Promoting Diversity and Inclusion in your industry

Promoting Diversity and Inclusion in Your Industry: Can Best Practice Guides Help?

By Inge Woudstra

Promoting Diversity and Inclusion in your industry is vital.  After all, changing the culture in one organisation isn’t going to change the culture across the industry.  So, it’s no wonder many of you are active beyond your own organisation.

A more inclusive image will help attract as many people as possible, which will help the entire industry. Initiatives that we – as Voice At The Table – consider to encourage diversity and inclusion across the industry – include: award schemes, industry data and league tables, industry pledges, accreditation, grants and bursaries, internship schemes, mentoring schemes, programmes in schools and higher education, awareness campaigns with events and talks and round tables.  Oh,  and Best Practice Guides.

If you’re contemplating a Best Practice Guide for your sector or your organizations’ members, the  questions below will help you gain clarity on how to go about it.

When do you need a Best Practice Guide for promoting Diversity and Inclusion in your industry?

Best Practice Guides are typically helpful when there is a real desire in the industry to move forward. You regularly hear from member organisations that they have tried to become more diverse and inclusive, but have failed. When the reason for the lack of progress is not knowing how to do it (rather than why to do it), Best Practice Guides can be a powerful resource.  But they are less helpful as a tool of persuasion, or to present a solid business case.

Why do you need an industry specific Best Practice Guide?

There are many good resources and best practice guides available in the public domain already. So you might be justified in wondering whether you need to create something specific to your sector. Consider whether it would suffice to share or re-purpose guides that are already publicly available.

In many cases, however, we find that clients need something that caters specifically for their industry. They know that when members see others in the industry move ahead it will inspire action. But examples from other industries tend to be less persuasive.

What content do you need in a Best Practice Guide?

Promoting Diversity and Inclusion in your industry requires a number of different elements.  A mix of theory and practical guidance in the form of tips and case examples tends to work best. But the ultimate proportions depend on the sector and client preferences:  some choose more emphasis on theory, and others opt for more examples.

Preferences often depend on practicalities.  For instance, case studies/examples require a thorough knowledge of what’s happening in the industry and a good network, and less expertise in Diversity and Inclusion.  They can be pulled together by a team of members, guided by an expert. Theory and practical guidance, however,  are easier to put together by a diversity and inclusion expert and take less time to gather.

Examples of expert guidance content include the following:

  • What is inclusion and diversity? Defining terminology
  • Why is inclusion and diversity important in this industry? Linking to industry specific data.
  • Steps to take to create an impactful diversity & inclusion programme; how to implement a programme; obtaining commitment; raising awareness; gathering data; measuring progress.
  • Initiatives to create an inclusive employee life cycle and an inclusive culture.

What results can you expect when you using a Best Practice Guide for promoting Diversity and Inclusion in your industry?

A Best Practice Guide can give real guidance to those who are keen to move forward. A guide inspires organisations to take action, encourages those who have started to continue with more action and reassures them about what the right actions are. Overall, Best Practice Guides tend to increase implementation rates of diversity and inclusion in the industry.

In addition, publication of a guide gives a clear message that Diversity and Inclusion is important in the industry.

One way we recommend gauging industry interest in Diversity and Inclusion and the success of your guide is to monitor the number of people coming to the launch event, and the number of downloads of the guide.

How to get most impact?

There’s no point in writing a guide no-one will use. So, when designing and writing the guide, it is important to involve as many people in the industry as possible.  You could, for instance, use your networks to set up an advisory board or committee, then involve the committees in accessing a wide range of best practices.

When designing the guide, we recommend ensuring easy access to the material, with appealing formatting. Consider using infographics, flow charts, images and icons to make it easy for people to find, download or order the guide.

Make the publishing of the guide a fanfare event, so that it gets a lot of attention. Present it at a well-attended event and involve influential people in the industry: ask them to be part of a panel discussion or provide an endorsement or testimonial.

Finally, realise that a guide is a living document. Find ways to add more recent case studies, consider annual updates or create a best practice community.

For more information, take a look at some Best Practice Guides with which we were involved.

Diversity & Inclusion Best Practice Guide for the Global Data Infrastructure Industry 

Race and Gender Best Practice Guide for the UK Offshore Wind Industry

If you would like help promoting Diversity and Inclusion in your industry, get in touch to discuss options.

