Switching on the local talent resource in international schools.
Written by Laura Mitchelson
Laura is a freelancer helping schools in Retention and Engagement. Previous roles include Director of Enrollment and Communications at Dwight School Hanoi, Impact and Innovation Unit Advisor at Qibao Dwight High School, Secondary Language Teacher at Millfield School.
According to the OECD’s Teaching and Learning International Survey (TALIS) 2018, the average annual professional development hours for teachers internationally is around 62 hours per year. Some would argue it should be more, some might debate the value of some of that PD but it’s there.
In other industries like healthcare, retail, finance, banking, IT and telecoms, the average number of hours of professional development received each year is also about 60 hours but there is one difference – in those industries, it doesn’t matter which part of the organisation you are from, you have access to the same amount of professional development – it might depend on how long you have been with the business or what level you are at, whereas in the international school sector, teachers almost always have access to many more hours of PD than their colleagues in the business management side of the school do.
When will Finance, IT, HR and Operations teams be given the same access to professional development and learning support as their teacher peers?
There is a lot to consider here – it is the road less travelled, so proceeding with caution makes sense. To start requires us looking at THREE things:
- What are the existing professional qualifications that school management team staff have? Are Finance Directors ACCA certified? Does the HR Manager have an SHRM certification? Does the IT Director have the CITM? Do school leaders and governors know these accreditations and their issuing bodies well enough to assess candidates at interview stage in these professions and does the school look for these at the recruitment stage?
- When, how and what should make up the professional development that these management team staff receive once they are at a school? Is there a career growth pathway, planned support for professional growth, where does the budget come from?
- Where can teaching and non-teaching staff come together in professional development? Soft skills development with a focus on areas like team leadership, project management, budgeting, running effective meetings, and reporting are all areas of growth that are common to educators and business managers.
By developing ALL staff, schools respect both the notion of professional growth in general, and allow these school management professionals to be seen on a level with the wonderfully qualified and heavily professionally developed teaching staff. It is appropriate and right that we shine a spotlight here.
Schools have a wide variety of options available to them when they embark on the professional development of their school business management teams. Here are some approaches that can be considered depending on the stage and needs of the individuals and teams in place:
- Internal or External Mentoring
- Coaching
- Shadow Days
- Language Lessons
- Observations
- Internal/External Training
- Online study
- Master’s Degree support
- On-the-job training
- Industry body membership
- Conference attendance
- Career Mapping
- High quality appraisals
- 360 appraisals
- Job rotation
- Internship programs
- Group coaching
- E-learning
- In-house workshops
- Day release to further education
- Supported Local/virtual networking
- Employee wellness programs
With a pay disparity between international teachers and those, often local staff, who work in ‘support’ roles like IT, Admin, HR, Finance and Operations, divisions and rifts can form, and by actively supporting the professional growth of those who work in these functions, schools can reap significant benefits in the areas of school reputation, retention, cross-departmental collaboration, and organisational resilience.
There is room for much more discussion of this topic in the coming years.
Diversifying School Lettings to Build a Connected Community
Written by School Space
School Space is a social enterprise and school lettings provider that is on a mission to build thriving schools at the centre of thriving communities. They help schools generate vital additional funds through lettings while strengthening their role as diverse and inclusive community hubs.
When people think of school lettings, they often picture a sports hall hosting a local badminton club or football teams using the pitches. However, schools can serve as much more than just sports venues—they have the potential to become vibrant community hubs that foster inclusion and accessibility for all.
Opening school spaces for community use is a powerful way to support local initiatives, celebrate diversity, and allow members of your surrounding community to build meaningful social connections.
With their accessible and versatile facilities, schools are uniquely positioned to accommodate a broad range of activities that reflect the needs of their local area.
The main question is—what’s missing from your current lettings programme?
