Nearly half of workers have experienced workplace discrimination, study finds
Nearly half of workers have experienced workplace discrimination, study finds More than two in five (45 per cent) UK adults have encountered discrimination either in the workplace or during their job search, while 39 per cent believe they were rejected from a role for discriminatory reasons, a survey has found. The survey by Ciphr of 4,000 UK adults also found women were almost twice as likely to report discrimination than men; one in 10 (10 per cent) women felt they had lost out on a role because of their gender, compared to 5.2 per cent of men. Aggie Mutuma, CEO of Mahogany Inclusion Partners, said the findings reinforced what “too many people already know from experience” – that “workplace discrimination isn’t an occasional misstep, it’s a pattern that continues to shape careers, opportunities and workplace culture”. Will we ever weed out workplace discrimination? Experts respond to report highlighting ‘pervasive problem’ Workplace discrimination against young women hits three-year high, study shows Belief vs reality in discrimination cases “The fact that so many individuals feel they’ve been overlooked, undervalued or even excluded entirely because of their identity is a red flag for organisations that claim to be inclusive,” she added. Paul Sesay, founder and CEO of Inclusive Companies, said there was a “direct correlation between difficulties in diverse hiring and discrimination at interview stage and within the workplace”. “Even if diverse hires are made, underrepresentation, lack of training and education among colleagues and bias across a business will, ultimately, see the diverse hire fail because of the lack of inclusion and equity,” he told People Management. The widespread impact of ageism The most common form of discrimination found by the survey was ageism, with 15 per cent of people feeling their age prevented them from securing a job. One in five (19 per cent) said they had faced ageism at some point in their careers. Almost three in five (57 per cent) of those aged 18 to 34 said they had experienced discrimination at work, with a similar percentage (59 per cent) facing hiring discrimination. In comparison, 31 per cent of those aged 35 and older said they had experienced discrimination. Discrimination against parents or carers was also prevalent, with an average 11 per cent saying they had been treated unfairly because of caregiving responsibilities. For those who were caring for a dependent child as well as older or disabled relatives, nearly a third (30 per cent) felt they had been subjected to discrimination. Emily Andrews, deputy director for work at the Centre for Ageing Better, said ageism was “damaging for individuals, employers and the economy”. “Ageism is the prejudice that is hidden in plain sight. It’s so embedded in our society that it’s even become normalised and passively accepted by those of us who are older,” she explained. “It’s also short sighted of businesses to deprive themselves of all the advantages that having older workers and a multigenerational workforce brings when combining skills, knowledge and experience.” Sesay said marginalising older colleagues would see “an organisation lose their highly valuable knowledge, wisdom, experience and loyalty”. “The human cost is immeasurable as older people lose their sense of self worth and lose out on income and pension contributions if they feel the need to reduce or end their working hours,” he added. Caroline Abrahams, charity director at Age UK, said a person’s work should be based on their “skills and motivation and not how they look or their birth certificate”. “For most people there is no evidence that their ability to do their job declines with age. There are many older people with a lifetime of valuable skills who would relish the prospect of staying in employment longer and we hope that employers recognise the fantastic and often underused skills base of older workers,” she told People Management. Discrimination and racism at work The research found that workplace discrimination disproportionately affected employees with ethnic minority backgrounds. Three quarters (76 per cent) of respondents identifying as Black, Black British, Caribbean or African reported experiencing discrimination at work and/or as a job applicant. Similarly, two thirds (65 per cent) of individuals from Asian or Asian British backgrounds also said they had encountered discrimination in professional settings. Furthermore, two in five (39 per cent) Black respondents and nearly a third (31 per cent) of Asian people said they had experienced racism or discrimination based on their ethnicity. In comparison, 5.2 per cent of white people felt they had experienced discrimination based on ethnicity. “Discrimination will stop diverse talent in its tracks,” said Sesay. “Excellent colleagues will be lost if their environment doesn’t welcome or include them. And the problem will persist until the culture changes.” Mutuma explained that discrimination was not always “overt bias” but could build up as the “quiet, accumulative