The business case for inclusion hasn’t disappeared.

Organisations still recognise the link between inclusion and employee engagement, retention, innovation and performance. They still want workplaces where people can thrive and where barriers to progression are removed.

What’s changed is the environment organisations are operating in.

Over the past few years, we’ve seen increasing scrutiny of inclusion work, tighter budgets and greater pressure to demonstrate impact.

Approval processes have become more challenging. Leaders are being asked harder questions about priorities, investment and return.

 

“Many organisations still have the ambition to create more inclusive workplaces. What they’re looking for now is greater clarity, confidence and support to turn that ambition into action.”

– Amy Gibbons, Head of Membership

 

At the same time, the challenges organisations are navigating have become more complex.

Change programmes, restructures, mergers, evolving employee expectations and increasingly polarised public conversations are all creating new inclusion challenges for employers to navigate.

The commitment to inclusion is still there. But many organisations are looking for a different kind of support.

The challenges our members are facing today

One of the most common themes we hear from members is that inclusion no longer sits in isolation.

It intersects with organisational change, leadership development, employee engagement, retention and workplace culture.

Many organisations are asking:

  • How do we keep inclusion on the leadership agenda?
  • How do we demonstrate progress and impact?
  • How do we prioritise when budgets and capacity are stretched?

For many HR, people and inclusion professionals, the role can feel isolating. They’re often leading important work with limited resource whilst balancing competing priorities and influencing busy senior leaders.

The need for inclusion expertise hasn’t gone away. If anything, it’s become more important.

 

“Organisations aren’t asking whether inclusion matters. They’re asking how to make meaningful progress in a way that’s practical, measurable and aligned to business priorities.”

– Amy Gibbons, Head of Membership, Inclusive Employers

 

Listening before launching

When we began reviewing our membership proposition, we didn’t start by designing products. We started by listening.

Through conversations with members, HR leaders and senior decision-makers, we wanted to understand the challenges organisations are facing, the support they value most, and what would help them make faster, more sustainable progress.

One message came through consistently: organisations wanted more than access to resources and events. They wanted expert support to help them navigate complexity, sense-check decisions and turn inclusion priorities into meaningful action.

In short, they wanted a trusted critical friend.

 

“What members told us was clear. They didn’t want more activity. They wanted more clarity. They wanted confidence in their priorities and a trusted partner to help them move forward.”

– Amy Gibbons, Head of Membership

 

 

From membership to structured partnership

Our previous membership model delivered value to hundreds of organisations and helped many progress their inclusion journey.

This wasn’t about starting again. It was about evolving our support to reflect the reality organisations are facing today.

The result is a more structured inclusion partnership model that combines diagnostic insight, expert guidance and practical support.

We’ve introduced clearer pathways to help organisations move from identifying challenges to taking action.

We’ve strengthened access to experienced inclusion practitioners and expanded opportunities for members to learn from one another through our growing community.

 

“Inclusion work has become more complex. Organisations aren’t looking for passive membership. They’re looking for expert partnership.”

– Amy Gibbons, Head of Membership

 

 

Turning intention into action

One of the biggest barriers organisations told us about was moving from ambition to delivery.

Many knew what they wanted to achieve but struggled with prioritisation, internal approval processes or identifying the right next step.

That’s why we’ve introduced a more structured approach.

The Inclusive Employers assessment is now included within the partnership, helping organisations understand where they are today and identify priorities for the year ahead.

From there, organisations can build tailored pathways around the areas that matter most to them, whether that’s strategy, leadership, data, policy, employee networks or capability building.

The aim is simple: to make inclusion support more strategic, more focused and easier to align with organisational priorities.

Looking ahead

The world of work continues to change, and inclusion work is becoming increasingly complex.

Organisations need support that is practical, credible and grounded in real-world experience.

Our new structured partnership model has been shaped by what members told us they need most: clarity, confidence, community and expert guidance.

We’re excited to continue supporting organisations as they navigate that journey.

Ready to take the next step?

Our Structured Inclusion Partnership helps organisations move from good intentions to meaningful progress through expert guidance, practical support and a clear roadmap for action.

Explore our Structured Inclusion Partnership.