Here are some ideas to get you started:
Challenging Gender Stereotypes and Access to Sport
Initiatives like Pro2Pro Academy, which creates opportunities for young girls to get into football, are a great example of how schools can use their facilities to break down barriers in traditionally male-dominated sports. But inclusivity in sports goes beyond football. Consider hosting women’s self-defence classes, male netball teams, or LGBTQ+ friendly fitness sessions. Partnering with existing hirers or reaching out to local organisations promoting equal engagement in sports can help broaden participation.
Supporting Local Parents and Caregivers
Lettings can be a lifeline for new parents seeking support and connection. Schools can offer space for pre and postnatal classes, parent-and-toddler groups, and early learning sessions, providing valuable social interaction for both children and caregivers. Facilitating these gatherings can help reduce social isolation and build a strong support network.
Celebrating Cultural Identity and Traditions
Cultural and faith-based groups are essential to a thriving, diverse community. Schools can ensure their lettings reflect and embrace the richness of their local area by welcoming groups from different cultural backgrounds. This might mean hosting a Pentecostal Church for Sunday services, providing classrooms for an Arabic School, or offering an activity studio for Bollywood dance classes. Likewise, a Turkish Language School running weekend sessions or a Jewish community group hosting cultural events can help ensure that local traditions, languages, and heritage are celebrated within the school environment so that all community members feel seen, valued, and represented.
Engaging with Initiatives Supporting Disadvantaged Groups
Schools can support vulnerable young people by offering space for skills development, educational opportunities, and social programs. This could include partnering with charities for mentorship, job readiness workshops, or creative activities that encourage self-expression. Ensuring all young people have access to resources that enhance their confidence, independence, and future prospects is a meaningful way for schools to make a lasting impact.
Generating Opportunities for All Age Groups
Finally, community lettings should extend beyond students and cater to people of all ages. Schools can become hubs for lifelong learning and hobbies by offering activities that cater to different life stages and interests. Schools should actively seek to diversify their lettings portfolio so that the whole community can benefit from the facilities on offer.
To create a more inclusive and engaging facility hire service, consider these practical steps:
- Establish a fair and transparent booking process to ensure equal access.
- Ensure spaces are wheelchair-friendly with flexible layouts to meet varied needs.
- Offer affordable pricing and charity discounts to encourage broader participation.
- Work with hirers to provide free or discounted sessions for low-income families.
- Make rental agreements clear and inclusive.
- Train staff in cultural competency to ensure all visitors feel welcome.
- Vet all hirers to align with inclusivity principles and British values.
- Promote available spaces through diverse channels, such as social media, local forums, print media, and displaying on-site banners.
Schools have the potential to do more than just provide spaces for activities—they can boost engagement, break down barriers, and create equal opportunities for all. By embracing a broader approach to lettings, they can strengthen community ties and drive meaningful social change.
At School Space, we’re proud to support schools in this journey—helping them generate essential funds to reinvest in education and advance their DEI initiatives. Discover School Space’s guide to marketing your facilities and take the first step toward attracting more diverse community partnerships.
Women of a certain age: The menopause at school
Written by Sarah Wordlaw
Sarah Wordlaw is a headteacher working in an inner-city South London primary school. She has successfully rewritten the curriculum in her school and is passionate about how teachers can use the curriculum to make the next generation better than us! She has led various subjects and areas of the school over her educational career and worked in many different capacities in a wide range of educational establishments. She identifies as a queer woman of mixed heritage and often felt unseen in taught subjects, both as a child and as an adult, which has fuelled her interest in diversity and inclusion.
Developing an anti-misogynist culture in your school starts from the top. There must be a commitment from leadership at all levels, and it must be threaded throughout all school practices and policies.
However, women remain under-represented within school leadership (Bergmann et al, 2022). In England, the school leadership characteristics and trends report (DfE, 2022) reveals that at primary level, 85% of primary teachers are female compared with 74% of headteachers.
