experience in spades. Most of his working life has been spent working and engaging with a range of diverse companies. Over those years he has developed remarkable skills in problem-solving, strategic thinking, analytical skills and stakeholder engagement. His progressive condition, Multiple Sclerosis, had made his previous job increasingly difficult, and so reluctantly he left. His personal experience in trying to find work flexible enough to accommodate his health condition attracted him to the approach Evenbreak takes to addressing some of those problems.

Adam describes his immense skillset as ‘old school’ and ‘traditional’. I describe them, even after only two months, as ‘impressive’ and ‘successful’. He is already making some productive relationships with existing employers and ensuring they gain maximum benefit from using Evenbreak.

 

In addition to the demonstrable and amazing qualities that these individual people possess, the magic really happens when they come together as a team.  The four of us share fundamental values around inclusion and diversity, and also have different and complementary life experiences, work experiences, skills, qualifications and talents which combine together to form something really special. It’s early days – we have only been working together for a couple of months at the time of writing – but I feel really excited and optimistic about the future of Evenbreak.

I’m not sure that this would have happened with a ‘traditional’ recruitment process. And I know that such an open and flexible process won’t suit every employer. However, are there elements you could take from it to improve yours? The rewards are plain to see!

To advertise jobs on Evenbreak go here – http://www.evenbreak.co.uk/employers/

To find jobs on Evenbreak go here – http://www.evenbreak.co.uk/jobs

Evenbreak’s Own Recruitment Process

We advise employers to make their recruitment processes as accessible as possible, but do we practice what we preach? Here is the process we used in our recent hiring round, looking to fill two roles.

As a small social enterprise aimed at improving disability inclusion in the workplace, we have a policy of only employing disabled people ourselves. Our recruitment process therefore needs to be specifically developed to be both accessible and inclusive. However, we are also keen that our team is diverse in a much broader sense – diversity in terms of type of impairment, age, gender, ethnicity, sexual orientation, culture, thinking styles, educational background, location and so on.

We advertise vacancies on our own job board, which is promoted in various ways to disabled people (partnerships with universities, colleges, charities, welfare-to-work providers, Jobcentre Plus, disability journals, social media, online and offline forums, etc).

We offer decent salaries and holiday entitlements and development opportunities as well as flexible working to ensure we attract the best candidates.

The adverts describe our mission and values, an overview of the role, and how we will support the candidate (smart-working, flexibility, relevant adjustments etc). We focus on strengths rather than competences, making it clear that qualifications and experience aren’t as important as drive, motivation and values, and that any protected characteristics (as defined in the Equality Act 2010) are irrelevant – our only interest is in what they can bring to the role.

Every candidate who meets the minimum criteria is sent a job description and put through to the next stage automatically (this applies to disabled candidates, but as we only employ disabled people it applies to all candidates who identify as disabled).

The rest of the process – the assessment of each candidate’s suitability for the role – is conducted on their terms. We state that we want them to have the best opportunity to shine in the assessment stage, and that we know the usual CV and interview process doesn’t work for everyone. Candidates are encouraged to demonstrate their strengths in any way which works for them – for example, written submission, video, conversation (face-to-face, telephone, Skype or email/messenger), examples of previous work etc.

Candidates can contact us (through telephone or email or whatever medium is accessible to them) to ask any questions they may have about the selection process, the company, or the role itself.

At each stage in the process candidates are asked if they would like any adjustments. As they know all the other candidates are also disabled, it is easier to request adjustments without worrying that this may disadvantage them.

Each candidate then engages in their chosen way to demonstrate they have the strengths we are looking for. The hiring decision is based purely on which candidate shows the most potential to add value to the business.

Each candidate (successful or otherwise) is offered comprehensive feedback and further advice if requested.

The outcomes of the process was that we had 41 applications – any one of whom would have been ideal. Written submissions were sent, telephone conversations had, face-to-face meetings took place, videos were watched, links were followed. Each candidate had the traits we were looking for. What a great problem to have! We were spoilt for choice.

