Provide fair, flexible work opportunities that enable everyone to thrive.
Expectations of employment have changed during the pandemic. People with health limitations, caring responsibilities and some ethnic backgrounds have been disproportionately affected and many have sought different working arrangements. In addition, the acceleration of the work-from-anywhere culture make the pressure on employers ever greater to provide jobs that are attractive. There is evidence that investors, customers and employees are boycotting companies with poor employment terms.
Research shows that, after salary reaches a (relatively low) level, workers value nonpecuniary factors more highly, such as on-the-job training, flexible working conditions, and opportunities for advancement. So this should be part of a wider commitment to fairness.
of Millennials identify flexibility as a top priority when job hunting
Gender Pay gap in Plymouth
1 in 7
employees juggle caring responsibilities with work
How we'll support businesses
Publish a list of resources such as factsheets and links to external organisations to support change.
Provide a list of local organisations that can promote job opportunities to people with protected characteristics such as the BAME community, LGBTQ+ community, long term health conditions.
Signpost to organisations that can support people to stay in work when they face challenges to doing so.
What you can do
Increase the proportion of employees that have contracts that offer employment security through provision of sick pay, holiday rights, pensions and working hours. Use casual worker contracts only for specific appropriate purposes, where agreed by both parties and atypically
Be proactive in attracting, recruiting and retaining people from diverse communities in our workplace.
Provide access to flexible working across the organisation to accommodate personal circumstances, particularly to overcome short term challenges.
Pay all staff the real (Living Wage Foundation) Living Wage, or have published a strategy to do so.
Commit to improving the health and wellbeing of our staff through delivery of a strategic objective for our organisation.
Have an organizational approach to minimizing or eliminating any “pay inequality” for groups with protected characteristics.
Publish the ratio between the pay of the CEO and the rest of the staff and explain year on year changes.
Managers have the skills they need to manage and develop people.
Explore innovative approaches to recruitment.
Measure your progress
Number of Manager’s that have undertaken people management training in the last three years.
Pay Gap reporting for gender, BAME and disability
Executive pay as a % of Median employee pay
Find out what other people have done
Head over to Case Studies page to hear first-hand about businesses' experiences.