Traditionally, notions of leadership are connected to perceptions of masculinity – having “strength” or “gravitas”. In reality, being a successful primary school leader requires someone who is both strong and vulnerable, someone who is driven and compassionate, someone who is commanding and empathic.
Female teachers are less likely to be promoted to headship or senior leadership than their male counterparts, and part-time teachers are 45% less likely than full-time to be promoted to both headship and even to middle leadership (DfE, 2022).
That being the case, I wonder if the reason we don’t talk about menopause as much as we should is because senior leadership teams can often be male-dominated.
Menopause in schools
Menopause is a significant time for women, usually occurring between the ages of 45 and 55. The menopause is defined as when a woman’s periods have stopped for at least 12 consecutive months.
The first step to take as a school leader is to understand what the menopause might involve for a colleague – and it is not just hot flushes!
A report from the Fawcett Society reminds us that that 84% of women describe the lack of sleep and 73% the brain fog that can come with the menopause as being difficult – this compared to 70% who said this about the hot flushes or night sweats; 69% say they experience difficulties with anxiety or depression due to menopause (Bazeley et al, 2022).
The report is cited in a recent Headteacher Update article written by employment law expert Kelly Rayner. In this piece – which is well worth a read, as indeed is the Fawcett Society report – we are also reminded that 8 in 10 women experiencing menopausal symptoms are in work and that 44% of women said their ability to work had been affected by the menopause, while 1 in 10 have left work due to menopause symptoms.
The National Education Union reminds us that the menopause is “an occupational health issue for women educators, as well as also being an equality issue” (NEU, 2025). Symptoms can include:
- Hot flushes or night sweats
- Heavy or light periods
- Headaches/brain fog
- Insomnia
- Urogenital issues
- Loss of confidence
- Low mood
- Poor or reduced concentration
- Anxiety and panic attacks
- Joint pain and muscular aches
However, despite the clear impact these symptoms might have on someone’s working life, sadly, the menopause is rarely mentioned in many workplaces, particularly when the leaders are male.
Women should be able to work in a supportive and understanding environment with reasonable adjustments made when going through menopause. The NEU offers a range of resources, including checklists for school leaders, posters to raise awareness, and a model school policy (see further information).
Practical issues
There are a number of practical questions that we can consider immediately. Drawing on the NEU’s advice, these include:
- Do you have a menopause policy and are all staff aware of it, especially line managers? Again, templates can be found via the NEU and The Key among others.
- Is the staff team “menopause-aware” – this will avoid female members of staff having to raise it as an individual issue?
- How do you ensure adequate ventilation in classrooms and staffrooms? Do staff have access to good temperature control for classrooms?
- Other simple provisions can include leaving doors open, ensuring that windows can be safely opened, access to fans, and fitting blinds to windows.
- What systems are in place for cover if a staff member needs to go to the bathroom or get a cold drink mid-lesson? Indeed, is there ready access to cold drinking water?
- Ensure you have sanitary products available in toilets – you could have a basket of a variety of different products in your women’s toilets
- What systems are in place to ensure swift permission for absence to attend menopause-related medical appointments.
The NEU advises leaders to support requests for flexibility, such as undertaking non-contact time at home or requests to reduce hours or change hours temporarily. Remember, offering cover in the short term is better than having to hire new staff members in the long term
Its advice for leaders states: “Give control to individual teachers and support staff over their immediate working environment – a clear message will empower staff and reduce requests to the leadership team.”
A positive culture
Your approach and your written menopause policy must create a culture in school which is positive. For example, supporting staff members experiencing difficulties helps to improve the wellbeing of staff, retains great and experienced teachers, reduces recruitment costs, and works towards gender equality. These are key messages.
Other advice for school leaders includes:
- Get to know your staff: Have regular catch-ups so you build trust and are in touch with how they are feeling and what they are experiencing.
- As the NEU advises above, give control to female staff over their immediate working environment – this is empowering
- Research and encourage access to support services locally. Many local authorities run menopause working groups for local government employees – make your whole staff team aware of this and offer cover if there were women who would like to attend the support meetings.