Meet the Smart Companies that are Recruiting More Women for STEM Careers

By Melissa Jackson

Today is Ada Lovelace day. How many of us know who Ada Lovelace was? I didn’t until two years ago, when I wrote a piece for Voice At The Table and discovered a woman who was humbly ahead of her game in the science world at a time when women weren’t supposed to have careers or ambitions beyond finding a suitable husband! So, what’s it like for women in (Science, Technology, Engineering and Maths (STEM) jobs today and are there any stand-out companies supporting women?

There are around one million women working in core STEM occupations in the UK, which represents just under a quarter of the workforce in this sector, according to statistics from WISE, the organisation that is campaigning for greater equality for women in STEM. Its vision is to see at least 30% of the UK STEM workforce populated by women by 2030. It’s a steep hill to climb, but if we consider that there has been roughly a 1% increase year-on-year of women in STEM jobs, from 21% in 2016 to 24% in 2019, the vision is attainable.

So, who’s embracing the recruitment and retention of women in STEM? One you’ll all be familiar with is SKY TV. Sky introduced a Women into Leadership programme, aimed at creating the strongest possible pipeline for promotion. This included a “Get into Tech” initiative comprising a 15-week part-time course open both to external and internal candidates.

As a result of Sky’s programme, over 500 top leaders in the company are now women and 27 of the first 100 women to undergo the Get into Tech training succeeded in getting jobs in software development at Sky.

Network Rail is a public-sector organisation responsible for managing the UK’s railway infrastructure. With over 43,000 staff it is one of the biggest employers in the country. Like many large STEM employers Network Rail can struggle to attract, retain and develop women. It’s made a conscious effort to address this, including creating strategies and targets and collecting qualitative and quantitative data about the composition of its workforce. Alongside this, the company launched a host of initiatives including a returners programme; work to boost numbers of women on the company’s apprenticeship and graduate schemes and a “Women in Leadership” programme.

“We must keep talking about the business benefits of diversity during times of crisis. Approaching D&I like any other business improvement project helps us to keep banging the drum,” said Lydia Fairman Lead Capability & Development Manager, Network Rail.

Network Rail has instigated the “Gender Matters” project, which aims to increase female representation in the firm to 26% by 2024. Company data indicates, reassuringly, the number of women in the organisation has risen every year since 2014, from 14.23% to 18.85% in 2020.

Network Rail’s Group Safety and Engineering Director, Martin Frobisher said: “I want to see better gender balance in our technical and engineering roles. As a leader in Network Rail, I am committed to improving the diversity of our organisation.”

Across the pond, Cisco ranked #2 on Fortune’s 100 Best Workplaces for Diversity and Best Workplaces for Parents lists for 2019 and has been named among the top 10 best workplaces for diversity in America. The company develops, manufactures and sells networking hardware, software and telecommunications equipment.

The company’s female employees formed a group in 1997, called Connected Women. The vision for Cisco’s Connected Women has been to attract, develop, retain, and celebrate women at Cisco.

What started with 200 Cisco employees in San Jose, has now grown to more than 4,000 members globally who participate in mentoring, speakers’ series, networking events, and community give-backs in nearly 40 countries.

Cisco’s global initiative, Girls Power Tech (GPT), is a special learning opportunity for girls and young women to connect with Cisco mentors at offices around the world. Every year, it opens its doors to young women, globally, to inspire them to pursue careers in STEM through hands-on exposure to the latest technology and engagement with industry professionals. Cisco employees worldwide spend the day with girls age 13 to 18, encouraging them to consider education and career paths in STEM.

This is just a snapshot of companies who are taking a proactive approach to trying to encourage women into STEM careers and change the gender dynamics of the industries in this sector.

If you or your company has pioneered something similar, please let us know. We’d love to hear about it and share it with our readers.

You can contact us here.

If you liked this blog, you might also enjoy Saluting the Victorina Mother of Invention.

 

How to Get Noticed and Progress

Active Voice: 7 Tips on How to Get Noticed and Progress

By Inge Woudstra

When was that moment when you thought how to get noticed and progress in this organisation? Do you remember the feeling of slight desperation and urgency? After all, you want to be heard, valued and respected! In fact you are ready to get better projects and move up. However, somehow it doesn’t quite happen for you.

You would expect that when you work hard you get a good review, which opens other doors. In reality, however, it doesn’t always work like that. Interestingly it works even less like that for women in male-dominated environments.  Or really, any under-represented group. So, here are our tips on how to get noticed and progress.