impact of microaggressions, exclusion from key projects or the ‘not the right fit’ excuse used to justify missed promotions”. What should employers do? Mutuma urged businesses to “move beyond awareness and into action” if they were serious about tackling discrimination. “This starts with honest conversations at the top – where are the blind spots in recruitment? How are promotions really being decided? Do leaders create space for diverse voices, or just expect them to conform? Training is useful, but only when paired with accountability, psychological safety and policies that are enforced rather than just written down,” she said. “The real challenge for businesses isn’t acknowledging that it exists – it’s deciding whether they’re willing to be part of the solution.” Sesay added that managers must be aware discrimination was “not always loud or easy to spot”. “Invest in training for leaders on inclusive management practices, encourage them to value diverse perspectives and create a culture of respect. Introduce mandatory diversity and inclusion training for all employees to explain unconscious bias, cultural sensitivity and inclusive communication. Ensure this is part of every new colleague’s onboarding process to build a strong, resilient and respectful culture from the ground up,” he advised. See the Spotlight About the author Aggie Yemurai Mutuma
Navigating political change: Supporting employee wellbeing in uncertain times
Navigating political change: Supporting employee wellbeing in uncertain times Political shifts ripple into workplaces, all over the world, shaping employee morale and wellbeing. As anti-DEI rhetoric gains traction in some regions and shifting policies create uncertainty, many employees – especially those from underrepresented backgrounds – are feeling more anxious, less secure, and increasingly disengaged. What should leaders be doing? Political shifts don’t just play out in government halls or on news channels – they ripple into workplaces, all over the world, shaping employee morale and wellbeing. As anti-DEI rhetoric gains traction in some regions and shifting policies create uncertainty, many employees – especially those from underrepresented backgrounds – are feeling more anxious, less secure, and increasingly disengaged. There is no wellbeing without inclusion. You cannot talk about employee wellbeing without recognising the impact of exclusion, microaggressions, or the fear of stalled career progression. If employees do not feel safe, valued, or like they belong, stress levels rise, morale drops, and productivity suffers. A McKinsey study on The State of Inclusion in Organisations found that employees who feel a strong sense of inclusion report greater job satisfaction, lower stress levels, and higher engagement. When inclusion is compromised, wellbeing suffers, and organisations pay the price in decreased retention and performance. At Mahogany Inclusion Partners, we help organisations create cultures where employees feel safe, valued, and heard. As political discourse challenges the role of DEI in workplaces, HR leaders must take intentional action to protect employee wellbeing by embedding inclusion into every aspect of the employee experience. Acknowledge the political climate – Silence is not an option Avoiding the conversation does not make the impact disappear. Political shifts – especially those that challenge workplace inclusion – send strong messages to employees, shaping how safe, valued, and optimistic they feel about their future at work. HR leaders must acknowledge these realities and proactively address them. Creating space for open conversations, whether through listening sessions or leadership town halls, allows employees to voice concerns in a psychologically safe environment. Employees do not expect their organisations to take a political stance, but they do expect reassurance that their wellbeing and sense of belonging are priorities. This is easily achievable by holding safe spaces for honest, vulnerable and impactful conversations. Reaffirm inclusion – employees are watching When external rhetoric undermines DEI, organisations must be unwavering in their commitment to inclusion. Employees are looking for real action, not just corporate statements. A clear and consistent stance on inclusion is essential in maintaining trust and engagement. HR leaders should review and reinforce policies on inclusion, belonging, and psychological safety. Leadership teams must be trained to actively support diverse talent and create workplaces where all employees feel secure in their career progression and workplace experience. A proactive approach – one that does not wait for external events to force a reaction – will help organisations maintain a strong and resilient workforce. Psychological safety is non-negotiable In times of political uncertainty, employees need to feel safe speaking up, sharing concerns, and being themselves at work. This does not happen by accident – it requires leaders who are equipped to foster trust and accountability. HR teams should invest in inclusive leadership training and ensure clear