- Understand that every woman’s experience of the menopause is different. Build a supportive culture at work by having an open-door policy. Ensure a private conversation can take place if needs-be and make sure you follow-up and review any actions alongside agreed adjustments
Final thoughts
Having a menopause policy helps to develop gender equality in schools (and beyond) as it addresses the specific health needs of women going through menopause, which can impact work, potentially leading to unequal treatment and career progression disadvantages.
Further information & resources
Bazeley, Marren & Shepherd: Menopause and the Workplace, Fawcett Society, 2022: Click here
Bergmann, Alban Conto & Brossard: Increasing women’s representation in school leadership: A promising path towards improving learning, UNICEF Office of Research, 2022.
DfE: Transparency data: School leadership in England 2010 to 2020: Characteristics and trends, 2022: www.gov.uk/government/publications/school-leadership-in-england-2010-to-2020-characteristics-and-trends
NEU: Working through the menopause: Resources including template policy and school leader checklists: https://neu.org.uk/advice/equality/sex-and-gender-equality/working-through-menopause
Supreme Court Ruling - Key Information for Educators
Written by DiverseEd
Diverse Educators started as a grassroots network in 2018 to create a space for a coherent and cohesive conversation about DEI. We have evolved into a training provider and event organiser for all things DEI.
Introduction
On Wednesday 16th April the UK Supreme Court shared their ruling on the case For Women Scotland Ltd v The Scottish Minister, which interprets the legal definition of the word ‘sex’, as used in the context of The Equality Act 2010.
Since the court handed down, the ruling has been spoken about extensively in the regulated media, unregulated social media, and in Parliament.
We have read and listened to much of the coverage from diverse sources, and responses to the ruling have ranged widely. Some have exaggerating, misinterpreting or misrepresenting the details of the case, and others have expressed strong emotional reactions, which may act to exacerbate the fear that many trans people are currently experiencing.
Our intention in this piece is to present the details as accurately and clearly as we can. In order to do so, we have tried to avoid presenting our own opinions in much of the following piece. However, we think it is important to be transparent before we begin. We know trans people, we love them, we live our lives alongside them, and we are deeply concerned about the way this ruling is already impacting their lives. We believe that it is the duty of our government to enact laws which provide workable and inclusive protection from discrimination, and ensure dignity and respect for all people – including transgender people. With that clear, let’s begin.
Background
In 2018 the Scottish Government presented a new law, which aimed to get more women on public boards. The Scottish Government included trans women who had obtained a Gender Recognition Certificate (GRC) within this aim, which they felt was in-line with The Equality Act 2010, and the Gender Recognition Act 2004. However, the group For Women Scotland disagreed – they felt The Equality Act 2010’s protected characteristic of ‘sex’, and specifically its use of the word ‘woman’, was not intended when written to include trans women.
For Women Scotland therefore brought a judicial review to the UK Supreme Court, requesting they review the lawfulness of the Scottish Government’s position in relation to The Equality Act 2010. Therefore, it was the job of the UK Supreme Court to provide a statutory interpretation of the meaning of ‘man’, ‘woman’, and ‘sex’ as used in The Equality Act 2010, and specifically whether that definition includes trans women who have a GRC.
The Ruling
The UK Supreme Court unanimously agreed that, for the purposes of interpreting the word ‘sex’ under the Equality Act 2010, Parliament’s intention was to refer to ‘biological sex’ (a term which neither the law or the court defines clearly) rather than legal gender acquired through a GRC. This means that legal protections associated with the characteristic of ‘sex’ may not apply to trans women in most contexts. The decision was made because to include transgender people who have a GRC within The Equality Act 2010 definition would make the law unworkable.
There are some details of the ruling which we think are important.