In the end, we appointed three candidates, as we couldn’t choose between two for one role, and reluctantly rejected the remaining  37 candidates. The three candidates we appointed have turned out to be just the most amazing people, both individually and as a team (I’ll introduce them to you in a further blog!). Feedback from unsuccessful candidates was that they found the process open and inviting, and even tho they hadn’t got the job, many had increased their confidence during the process and found the feedback we gave them useful.

The process resulted in attracting a diverse group of ideal candidates, three amazing new employees, and 37 great advocates for Evenbreak, some of whom we can hopefully employ in the future.

To advertise jobs on Evenbreak go here – http://www.evenbreak.co.uk/employers/

To find jobs on Evenbreak go here – http://www.evenbreak.co.uk/jobs

How Confident are your Managers around Stammering?

When I talk to employers about disability, the conversation can range from people who use wheelchairs, autistic people, people with sight or hearing impairment, and perhaps mental health and learning disabilities. Stammering is not often mentioned, even though 1 in 100 adults stammer. There are over 300,000 people who stammer – equal to the population of Cardiff – among the employed population of the United Kingdom.

Most employers do not know how many of their employees stammer. This is partly because many people who stammer will go to immense lengths to hide it. Some are very successful at doing so, but often at great cost to themselves and in ways that may affect their prospects and productivity.  People generally think they know what stammering is because they recognise it when they hear it, but in fact colleagues and managers may have absolutely no idea that they have someone who stammers in their team. And people who stammer often don’t find it easy to talk about it unless the conditions are right to do so.

In short, the implications of stammering at work can impact on both employer and employees, and managers benefit hugely from being trained in ways they can address this issue. The British Stammering Association offer a superb workshop around stammering awareness for managers called Introduction to Stammering Workshop.

The course highlights key areas of focus for employers to provide appropriate levels and types of support. It will also equip you with detailed ideas for actions and practice you can take and use in your own workplace. Two experienced trainers, a leading Speech & Language Therapist, and the Chief Executive of the British Stammering Association take a group of up to 18 managers (HR, recruitment, D & I, line managers etc) through a workshop to enable them to:

  • Have an improved understanding of the different aspects of stammering and its potential impact in the workplace
  • Be aware of the stigma surrounding stammering and the unconscious bias facing people who stammer
  • Have identified barriers facing people who stammer in the workplace, and how these may impact on your organisation’s recruitment and performance
  • Have a clear insight into different types of adjustments for people who stammer, and how these can impact positively on the wider workforce.
The course can be delivered in your own premises, saving travelling time and costs for participants.
Feedback from managers attending the workshop includes:
“It’s been really revelatory. I had no idea of the impact stammering has on people, and what we need to do as an organisation to encourage people to feel comfortable enough to disclose.”
“I found it most helpful to understand the barriers. I feel people want to help, they just need to be told how … Powerful to hear directly the lived experience of people who stammer.”
“Very knowledgeable and inclusive presenters. Well-balanced, informative and delivered in a relaxed and interactive way.”
“I have a much increased awareness and feel it will help my communication with a senior manager who stammers.”
If your managers are not confident around stammering, this will almost certainly be restricting the opportunities your organisation has to benefit from the talents of people who stammer.
For a conversation about how this training might support your managers, please contact Helen Carpenter on  hc@stammering.org or call her on 020 8983 1003.

To advertise jobs on Evenbreak go here – http://www.evenbreak.co.uk/employers/

To find jobs on Evenbreak go here – http://www.evenbreak.co.uk/jobs


 

Where can Employers go for help with Disability Inclusion?

Making your organisation as accessible and inclusive as possible is a laudable aim, and one that increasing numbers of organisations are now recognising the importance of. There are, of course, many organisations that will offer support and guidance in this area (we particularly recommend Kate Nash for help with Disabled Employee Networks and Purple for help with becoming Disability Confident).

If you aren’t already a member of Business Disability Forum, now might be a good time to consider it. They are a not-for-profit member organisation that makes it easier and more rewarding to do business with and employ disabled people. They have more than twenty years experience of working with public and private sector organisations (formerly known as the Employers’ Forum on Disability). Their members employ almost 20% of the UK workforce and, together, they seek to remove the barriers between public and private organisations and disabled people. They are a key stakeholder for both business and government, and have contributed to the establishment and development of meaningful disability discrimination legislation in the UK.

