Learning Programmes

Employee network groups play a pivotal role in supporting the success of workplace EDI strategies, contributing to organisational culture change. The effectiveness of the network group depends on its chairs and members who represent the needs of the wider organisation, in particular those belonging to underrepresented or minoritised groups. Employee network group chairs are responsible for driving the group’s aims, objectives and programme of activities as well as leading its members and the wider organisation towards a more inclusive working environment.

Our learning programme equips network group chairs with the tools to effectively lead and engage colleagues while discovering how to lead a network that makes an impact. The programme also provides a space for participants to reflect on their leadership styles, identifying strengths and areas of development. Participants will complete the programme having set SMART goals and devised action plans to improve network strategies and their leadership as well as healthy habits for centring mental wellbeing.

How confident are your leaders in leading on EDI? Many leaders lack the confidence to lead on EDI and shy away from the topic for fear of “getting it wrong”. There is also an increase in misinformation about what EDI work involves. An organisation can’t successfully address inequality and reap the benefits of an inclusive culture without senior leaders who understand and boldly take ownership of EDI.

Our learning programme will support your leadership team to explore EDI principles and how they can be interwoven into the organisation. The session consists of an introduction to fundamental EDI concepts tailored to your sector, sharing research and insights, the benefits of inclusive culture and a facilitated discussion exploring current challenges and opportunities within the organisation’s work. 

This introductory workshop for leadership teams is often the starting point for many of the organisations we work with.

“The session wasn't solely about explaining what EDI is and how it influences society but really focused on our charity and us as a team, investigating what our EDI practices look like as well as how they can develop and grow so that's a sustainable part of our ethics that evolves. It was fresh and really opened up a lot of discussion during and after the session.”

• An Introduction to EDI participant, July 2023

Simply “not being racist” isn’t enough to stop inequality. There are specific systemic challenges faced at work by those from minoritised ethnic and racialised backgrounds. It’s important that these challenges are recognised and understood in order to be addressed. Statistics show barriers to getting hired and promoted, daily microaggressions and barriers to simply being yourself at work. In addition, services can often under-serve or ignore the needs of marginalised communities that don’t “fit the default”.  The organisations that get it right, apply anti-racism; taking a proactive approach towards dismantling racial inequity.

Our learning programme equips participants to take action to understand and address racial inequity. We will give your people the confidence to review how they work through an anti-racism lens, considering who benefits and who doesn’t, who is a consideration and who isn’t. We will explore the levels at which racism manifests, solutions to the common challenges and outline inclusive language principles. It also includes our 5 actions for anti-racism toolkit which provides practical steps to embed best practices into their work.

“Nathan’s session gave me clear, actionable ways to challenge injustice and be a more active ally in the workplace. I left feeling more confident, more reflective of my own privilege, and with a deeper awareness of the emotional weight that colleagues, friends and peers can carry—often in ways that aren’t immediately visible. It was powerful, thoughtful, and incredibly impactful.”

• Carys, School Engagement Manager, Chefs in Schools, April 2025

In the UK, the figures for employees experiencing sexually inappropriate behaviour at work are alarming. It doesn’t have to be this way, there are proactive steps that organisations can take to prevent and challenge sexual harassment and harm. Since October 2024, organisations have an increased responsibility - under the Worker Protection Act - to demonstrate that they have taken all reasonable steps to prevent sexual harassment. Equipping your teams with the right skills is an important step to take.

Learning programme for Managers, Leaders, HR and Policy Makers:

Our learning programme equips managers and leaders with the skills and confidence to prevent, identify, and respond to sexual harassment. Participants will explore the legal and managerial responsibilities of those is positions of authority, develop empathy-led intervention strategies, and practise the conversations that make a difference. Our programme goes beyond compliance — it’s about shaping the tone from the top and modelling accountability.

Learning programme for all team members:

Our learning programme helps all employees better understand what sexual harassment looks like in real-life scenarios — including the subtle, everyday behaviours that may go unnoticed. Through honest conversation, reflection, and practical tools, participants will explore how to look after themselves and others, respond if something happens, and contribute to a culture of trust and accountability.

Studies show that most of us don’t like receiving feedback, it can make us feel like we’re being attacked - quite literally! Feedback can trigger our fight or flight responses. We also don’t like giving feedback, so we often shy away from it. The trouble is that without constructive feedback, we’re unlikely to learn from our mistakes and improve our performance. In a healthy feedback culture, managers and teams aren’t fearful of criticism but welcome opinions, recognising how it benefits them and continually assessing how they work while being mindful of how to share feedback.  

Our learning programme supports learners to become more feedback conscious, placing a high value on feedback and becoming a better giver and receiver. We introduce frameworks and tools that can be easily applied to get positive results from giving and receiving feedback. We dive into the behavioural science behind feedback and participants learn the steps they can take to contribute to creating a healthy feedback culture.