Firstly, the ruling is specifically addressing the definitions as used in The Equality Act 2010. The judge, when handing down the ruling, explained that the origins of the language used in The Equality Act 2010 is the Sex Discrimination Act 1975, which the judge stated, ‘adopted a biological interpretation of the terms men and women’. Note the wording here – the Acts have adopted an interpretation. This ruling does not define what a woman is – it interprets what it means in the specific context of a 15-year-old Act, which pulls on an interpretation used in 1975.
Secondly, this ruling does not justify the discrimination of trans people. The court clarified several times during their hand down that trans people are still protected from discrimination under The Equality Act 2010, which includes ‘Gender Reassignment’ as a protected characteristic. The judge explained that this protection extends to cover trans people whether they have a GRC, or not. Furthermore, there is some legal precedent that non-binary people may also be protected under this characteristic – although this is legal precedent and not case law. The judge also clarified that transgender women can still be protected under the characteristic of ‘sex’ through associated or perceived protections of women. We think it is also important to note that the language used by the judge presenting the ruling was mostly respectful, and used correctly gendered language at all times when talking about trans people – stating clearly that this ruling should not be seen as a triumph for any one group over another.
Finally, we think it is contextually important to understand that the court system in the UK interprets the laws which are enacted by Parliament. This ruling is thus an interpretation of law, and our current government can clarify this interpretation, or change the law to make it workable and inclusive, should they wish to.
What does this mean for society, and for schools?
The legal implication of this ruling is that it is legally possible for provisions of services to be single-sex, and exclude trans men or women. Our understanding is that the Supreme Court ruling does not state provisions of services have to exclude trans people, but they may legally choose to be single-sex provisions if they can demonstrate this is a ‘proportionate means of achieving a legitimate aim’, and in such cases these single-sex provisions may legally exclude trans men or women.
In society, this may impact: workplaces; services open to the public such as hospitals, shops, restaurants, leisure facilities, refuges, and counselling services; sporting bodies; schools; and associations (groups or clubs of more than 25 people which have rules of membership). The Equality Human Rights Commission (EHRC) has released an interim update on practical implications of the ruling, in which they suggest that it is compulsory to provide sufficient single-sex toilets in workplaces, and changing and washing facilities where these are needed – this is not compulsory for services that are open to the public. The EHRC interim update suggests that such spaces should be separated based on the Supreme Court interpretation of the Equality Act 2010, meaning that “trans women (biological men) should not be permitted to use the women’s facilities and trans men (biological women) should not be permitted to use the men’s facilities” (please note this is a direct quote of the EHRC guidance, and not language we would choose to use). The guidance goes on to explain that “trans people should not be put in a position where there are no facilities for them to use”, and that “where possible, mixed-sex toilet, washing or changing facilities in addition to sufficient single-sex facilities should be provided”, or facilities in “lockable rooms (not cubicles) which are intended for the use of one person at a time” – these can be used by anybody. The details set out in the EHRC interim guidance were not mandated by the Supreme Court Ruling. However, as stated previously our understanding is that services may legally choose to be single-sex provisions if they can demonstrate this is a ‘proportionate means of achieving a legitimate aim’, and in such cases, these single-sex provisions may legally exclude trans people.
In schools, it has never been possible for young people to obtain a GRC, but this ruling may still impact: single-sex schools; school toilets and changing spaces; physical education and sport; and residential accommodation. In each of these areas, our understanding is that a school may now legally choose to hold single-sex spaces, if they can demonstrate that this choice is a proportionate means of achieving a legitimate aim, and in such cases these single-sex spaces may exclude trans young people (or trans staff). The EHRC interim guidance introduced above suggests that schools “must provide separate single-sex toilets for boys and girls over the age of 8” and “single-sex changing facilities for boys and girls over the age of 11”. Following the Supreme Court ruling, the guidance suggests that “pupils who identify as trans girls (biological boys) should not be permitted to use the girls’ toilet or changing facilities, and pupils who identify as trans boys (biological girls) should not be permitted to use the boys’ toilet or changing facilities”. They clarify that “suitable alternative provisions may be required”. Again, please note this is a direct quote of the EHRC guidance, and not language we would choose to use.