mechanisms are in place for addressing bias, exclusion, and discrimination. Psychological safety means that employees can voice concerns without fear of retaliation, and leaders must model that commitment in their own behaviour. Without this foundation, even the best-intended wellbeing initiatives will fall short. Wellbeing is not one-size-fits-all Political shifts do not impact all employees equally. While some may feel unaffected, others – especially those from marginalised backgrounds – may experience heightened anxiety, fearing the rollback of DEI progress. This is a clear reminder that a one-size-fits-all approach to wellbeing will not work. Organisations must ensure that wellbeing initiatives reflect diverse employee needs, whether through Employee Resource Groups (ERGs), culturally competent mental health support, or flexible policies that allow employees to manage stress in ways that work for them. A tailored approach signals that the company truly understands and values its workforce, in its entirety, for all individuals. Action over rhetoric – real commitment matters Employees are paying attention to how organisations respond during uncertain times. DEI statements and policies must be backed by measurable actions. If an organisation is serious about supporting employee wellbeing, it must embed inclusion into every stage of the employee experience – from hiring to retention to promotion. After all, how can we expect to enhance employee wellbeing if inclusion isn’t made a priority? Companies that fail to take meaningful action risk losing talent. In a workplace where employees feel their concerns are dismissed or that inclusion is deprioritised, trust erodes, engagement declines, and retention suffers. A visible, sustained commitment to inclusion is not only the right thing to do – it is a business imperative. Creating a culture of wellbeing through inclusion When political landscapes shift, organisations have two choices: let uncertainty erode employee wellbeing, satisfaction and confidence, or proactively create a sense of belonging and stability. The best HR leaders know that wellbeing isn’t about perks or mental health days – it’s about making sure employees feel seen, valued, and safe. At Mahogany Inclusion Partners, we help organisations move beyond the buzzwords and create cultures where inclusion is embedded into every aspect of the employee experience. Because in uncertain times, the strongest workplaces are the ones where everyone belongs. See the Spotlight About the author Aggie Yemurai Mutuma is a multi-award-winning leadership coach, speaker, and workplace culture strategist with expertise in workplace culture and strategy. She blends her engaging and authentic approach with her deep experience in leading organisations to empower individual, team, and organisational transformations.
How will Trump’s anti-DEI policies affect programmes in the UK?
How will Trump’s anti-DEI policies affect programmes in the UK? US President Donald Trump used executive orders to scrap his predecessor Joe Biden’s order that all federal agencies have to come up with equity plans. Trump has also ended diversity, equity and inclusion (DEI) activities in the federal governments. Trump ordered all US government staff working on DEI schemes to be put on immediate paid administrative leave. Toby Mildon, founder of inclusion consultancy Mildon, said that the move was likely to cause companies outside of the US to reconsider their DEI programmes. He told HR magazine: “While some organisations might feel pressure to reconsider DEI efforts, those committed to equity and inclusion recognise this as a moment to act decisively.” However, Hanna Naima McCloskey, founder of DEI solutions agency Fearless Future, said that UK employers have no reason for amending their DEI strategies at this time, except to strengthen them by making them more ambitious and evidence-based. “The US legal terrain has no jurisdiction anywhere else in the world. In any case, a one-size-fits-all approach to DEI is always best avoided,” she told HR magazine. She added: “We advocate a ‘build global, think local’ approach to DEI, one that attends to regional specificities. This is both an effective method and a defensive approach when it comes to delinking US ripples from efforts elsewhere in the world.” Trump’s measures do not yet affect private companies, but he has asked the US attorney general’s office to give recommendations to encourage the private sector to “end illegal discrimination and preferences, including DEI”. The CIPD commented on Trump’s decisions during a statement from chief executive Peter Cheese, published on LinkedIn. Cheese said that DEI has become “increasingly politicised and fragmented”. Cheese said: “This is a time and opportunity to reflect on progress, and evidence for DEI initiatives emphasising relevance, actionability, and outcomes.” Trump’s efforts could bolster DEI critics globally, said Darain Faraz, co-founder of People Like Us, a non-profit that supports ethnically diverse communications professionals. Speaking to HR magazine, she said: “The decision to dismantle