Diverse workforces can lead to several benefits, from diverse teams outperforming those that are more homogenous to increased innovation to organisations with diverse teams being more likely to succeed in new markets. However, these benefits are unlikely to be harnessed without culturally aware leaders and teams. As workforces and communities become increasingly diverse, as the world of work becomes more globalised, successful organisations are those that adapt to the needs of diverse teams, prioritising effective collaboration, communication and cohesion.

Our learning programme equips your teams to apply the principles of cultural awareness in day-to-day interactions and decision-making. Our bespoke self-reflection tool enables participants to assess their cultural awareness in practice. We provide conversation frameworks and tools that support participants to practice cultural safety and intelligence. Our programme empowers participants to work confidently in diverse teams and communities embedding cultural sensitivity into how they work.

Effective learning & development is crucial to the success of any organisation. Quality L&D is linked to better performance and greater employee retention. We all engage and learn much better when learning material is tailored to our diverse needs and has been designed with the recognition that we all learn differently.

Our learning programme upskills learning & development professionals to create learning content and facilitate spaces that are inclusive of all participants’ needs. Learners are given the tools to ensure no one is disengaged from learning opportunities or unable to develop in your organisation. We focus on common EDI-related barriers to learning, accessibility in learning design and delivery, neurodivergence and how to create adaptable learning. It also includes our inclusive learning toolkit which provides practical steps to embed best practices into the planning, design and delivery of learning programmes.

Exceptional leaders are conscious that they need to inspire innovation and motivate teams to perform at their best. Studies show a clear link between the highest performing, and most innovative organisations and psychological safety. Research also shows that the benefits of equity, diversity and inclusion are blocked in psychologically unsafe environments.

Our learning programme provides leaders with the space to reflect on their leadership style and explore how it influences team psychological safety. We’ll give them research-based techniques for ensuring your people feel empowered to voice opinions, ideas, seek support, collaborate more and test new approaches; enhancing their work. Your leaders will be able to recognise the barriers to psychological safety and discover how to embed organisation-wide impact.  

“Really good to see the data to back strategies and theories. You don’t always get that.”

“Really informative session. Nathan broke down emotive and complex subject matter into very digestible chunks. It's awakened a desire in me to do more and learn more. We can all make a difference if we put the work in.”

• Fostering Psychological Safety participants, January 2023

The research base highlighting the presence and impact of unconscious bias is comprehensive. It’s no longer a question of “does it exist?” and “do I have it?”. The studies shine a light on how we can prevent and address unconscious bias so that it doesn’t impact our interactions and decision-making, and doesn’t lead to unfair outcomes.

Our learning session is about the solutions to implicit bias, the practical actions that can be taken to move from unconscious bias to conscious inclusion. Participants will discover techniques for rewiring the associations in the brain, bringing awareness to bias and best practices for prevention. We will explore how to make decisions with clarity, based on evidence rather than assumptions; and make specific commitments to practicing conscious inclusion.

We’ve found that people often have the passion but lack the practical tools to create inclusive culture. Culture is felt in every interaction within an organisation and culture change for inclusion requires everyone to play their part. Raising awareness about equity, diversity and inclusion only gets us so far, the question people are asking is “what should I do differently?”. Our answer is found in our inclusive behaviours, straightforward actions that can be taken by those in senior leadership to those in entry level positions and applied in a board meeting, answering the helpline or serving a guest at the bar. Inclusive behaviours apply to all roles and at all levels.  

Our learning programme introduces our 12 Inclusive Behaviours, equipping your people to foster inclusion through taking action. We bring equity, diversity and inclusion to life and share best practice examples that reflect the participants work. We centre the themes of team cohesion, cultural awareness, accessibility and accountability. This learning programme empowers your people to apply inclusion to their work approach, whether that be with processes, colleagues or customers.

“Really engaging, interactive and thought-provoking. I particularly appreciated Nathan and Emma talking about their real-life experiences. They brought humour and personality to the workshop, without downplaying the importance of inclusive behaviours.”

• Jade, UX Writer, Capital One, September 2024

Being an exceptional leader in our diverse, globalised, ever changing world of work, requires a particular set of skills to navigate difference and enhance team cohesion. It’s widely known that an inclusive work environment is linked to increased team confidence, motivation and retention as well as greater performance, innovation and profitability. Yet, leaders often struggle to define the specific characteristics and behaviours of an inclusive leader. We’ve found that culture change for inclusion starts with leadership teams and managers.

On our learning programme, your leaders and managers will develop the skills to lead through the principles of inclusion, creating an environment where every team member can thrive. We will bring to life our 7 Characteristics of Inclusive Leadership and facilitate a space for participants to reflect on their leadership style using our bespoke evaluation tool: How Inclusive is Your Leadership? All participants will deep dive into how to put the learning into practice, focusing on real-life examples and setting specific actions to take beyond the learning programme. Our programme enables new and established leaders to lead their teams courageously, with inclusion at the forefront.