1. Focus on your value add

Ask yourself how your way of working is different from that of others. Then consider how your way of working adds value to your team.  What do you typically get asked to do?  What do you and others consider your strengths, skills and capabilities?  Remember to consider the things that come easiest to you, as those may exactly be those that others find hardest.

2. Speak up about how you add value

Talk about your strengths to others and find ways to illustrate each strength with a specific work-related example. Ideally, wrap them into small anecdotes that you can casually drop into any conversation. “When I was working with [x], what they found helpful was when I …”

3. Speak up about your way of working

People have different ways of working. In an environment that is dominated by a type (for instance young, white men in tech companies), it’s harder to see how a different way of working brings value. So you may need to preface a different way of working with a few explanations: explain that you first need to know why before you start a job so that you can deliver to the objective; explain you ask questions and what they are for; explain it may look like you are an invisible leader but that you do a lot of work in the background to keep the team running smoothly.

4. Network with others like you

It can be very powerful to have a place where you can connect and share with others like you. It gives recognition and validation. That in turn builds your self awareness and confidence. But not only that, your network contacts may also have tips on how to get noticed and progress.

5. Network with peers and superiors

Make regular time for coffees with peers and your manager. Ask for a 30-minute informal mentoring session with their manager. Consider the same for anyone at a more senior level whose career or style fascinates you. In the conversation try to find subtle ways to let them know about your strengths and achievements. Also find out what they did to get to where they are. And drop what you would love your next step to be.  If you’re brave, you may even ask for their help!

6. Get a sponsor

Find someone in the organisation to be your champion and advocate – sometimes a good mentor does this. Make sure this person knows about your strengths and achievements. Also ensure they know what you want to do next.

7. Push for change

Advocate for a more inclusive culture. Suggest reviews of recruitment and promotion processes, so they can be more inclusive.

Need more help on how to get noticed and progress?  We can offer specific guidance.  Get in touch to book a free Ask Me Anything call with us. Email to book.

My journey from Africa to Canada and the lessons I learned in the process

Guest Blog by Rasie Bamigbade

I have always visualised what my life would be like, become a doctor, get married, have beautiful children, and always serve others by giving back. Visualisation is something I did a lot as a child and up to now, I have discovered that it brings me closer to the service I have to offer to our world.

I am not a doctor, I am a widow, I have no children of my own, I have many nieces and nephews and I am serving leaders and youth with the intention of closing the opportunity gap in leadership and paving the way for our next generations. When I moved to Canada from everything I had known and everyone I loved, the parts I knew about myself were soon to be in the past and not at arms reach.

I was excited because it was a once-in-a-lifetime opportunity and one that I needed to maximise on. I needed to make my family proud in every way that I could. I did not know what was about to happen next.

These are the things they don’t tell you about when you are preparing to move to a new place, country, continent, or home. The culture is significantly different; you will not see many black people; it is a very cold place; you will have to make new friends; people will say and ask ridiculous questions about what you look like; you won’t be seen as equal no matter how hard you work; you will be reminded that you are black and from Africa from time-to-time. I had to learn all this, experience it very quickly and adapt, if I was going to pave the way and help more people.

One of my favourite quotes is “History has shown us that courage can be contagious and hope can take on a life of its own,” by Michelle Obama. I feared being in the environment I was in at home with my guardian I moved with to Canada. I felt unsafe going to sleep in my own home. My courage to keep going and my hope that there was light at the end of the tunnel kept me alive and smiling no matter how difficult things got. I was once asked by one of my friends, “did you live in a tree back in Africa?” Let’s just say I walked away and listened to the sound of my mom’s voice in my head – “Walk away from what doesn’t serve you well.” It was not my responsibility to answer that question, and this is when I started to learn about who I could be friends with. The relationships I had at home, at school and at my corporate jobs taught me a lot of lessons, the most difficult ones from when I was 13 years old.

Moving to Canada was the most extreme experience I had ever visualised and as a result of those experiences, I am effectively coaching corporate and business leaders through my six-weeks Jumpstart Process, I have published my first book “Lead In Your Truth” on authentic leadership, and I have mentored 28+ youths through my 12-month mentorship programme.

One of the experiences that paved my way into coaching corporate and business leaders, leading teams, was working my way up the corporate ladder in Canada.