federal DEI programmes in the US is a stark reminder of how fragile progress can be when equity is politicised. While this move directly affects US workers, its ripple effects will be felt globally, including in the UK. “Many organisations take cues from US corporations. The danger is that this rollback could embolden critics here to undermine vital DEI efforts.” But inclusion at work has a strong grounding in employment law and will not be easily eradicated in the UK, according to Aggie Yemurai Mutuma, CEO of inclusion consultancy Mahogany Partners. “While this will undoubtedly have an impact in the UK, the commitment to diversity and inclusion remains strong, supported by robust legal frameworks and societal values,” she told HR magazine. “The incoming Employment Rights Bill emphasises the importance of creating safe and inclusive workplaces, and we have the recent focus on preventing sexual harassment. This legislative direction underscores the requirement for organisations to adopt proactive measures to prevent harassment and foster a culture of respect and inclusion.” Mutuma said that although the US decision is a setback, it serves as a reminder of the ongoing work needed to advance DEI globally. “HR leaders in the UK should reaffirm their commitment to DEI by leveraging data to showcase its positive impact on organisational outcomes and employee engagement,” she said. “Engaging senior leadership as advocates and providing education to dispel misconceptions about DEI are crucial steps in maintaining momentum.” Mildon added that employers should consider how the US mandates may affect their people: “For example, transgender and non-binary employees may feel particularly unsettled. “Meaningful actions, like asking how to support transitioning coworkers, using chosen names and pronouns, and checking in with care, can foster safety and inclusion. These small gestures build trust and show solidarity.” He also emphasised the importance of including everyone in DEI efforts: “A misconception I hear is that ‘middle-aged, straight, white men’ are excluded from diversity. This couldn’t be further from the truth. “Think of diversity as an iceberg: visible characteristics – like a physical disability or skin colour – are just the tip. Beneath the surface are the hidden aspects of who we are: social class, growing up in a rural area, being introverted, or having different life experiences. “The goal is to respect those differences and harness them to create inclusive cultures that value lived experiences.” Model behaviour Leaders play a pivotal role in setting the tone for inclusion. By prioritising the correct use of names, they signal to everyone that this is an essential aspect of the company’s values. Leaders should model this behaviour by making a concerted effort to learn and use names correctly, thereby encouraging others to follow suit. Aggie Yemurai Mutuma is CEO of Mahogany Inclusion Partners Love See the Spotlight About the author Aggie Yemurai Mutuma is a multi-award-winning leadership coach, speaker, and workplace culture strategist with expertise in workplace culture and strategy. She blends her engaging and authentic approach with her deep experience in leading organisations to empower individual, team, and organisational transformations.
You are exactly where you are supposed to be
You are exactly where you are supposed to be Watch on Youtube About the author Aggie Yemurai Mutuma is a multi-award-winning leadership coach, speaker, and workplace culture strategist with expertise in workplace culture and strategy. She blends her engaging and authentic approach with her deep experience in leading organisations to empower individual, team, and organisational transformations.
You’ve GOT THIS!
You’ve GOT THIS! Watch on Youtube About the author Aggie Yemurai Mutuma is a multi-award-winning leadership coach, speaker, and workplace culture strategist with expertise in workplace culture and strategy. She blends her engaging and authentic approach with her deep experience in leading organisations to empower individual, team, and organisational transformations.
‘Structural racism in action’: one in six ethnic minority workers in insecure jobs, TUC analysis shows
‘Structural racism in action’: one in six ethnic minority workers in insecure jobs, TUC analysis shows In the People Management article, Aggie Mutuma addresses the issue of structural racism in the workplace, highlighting how systemic barriers continue to hinder BME workers, often confining them to insecure and low-paid jobs. She emphasizes the need for mandatory ethnicity pay gap reporting and inclusive hiring practices to dismantle these barriers. Click the link to explore Aggie’s insights on fostering equality and stability for BME workers. Love See the Spotlight About the author Aggie Yemurai Mutuma is a multi-award-winning leadership coach, speaker, and workplace culture strategist with expertise in workplace culture and strategy. She blends her engaging and authentic approach with her deep experience in leading organisations to empower individual, team, and organisational transformations.