Services offered to members are excellent, and include a valuable advice service with guidance offered always tailored to your situation

They also offer consultancy services to help you put in place robust policies and procedures that will equip your line managers and other colleagues to avoid or minimise risk before it arises and strengthen your disability-smart approach to working with disabled employees and customers.

Their learning and development offers will provide your colleagues with the skills and confidence to help ensure that a disability-smart approach is embedded in your organisation’s daily practice.

There is no virtue in trying to do everything from scratch, and learning from experts, and your peers who are on the same journey, can save a lot of time and effort. It may well be worth having a chat with the lovely people at BDF to see if your organisation might benefit.

Oh – and before I forget – BDF members have a 10% discount from unlimited advertising with Evenbreak, as we have a strategic alliance with them! What’s not to like?

To advertise jobs on Evenbreak go here – http://www.evenbreak.co.uk/employers/

To find jobs on Evenbreak go here – http://www.evenbreak.co.uk/jobs

Valuing Difference – Equal Approach Shines the Light on SSE’s Return on Inclusion

Equal Approach, a global specialist provider of leading edge programs to embed inclusion has carried out a ‘Return on Inclusion’ (ROI) exercise for SSE to calculate the financial value generated in its investment in inclusion and diversity initiatives over the three years from 2014-2017.

SSE has published its first ‘Valuing Difference’ report which details how they have worked with Equal Approach to measure their return on inclusion and how they are now refocusing their strategy to become a truly inclusive organisation.

The results of Equal Approach’s detailed analysis showed that for every £1 invested by SSE, there was a £4.52 ROI for gender diversity initiatives undertaken between 2014 and 2017. By refocusing its Inclusion and Diversity Strategy for 2017-2020, the results for future ROI show there is the potential to achieve £15 worth of value as the organisation becomes more focused on creating a truly inclusive workplace.

John Stewart, SSE’s Director of Human Resources, said:

“For SSE, an inclusive and diverse organisation is essential to our human capital strategy and meeting the looming skills gap expected to impact the energy industry in the early 2020s. Our future commercial success genuinely depends upon the actions we take now to attract, develop and retain a workforce that can provide the skills and talent we need.

“SSE’s Inclusion and Diversity Strategy for 2014-2017 centred on three core elements, ‘IN, ON, UP’: Encouraging women IN to the business; Supporting women to stay ON at SSE; and Helping women progress UP in the organisation. Equal Approach’s analysis shows these actions delivered significant financial value for SSE, but we are committed to going further to create a truly inclusive culture right across the organisation – one that celebrates difference in every sense.

“This means we need to move from focusing on actions linked to specific individual characteristics, like gender, to actually embedding real inclusion throughout the organisation. Our new Inclusion Strategy for 2017-2020 is an important next step for SSE – one that challenges us to focus on fewer, more important factors using an evidence-based approach that drives real change. We believe that this will ensure SSE grows from strength to strength to meet the challenges of the future.”

Dawn Milman-Hurst, CEO of Equal Approach, said:

“SSE now has a significant opportunity to embed the principles of inclusion and diversity throughout its business and create a truly inclusive culture over the next three years.

“Achievement of this offers substantial commercial benefits for the organisation, and would confirm SSE as an industry leader in this area that others aspire to emulate. I look forward to seeing SSE implement their new Inclusion Strategy and the business benefits gained as a result.”

SSE’s new Inclusion Strategy for 2017-2020 focuses on five key areas, building on the ‘IN, ON, UP’ elements of its strategy to date:

  • IN: Candidate attraction and recruitment
  • ON: Retention of talent and managing leavers to maintain positive brand exposure
  • ON: Embedding inclusive values  throughout the organisation
  • ON: Mentoring, networks and partnerships and;
  • UP: Progression, promotion and creating opportunities.

To make sure the organisation succeeds in the future; SSE is committed to long-term change and will nurture the principles of inclusion at every level of its operation.

To advertise jobs on Evenbreak go here – http://www.evenbreak.co.uk/employers/

To find jobs on Evenbreak go here – http://www.evenbreak.co.uk/jobs