The details set out in the EHRC interim guidance were not mandated by the Supreme Court Ruling, but as state previously our understanding is that schools may legally choose to hold single-sex provisions if they can demonstrate this is a ‘proportionate means of achieving a legitimate aim’, and in such cases, these single-sex provisions may legally exclude trans people. For example, it would be legal for a school to have a single-sex sports group which does not allow trans young people to participate – or for schools to prevent trans young people from accessing the toilet aligned with their gender.
Although this is currently the only legal implication of this ruling, we are already seeing the misrepresentation of this ruling creating social implications beyond the legal bounds of the case. Transgender discrimination is increasing, and cis-gender people are already being discriminated against because of false assumptions about their gender. Although single-sex provisions excluding trans people are legal, and encouraged by the interim EHRC guidance, it is difficult to enforce or police without making assumptions which could be false. Furthermore, we are already hearing from teachers that this ruling has created further uncertainty, particularly around staff confidence in discussing trans identities and the protected characteristic of ‘Gender Reassignment’, which could impact the inclusive quality of Relationships, Sex, and Health Education (RSHE) and Personal, Social, Health Economics (PSHE).
There is a lot of misinformation, which is leading to worsening, and at times unlawful, discriminatory language and behaviour. Government Ministers have stated the ruling requires transgender people to use toilets related to their sex assigned at birth, which is also set out in the EHRC interim guidance – this is not stated in the ruling. The Prime Minister has claimed the ruling offers clarity by defining women as biological women – this is misleading as the court judgement only pertains to an interpretation of what was meant by Parliament in The Equality Act 2010, and as clarified above it is parliament who enact and change law. Our current government could clarify or change law to make it workable and inclusive, should they wish to – the courts do not dictate definitions to Parliament.
Actions you may wish to consider taking
We hope that reading this piece has helped you to feel more informed about the Supreme Court ruling. Below are some actions you may wish to undertake as a result of what you have read:
- Please challenge mis-characterisations of this ruling and clarify that transgender people are still legally protected from discrimination, and that any decision to exclude them from provisions of services, whilst legal for single-sex provisions, and encouraged in the EHRC interim guidance, were not mandated by the court ruling. It is important that the ruling is spoken about with as much accuracy as possible.
- Revisit policies – this ruling may require more accurate and thought-out language in policies which reference men and women, boys and girls, or The Equality Act 2010 protected characteristics of Sex and Gender Reassignment.
- If you are concerned about this ruling, then you may wish to take the time to write to your local MP and express your concerns. Remember, Parliament makes the laws, and the courts can only interpret them – our current government can change The Equality Act to include more clear and inclusive definitions which provide workable protections and dignity to all people – including transgender people.
- If you are concerned about the EHRC interim guidance, then they have stated that a consultation will launch in mid-May and last for two weeks. You may wish to use this consultation to share your view.
- Read and share our Diverse Educators Resources to support you and your school community. Here is our Transgender Rights’ Toolkit and here is our Growing Trans and Non-Binary Awareness Training.
This piece was written by members of the Diverse Educators’ team and is intended for informational purposes only; it does not constitute legal advice nor a formal legal interpretation. This blog was published on 26/4/25, and all information was to the best of our understanding at the time of publishing.
Further Resources
- A clear and accurate legal explanation from Kalina Hagen – Click Here
- Trans Actual Response – Click Here
- An interim update on practical implications from the EHRC – Click Here
True Inclusion Starts with Seeing Students for Who They Are
Written by Purvi Gandhi
Purvi Gandhi, MA MBA FCCT CPsychol is a psychologist, educator, and advocate for student wellbeing, leadership, and equity in education. With a career spanning clinical psychology, secondary and post-secondary education, and educational leadership, she bridges mental health and education through evidence-informed practice. She is the author of A Little Guide for Teachers: Student Mental Health, a practical resource for educators.