A Pandemic of Hope
A Pandemic of Hope In the Amnesty International blog post “A Pandemic of Hope,” Aggie Mutuma offers thoughtful insights on maintaining hope and taking action amidst societal challenges. She shares practical steps for individuals and leaders to support themselves and their communities during times of unrest. Click the link to explore Aggie’s guidance on fostering resilience and unity in the face of adversity. Love See the Spotlight About the author Aggie Yemurai Mutuma is a multi-award-winning leadership coach, speaker, and workplace culture strategist with expertise in workplace culture and strategy. She blends her engaging and authentic approach with her deep experience in leading organisations to empower individual, team, and organisational transformations.
CPPD Module 24: EDI – Journal Of Trading Standards
CPPD Module 24: EDI – Journal Of Trading Standards In the Journal of Trading Standards article on EDI (Equality, Diversity, and Inclusion), Aggie Mutuma emphasizes the strategic importance of aligning diversity and inclusion with an organization’s vision and values. She outlines key steps to foster a diverse and inclusive workplace, including creating a culture of inclusion, updating policies, and providing training. Click the link to explore Aggie’s comprehensive approach to building inclusive organizational cultures. Love See the Spotlight About the author Aggie Yemurai Mutuma is a multi-award-winning leadership coach, speaker, and workplace culture strategist with expertise in workplace culture and strategy. She blends her engaging and authentic approach with her deep experience in leading organisations to empower individual, team, and organisational transformations.
Will we ever weed out workplace discrimination? Experts respond to report highlighting ‘pervasive problem’
Will we ever weed out workplace discrimination? Experts respond to report highlighting ‘pervasive problem’ In the People Management article, Aggie Mutuma highlights the pervasive issue of workplace discrimination, emphasizing the significant journey still ahead to create truly inclusive environments. She stresses the need for systematic and effective measures to prioritize inclusion and equity within organizations. Click the link to explore Aggie’s insights on addressing workplace discrimination and fostering a culture of inclusion. Love See the Spotlight About the author Aggie Yemurai Mutuma is a multi-award-winning leadership coach, speaker, and workplace culture strategist with expertise in workplace culture and strategy. She blends her engaging and authentic approach with her deep experience in leading organisations to empower individual, team, and organisational transformations.
HR Magazine – How to get names right
HR Magazine – How to get names right Foster a safe and respectful working environment It’s important for organisations to create an environment where it is safe to ask for the correct pronunciation of a name, and where it is equally safe to correct someone when they get it wrong. It’s perfectly okay not to know how to pronounce a name initially, but the key is to take accountability by asking and then checking to ensure you’ve got it right. This practice should be encouraged and normalised within the workplace. Shift the perspective on pronunciation challenges It’s important to reframe the narrative around pronunciation. The challenge is not the person’s name; the challenge lies in our pronunciation. Instead of saying: “Your name is hard to pronounce,” acknowledge that your pronunciation is wrong. This subtle shift places the responsibility on the individual to improve their pronunciation rather than implying that the name itself is problematic. Embrace mistakes as opportunities to learn People are going to get names wrong at times, and that’s okay. What matters is fostering a culture where individuals are comfortable. Apologising and asking for guidance (“I’m sorry, please tell me how to pronounce it,”) should be seen as part of a respectful dialogue, not a source of embarrassment. Utilise tools and resources Provide resources such as phonetic spellings and audio recordings of names whenever possible. These tools can be invaluable in helping colleagues learn and remember the correct pronunciations. Additionally, explaining the significance of names to all employees can deepen understanding and appreciation, enriching the organisational culture. Model behaviour Leaders play a pivotal role in setting the tone for inclusion. By prioritising the correct use of names, they signal to everyone that this is an essential aspect of the company’s values. Leaders should model this behaviour by making a concerted effort to learn and use names correctly, thereby encouraging others to follow suit. Aggie Yemurai Mutuma is CEO of Mahogany Inclusion Partners Love See the Spotlight About the author Aggie Yemurai Mutuma is a multi-award-winning leadership coach, speaker, and workplace culture strategist with expertise in workplace culture and strategy. She blends her engaging and authentic approach with her deep experience in leading organisations to empower individual, team, and organisational transformations.