Are your organisation’s recruitment practices inclusive? Maintaining a fair, transparent and accessible recruitment process is a crucial foundation for inclusion. It enables the organisation to attract and retain a diverse range of talent. Research shows many benefits to a diverse workforce, including having a deeper understanding of customer needs and greater ability to succeed in new markets. The data also highlights that barriers and bias block people from minoritised backgrounds, those with disabilities and those who are neurodivergent from being given a fair chance. Organisations should aim to understand those barriers and the biases that repeatedly leave certain candidates at a disadvantage. 

Our learning programme supports centralised recruitment teams and hiring managers to rethink the recruitment process through the lens of inclusion. We provide best practice examples tailored to the organisation’s size, sector and capacity. We explore the workings of unconscious bias, specific to recruitment, providing solutions to prevent bias and stamp out discrimination through intentional procedure.

This learning programme sits within our Recruitment EDI Health Check.

For neurodivergent employees and those who wish to build awareness such as workplace accessibility/occupational health professionals, mental health first aiders and employee resource group members.

Neurodivergent professionals often juggle exceptional strengths with very real daily pressures — 78% report feeling overwhelmed at work*, and unsupported ADHD alone equates to 22 lost productivity days per person, per year. 

Our interactive session gives neurodivergent colleagues with Autism, ADHD and Dyslexia characteristics and/or diagnosis the knowledge, confidence and practical tools to navigate workplace demands, secure the adjustments they deserve, and design a wellbeing strategy that plays to their unique talents. Through honest reflection, peer learning and hands-on activities, participants will leave equipped to thrive, not just cope, in their roles.

*Birkbeck, University of London

For managers, leaders, HR, policy makers and workplace accessibility/occupational health professionals.

Line manager support is the single biggest predictor of retaining neurodivergent employees and wellbeing*, yet neurodivergent workers remain 60% more likely to be dismissed, while disability discrimination cases attract average tribunal awards of £45,000. 

Our practical session equips managers and leaders with the insight, language and toolkit needed to support neurodivergent colleagues. Unlocking the innovation and productivity of all team members, while avoiding costly mis-steps. We facilitate evidence-based discussion, skill drills and case studies. Leaders will learn how to turn good intentions into practical, measurable and legally robust solutions.

*Birkbeck, University of London

We live in an ever changing landscape where the rights and protections of LGBTQIA+ people aren’t guaranteed. Not here in the UK or across Europe, certainly not in the US or other parts of the world. Pride began as a protest and global movement, with queer+ communities fighting for the freedom to be. These freedoms have been and continue to be under threat, including employment and workplace protections. Many organisations are unsure of how to demonstrate inclusion and safety for their queer+ employees and customers.

Rooted in how Pride first began, our learning programme centres the lived experiences of LGBTQIA+ people. We give participants the confidence to apply queer+ inclusive practices while upholding the principles of the UK Equality Act. We provide solutions to common challenges faced by LGBTQIA+ people in the workplace and accessing services. We outline practical adjustments that recognise the diverse ways we live out our genders and sexualities. Participants will discover how your organisation can - go beyond waving a rainbow flag to - use its influence to make a greater impact for queer+ people. 

The “class pay gap” gets little focus and socioeconomic background (SEB) is often left out of workplace EDI strategies. Many studies highlight that even with the right qualifications and experience, a person’s socioeconomic background can hold back their career progression, or rather the biases of others will. EDI work that overlooks SEB tends to repeat the same harmful pattern of classism and socioeconomic discrimination, favouring those from certain backgrounds. These are far reaching issues and impact large numbers of people trying to access work, fair pay and progression. Embedding socioeconmic inclusion and anti-classism is essential to creating truly inclusive practice.

Our learning programme gives your people the knowledge and practical steps to interweave socioeconomic inclusion into their work and daily interactions. We unpack socioeconomic background and status, helpful terminology and frameworks. Participants will review their work through the lens of anti-classism and identify solutions that recognise a variety of lived experiences. Our programme upskills your teams to create a culture where everyone can flourish regardless of their background.

Too often, great EDI strategies are blocked or watered-down by gatekeepers who are hesitant, simply don’t “get it” or worse, see EDI as problematic. We can’t achieve our EDI outcomes alone, so getting buy-in - especially leadership buy-in - is essential. However, our desired goal for leaders is to go beyond buy-in, to take responsibility, ownership and accountability. Leaders should be the driving force of culture change. With anti-EDI beliefs taking hold, and transformative programmes being shut down, how do we ensure our important work continues?

Our learning programme equips learners with the skills to understand and strategically influence leaders, colleagues and others towards better outcomes for EDI. We provide our bespoke Stakeholder Analysis tool - designed with a specific focus on EDI - for your people to strategically map out who and how they can influence to push culture-change. Participants will understand how to increase buy-in, engagement and ultimately influence others to take action, make better decisions and remove barriers; leading to tangible results.