Until everyone has equal opportunities to fulfil their potential at work, firms run the risk of missing out on the best ideas, the brightest talent, and the left-field brilliance they’ll never know they were missing.
While there is a business case for inclusion and diversity, there is also an ethics case for employers to respect the unique needs, perspectives and potential of their people. Can any culture be considered healthy when it’s toxic for some? Can risks be well managed where there is homogeneity of thought and deed? What are the respective roles of leadership and peer relationships in developing healthy, inclusive cultures?
The FSCB analysed its members’ annual survey data through demographic lenses, showing members and wider society how key elements of culture are impacted by demographic variables. These insights informed change initiatives with members that focused on scientific principles to move beyond what is fashionable to what worked in practice.