I am a black, young, enthusiastic woman. This meant I would miss out on promotions, work harder than everyone else in the room, be cautious of my tone of voice, wear my hair differently to look professional, know that my passion might come off as aggressive and not laugh out loud-as-I-wished in business settings. This was my reality. Despite the results I delivered, the teams I impacted, the ideas I converted into profit, I still had to work twice as hard to be seen as an equal in my leadership roles. This changed when I met a female leader – and now a close friend – who supported me and taught me the importance of being authentic. This is when I started to be brave and show up in who I am and embrace every part of me. I shaved my head, rocked my natural look, wore more colours, spoke up boldly even when I did not have the whole room’s attention, laughed out loud because it felt so good and became passionate because it brought me joy.

The challenges I faced at 13 years old, the problems I solved in my self-leadership – and not stopping there – and helping other people in the process, has shaped the woman I am becoming. She is authentic, full of joy and love, helping others, closing the gap in corporate leadership, and paving the way for more generations.

People will see you for what you are and only the truth matters of how you see yourself. Embrace your authenticity and show up as who you are proudly. I am celebrating you and rooting for you.

Rasie has led teams while she was employed at McDonalds, Starbucks, HMS Host at Vancouver International Airport and the Immigration Services Society of British Columbia. She wrote and published her first book – Lead In Your Truth – this year and has inspired more leaders to take action to lead their lives and teams more effective.

The Seven Stages of Change

By Rina Goldenberg Lynch

As we’re preparing for a busy run up to the end of the year, I’m very mindful of our clients’ diversity journeys.  I’ve had many conversations over the summer with companies that are just getting started and those who have made good progress towards a more inclusive workforce.  What I’ve noticed is that, like a proper adventure, this journey is not without its surprises – not all of them pleasant.

Every time I start on a new journey with a client, I have to begin with a caution:  while the long-term impact of inclusion is nothing but phenomenal, it does come with a warning label.

Like any other organisational change process, the introduction of new values and behaviours will initially meet with resistance and challenge.  Not everyone is ready to go on the journey and not everyone believes in its benefits.  So, before you embark on what may seem like opening a “can of worms”, it’s important to realise that things might seem worse before they seem better.

This is when it’s helpful to remind ourselves of the Change Curve.  We’ve talked before about how change spreads across the population in my article Are you an Early Adopter or a Laggard? | Voice At The Table.

Today, I want to focus on how an individual person perceives change, such as new behaviours, values or expectations.

The 7 Stages of Change:

Stage 1: Denial

When new behaviours or expectations are introduced, an individual’s reaction may be that of shock or denial and to blame others for the change.

An example of this might be when we play back some of the thoughts and feelings of colleagues who have been previously hurt by certain types of behaviours and statements.  When we share these with management teams, for instance, sometimes people don’t believe these statements or try to blame the people expressing the hurt for not being “able to take a joke” or taking things too personally.

Stage 2: Realisation

Once the individual realises the need for the change, the next step is for them to become self-critical, feeling insecure and unhappy with their own behaviour and expectations of themselves.

In our example, this could manifest itself by people blaming themselves for being insensitive or uncaring towards the feelings of others.

Stage 3:  Resistance

The self-blame can turn into anger and resistance to the introduced change.  This can manifest itself in challenging the changes or “shooting the messenger” of the change.

People who react this way will need support for the changes to be successful.  This can take the form of simple listening or coaching conversations, giving people a reasonable amount of time to process and understand their feelings.  In persistent cases, it may be helpful to offer some coaching support to these individuals.

Stage 4: Letting Go

Gradually, sometimes with support, it becomes easier to let go of the past and recognise that the change is here to stay.  This requires the beginning of a mindset shift: changing how one sees themselves and others.

In this step, a person might be confused about the change and some challenges will continue to appear in the form of probing the changes.  Questions about the change might include: how do I fit this into my current life/work? How do I get better at this? How is it different from what I used to do before and why do I need it?

The need to remind people of the purpose and reasons for the change becomes even more important at this point.

Stage 5: Searching

The letting go of the past continues and gives way to testing and exploration of what the new changes mean for them.  This is when people start seeing the changes for what they are, what’s good about them and what’s more difficult.  They also start experimenting with how to adopt these changes.

In this stage, people are more willing to try out the new behaviours and less afraid to make mistakes by embracing the changes.

In these two stages, it is possible to slip back into a previous stage and return to self-doubt and blaming. This means that it’s particularly important to manage this transition carefully by reminding people of the reasons for the change and supporting them in staying the course.