Imagine stepping into a new environment where your name is mispronounced or shortened to something more “convenient.” It’s a minor inconvenience, perhaps, but one that over time chips away at your sense of belonging. Now imagine this happening every day, in a place where you are supposed to grow, learn, and thrive.
For many students, particularly those from ethnic minority backgrounds, this is not hypothetical—it is their daily reality. And yet, within the walls of our classrooms, the power of a name is often underestimated. Names are not just labels; they carry history, identity, and cultural heritage. To overlook them is to overlook the student. To get them right is to affirm who they are.
Beyond Good Intentions: Why Inclusion Must Be Active
In a recent workshop with early career teachers, we explored what it really means to create inclusive classrooms—beyond policies, beyond slogans, and into the lived experiences of students. The session began with a simple but revealing exercise: storytelling.
One African tale set the tone. A great flood sweeps through the land, and every animal finds a way to escape—even the mighty crocodile. High up in the trees, the monkeys spot a fish struggling in the floodwaters. Moved by compassion, they “rescue” it, placing it safely on a branch. Of course, the fish begins to suffocate.
The lesson is clear: good intentions do not equate to good outcomes. In education, a one-size-fits-all approach can be just as ineffective as the monkeys’ well-meaning mistake. Every student has unique needs, shaped by culture, background, and identity. The question is, are we paying attention?
Consider this: A teacher, in an off-the-cuff remark during a classroom discussion on relationships, casually states that arranged marriages are “backward” or “unfair.” It’s not intended to harm, just a spontaneous reaction based on personal beliefs. But what if a student from a culture where arranged marriages are the norm is sitting there, quietly absorbing that statement?
Perhaps this student has spent years trying to navigate the space between two worlds—balancing the values of their family with the expectations of the society they are growing up in. Now, in a single moment, they are made to feel that their culture is lesser. They may go home carrying this conflict, questioning their parents, their upbringing, and where they truly belong. Suddenly, they feel like an outsider in both places—neither fully at home at school nor at home with their family.
This is the impact of uninformed assumptions. Educators do not just teach subjects; they shape perspectives. A thoughtless comment can widen the gap between a young person and their identity, making them feel alienated rather than empowered.
To be truly inclusive, we must move beyond our own perceptions and seek to understand the lived experiences of others. We must create spaces where students don’t feel forced to choose between their heritage and their education, but rather see their identities reflected and respected within the school environment.
Because, just like the fish in the flood, what a student truly needs may not be what we assume is best for them. Listening, learning, and adapting is the key to meaningful inclusion.
Rethinking What It Means to ‘See’ Our Students
An alternative version of the tale drove the point home. In this retelling, the animals hold a competition to see who can see the farthest. The eagle soars and surveys the horizon, the giraffe gazes across the savanna, and the monkey takes in the view from the treetops. When it’s the fish’s turn, it can only see the immediate waters around it. The other animals laugh—until the fish explains that while they focus on the distance, it detects subtle currents, hidden dangers, and movements they cannot perceive.
Here lies a second lesson: students should not be judged against a singular definition of success. The education system, often fixated on rigid measures of ability, risks missing the unique strengths that lie beneath the surface. A student who struggles with traditional assessments may have an extraordinary ability to lead, innovate, or empathize—if only we are willing to recognize it.
The Power of a Name
Of all the discussions that day, one stood out: the impact of names. Inspired by Bennie Kara’s work on diversity in education, we asked teachers to explore their own names—their meanings, origins, and the personal stories behind them. What followed was a conversation about identity, belonging, and the small but significant ways that schools can either affirm or erode a student’s sense of self.
One student shared how her intended name was “Yah Yah,” meaning “gift from God,” but her parents, wanting to make life easier in an English-speaking country, renamed her Ysabella. She was seated alongside another student, Anjali, whose name means “gift to God.” Here were two students, from different cultures, bound by the same idea: they were gifts.
