When the culture doesn’t fit
Collaborative
Competitive
Dynamic
Overall average Hierarchical
0
20%
30%
40% 50% 60% 70% 80% 90% 100%
10%
70%
69%
Those from a range of ethnicities
79%
70%
Sally* is 46 years old and has worked in a Civil Service operations department for the last 20 years. Over the course of her career, she has seen significant cultural changes across the organisation, which she now identifies as having a collaborative culture.
78%
68%
Those from different economic backgrounds
64%
Before 2017, Sally’s department was run by a Director who did not seem to value the importance of diversity and shied away from introducing measures that could make workers from diverse backgrounds feel more included. Describing her culture as hierarchical at the time, this leader made it difficult for mental health first aiders to achieve relevant qualifications and didn’t see the value of them within the workplace.
82%
71%
76%
62%
Those with different viewpoints
58%
A few years before this, Sally was diagnosed with autism and had to find new ways to manage this in her workplace setting.
77%
61%
72%
“Our last Director was a bit old school, and he didn’t really value diversity and inclusion measures,” Sally says. “Now we have a new Director and I’ve seen a lot more attention paid to the issue.” When the old Director left, the business brought in measures such as diversity networking groups and an EDI policy. Sally has used these tools to help navigate her autism diagnosis and has also used one of the organisation’s new workplace support initiatives to help her work to the best of her ability. “I was diagnosed with autism in my adult life, and I’ve really made use of the policies and networking groups available to me at work,” she says. “It’s made my work life easier and more suited to my needs.” This culture of positivity and inclusion has been invaluable to Sally’s development and happiness at work. Sally now describes her workplace culture as collaborative, where ideas are valued, and workers are encouraged to solve problems as a team.
59%
Those who are part of the LGBTQ+ community
55%
72%
60%
66%
53%
Those who are considered physically disabled
48%
64%
53%
60%
When thinking about the future, Sally is confident that maintaining a collaborative and supportive culture is important to the senior leadership team.
45%
Those who are considered neurodivergent
37%
62%
54%
*This case study is based on an interview of a real worker, but their name and some details have been changed following a request for anonymity.
52%
42%
Those who are considered mentally disabled
32%
57%
50%
48%
0
10%
20%
30% 40% 50% 60% 70% 80% 90%
100%
Exhibit 5: Percentage of workers answering: ‘At least sometimes’ to the question: ‘Does management in your workplace actively seek to employ people with different life experiences or backgrounds with the aim of creating a diverse workforce?’ Source: Newton research.
10
11
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