Stage 6: Understanding the Meaning of Change

For those who refrain from travelling backwards from the Letting Go or Searching stages, this stage is a proper step towards embracing the change.  The recognition that change is well and truly underway is setting in, and people begin to accept and embrace the change as the new normal.  They have let go of the past and begin to realise what the changes truly mean to them and the organisation.

Stage 7: Change Acceptance

This is the stage that we all want to achieve: when people understand the new behaviours and are willing to embrace them.  When this is done more and more naturally, the benefits of the change become recognisable.  It is at this stage that new ideas, innovation and creativity blossom and when diversity of thought comes into its own.

It’s a long journey to attain the benefits of a more inclusive work environment but it’s helpful to remind ourselves why we set out on this course in the first place.  It’s also helpful to remember that, if you’re experiencing challenge, denial and blame, that those are natural parts of the change journey and you need to support each other through these early stages.

If you’d like some help with supporting people through these stages of change, please get in touch.

The individual change curve is also consistent with our Diversity Journey Roadmap for organisations.

Are you able to identify where your people are on either one of these maps?

Let’s Bend Over Backwards to Embrace Flexible Working

By Melissa Jackson

The benefits of flexible working have been tried, tested and championed during the Covid pandemic, but not all companies are embracing its potential, it seems. A survey suggests that 50% of women would quit their job if it didn’t offer flexible working. However, for some, broaching the subject with an employer can be a difficult conversation. But, difficult conversations should not be swerved if we are to bring about change that benefits not just women, but all sectors of the workforce.

When young mother Alice Thompson raised the question of flexible working, as she prepared to return to work after maternity leave, she met a brick wall. As a sales manager at a small London estate agent, she had invested her “heart and soul” in her career and wanted to return to the office with hours that were more compatible with family life. Her reasonable request, in my eyes, was to ask to work a four-day-week and to leave at 5pm each day instead of 6pm. But it was denied. Alice hit the headlines recently after taking the company to a tribunal and winning a £185,000 pay-out, but it was an “exhausting” battle that exposed the ugly face of sex discrimination.

She told BBC Radio 4’s Woman’s Hour, “If they needed me for the full hours, maybe eight ’til five instead of nine ’til six, that’s something I could have worked around.

“But it was shut down, every avenue, not listened to, not considered. And I was left with no other option but to resign.

“How are mums meant to have careers and families? It’s 2021 not 1971.”

Fair point.

A survey by Marie Claire magazine and LinkedIn found that 50% of women would quit an existing job and 52% would turn down a job offer if the company didn’t include the flexible working they required to maintain a work/life balance.

Andrea Thompson, Editor-in-Chief of Marie Claire, said: “The latest research is that employers must acknowledge that flexibility is vital if they want to retain female talent and achieve genuine gender equality at work.

“Equality in the workplace can only happen when flexibility is perceived as something for all – women, men, parents and non-parents. Why should caring responsibilities be a concern solely for women?”

Of course, flexible working opportunities should be open to all. This way it will become standardised and less of a “big deal” to accommodate; and the “difficult conversation” … a difficult conversation no more.

According to the flexible working consultancy, Timewise, 78% of UK job ads make no reference to flexible working. Timewise CEO Melissa Jamieson lamented that “thousands of women get stuck in jobs that are beneath their level of skill and ability, because these are the only kinds of role they can find with the flexibility they need”.

In other words, flexibility with boundaries.

So, what are your rights when it comes to flexible working?

All employees who have been with a firm for at least 26 weeks have the right to make a flexible working request

If you make a request, your employer must consider if fairly and make a decision within a maximum of three months

A flexible working request could involve shorter hours, different start and finish times, a job share or doing your hours over fewer days (compressed hours).

It’s been widely documented that a flexible work environment attracts and retains the best staff. So, be bold and if flexible working is your goal, feel empowered, engineer that discussion and highlight the benefits it will bring to the company and to you. Who knows, you might start a long-overdue revolution in the workplace and do yourself and all your colleagues a favour.

For more thought-provoking reading from Melissa, take a look at Are We Being Cowards If We Don’t Speak Out?

Inclusion: Backing Up Our Words With Actions!

By Liz Swan, Talent and Engagement Manager,  Longhurst Group, named 21st in the top 100 Most Inclusive Workplaces Index 2021 at the FREDIE Awards.

 

 

 

 

One of the key aims of Longhurst Group’s Improving Lives strategy, which was introduced in 2019, is to create an inclusive culture.

This has always been high on our agenda but, following George Floyd’s murder, which accentuated a lot of issues being experienced worldwide, like many other organisations, we issued a statement about what had happened.

Determined to back up those words with action, we’ve redoubled our efforts to improve equality, diversity and inclusion across the Group. We know it’s a significant issue to tackle but we’re determined to have a culture that values difference.

We’ve since worked with partner organisations, raised awareness through internal communications campaigns and sourced new learning and development opportunities for our colleagues.

This included a ‘Voice At The Table’ session, which was delivered by the excellent Rina Goldenberg Lynch and helped our leadership teams understand the hallmarks of an inclusive leader.

We also partnered with the National Centre for Diversity, introducing the FREDIE (Fairness, Respect, Equality, Diversity, Inclusion and Engagement) principles and working hard to ensure colleagues were fully aware of our plans to improve fairness, respect, equality, diversity, inclusion and respect, and understand what they could do to help.

It was a new acronym for us, but the context of what it meant was already embedded in our values and our culture and that has really helped.

Taking part in the Investors in Diversity cultural survey provided a foundation for us to better understand the culture of our organisation and how colleagues felt, and the results provided an evidence base and the insight we needed to develop an action plan.

We’re also determined to focus on individual behaviours and actions, proactively tackling discrimination, and disadvantage. It’s crucial that we raise awareness of unacceptable behaviours, supporting colleagues to speak up, challenge and report any poor behaviour they witness.

By really understanding the benefits of having diversity in the workplace, and championing ED&I, it will help us develop our inclusive culture and stand out as an employer of choice.

We all contribute to inclusion, so everybody in the organisation has a key role to play. To be truly inclusive, people should feel comfortable to bring their whole self to work. The way we collaborate, having the courage to share our personal perspective, will help others to do the same and this will lead to more engaged and higher performing workforce.

Ultimately, inclusion in the workplace is where colleagues feel they are being treated fairly and with respect.

When colleagues feel valued and that they have an equal opportunity to succeed, working with leaders who display inclusive behaviours, it helps them feel an emotional attachment to their work and more engaged with their job and the organisation.

We can be proud of what we’ve achieved so far, particularly our work with the National Centre for Diversity which saw us benchmarked against other organisations and ranked nationally as the 21st most inclusive organisation to work for.

But, as with our words, we want those results to be backed up with actions. We know there’s much more to do but it’s great to be on that journey. Now we’ve started, we’re not going to stop as we continue to foster an inclusive culture with ED&I at the heart of everything we do.

Active Voice: 6 Tips for a Successful Career Change

A national shortage of lorry drivers has prompted some – women included – to consider a career change to gain an HGV licence. Trucking has entered the national consciousness and the driver shortfall means there’s never been a better time to steer towards a new career. But you don’t have to get behind the wheel to engineer new opportunities, the possibilities are endless. If you’re considering a change of direction, we show you the way to shift gear.

  1. Assess your interests, values, and skills. Review past successful roles, volunteer work, projects and jobs to identify preferred activities and levels of expertise. Determine whether your core values and skills are addressed through your current career.
  2. Brainstorm ideas for career alternatives. Research career options and discuss your core values and skills with friends, family and networking contacts. If you’re having difficulty coming up with ideas, consider meeting with a career counsellor for professional advice.
  3. Check out job options. Conduct a preliminary comparative evaluation of several fields to identify a few targets for in-depth research. You can find a wealth of information online simply by Googling the jobs that interest you.
  4. Set up a job shadow (or two). Shadow professionals in fields of primary interest to observe work first hand. Spend anywhere from a few hours to a few days job-shadowing people who have roles that interest you.
  5. Take a class. Investigate educational opportunities that would bridge your background to your new field. Consider taking an evening course at a local college or an online course.
  6. Upgrade your skills. Look for ways to develop new skills in your current job which would pave the way for a change. If your company offers in-house training, sign up for as many classes as you can.

And if you’re still deliberating, a recent survey of career changers, carried out by Joblist, found that those who had switched jobs were overwhelmingly happy with their decision. Those who took the plunge expressed a range of positive outcomes, including:

Happier – 77 per cent

More satisfied – 75 per cent

More fulfilled – 69 per cent

Less stressed – 65 per cent

What are you waiting for?

Need to talk to someone about a career change?  We have a number of career coaches who could be right for you.  Talk to us first.

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