Imagine the impact of recognising that connection—not as a coincidence, but as an intentional act of inclusion. When we take the time to pronounce a name correctly, to understand its meaning, or even to ask about it, we are sending a powerful message: You belong here.
Moving From Awareness to Action
It is easy to talk about inclusion in broad terms. It is harder—but far more necessary—to embed it into daily teaching practice. The workshop concluded with three core reflections for teachers:
- Cultural Competence: How much do I really know about my students’ backgrounds? Where are the gaps? What steps can I take to learn more?
- Equity Over Equality: Do I recognize the unique needs of my students? How can I tailor my support to meet them where they are?
- Celebrating Identity: What cultural capital do my students bring into the classroom? How can I acknowledge and honour it?
Education is not just about imparting knowledge; it is about shaping identities. A student who feels unseen will struggle to engage. A student who feels valued will thrive.
The work of inclusion is not grandiose. It does not require a total overhaul of curriculum or sweeping policy changes. It starts with the smallest of acts: a correctly pronounced name, a thoughtful seating plan, a recognition that success looks different for everyone.
And perhaps, that is the greatest takeaway of all—belonging is built in the details.
References:
Fernando-Smith,L and Aow, A, (2024), ‘Letting go of imposter syndrome: writing herstory.’ In Disruptive Women – A Guide for Equitable Action in Education, Corwin
Kara, B., 2020. A little guide for teachers: Diversity in schools, Corwin
Pierson, R., 2013. Every kid needs a champion. TED Talks Education.
Leaders Engagement in Mothers’ Matters
Written by Emma Sheppard
Emma founded The MTPT Project, the UK's charity for parent teachers, in 2016 when on maternity leave with her first child. She has 12 years experience as an English teacher, Lead Practitioner and ITT Lead, and now runs The MTPT Project full time.
At The MTPT Project, we take our commitment to inclusion seriously. As Founder, I love reviewing our data annually for our Diversity and Inclusion report, the way that this informs our strategies as a small charity and the impact this then goes on to have.
One of these strategies to come out of our 2023-24 report was to improve engagement tracking at events directed to leaders in our sector. We are curious to know whether our work is perceived – in broad terms – as workforce and retention or diversity and mothers.
It makes sense that our programmes aimed at staff who are parents attract an overwhelmingly female audience. Because of our national and sector parenting policies, mothers are still afforded more paid time on birthing maternity leave than fathers and non-birthing partners, and this is when gendered routines around parenting take root and influence the division of domestic and professional labour in the long term – particularly in heterosexual couples.
Our leadership work, however, is aimed at senior leaders and above. Statistically, these are positions where men are over-represented at both primary and secondary level. If our work is (correctly) seen as workforce and retention, then up to 60% of our audience at these events should be men.
At this mid-point in the year, then, how far do school leaders still consider the retention, progression and wellbeing of parent-teachers as a ‘mothers matter’?
We’ve tracked data over 15 events – most of which have been optional to attend – aimed at school and systems leaders, and this is what we’ve found:
- On average, just 17% of attendees at these events have been men
- On three occasions, there has not been a single male face in the room
- Three events have hit our starter target of 24% male representation (the proportion of men in the wider teacher workforce, not at leadership level) and these were events billed as retention, flexible working, or an obligatory meeting for local headteachers
We count a number of men within our professional network who show up regularly to champion the work that we do. They sign off funding, make introductions, speak up on behalf of our community, work on research and data projects, platform our work on social media and speak at our events.
But men are not showing up enough as audience members to learn about the daily, and systems-wide practice that can be implemented to support working mothers for the overall health of our workforce and – ultimately – the schools they are leading.
An acute example of this disconnect: 22% of the speakers at The MTPT Project’s Missing Mothers conference are fathers and leaders from our community, but – two weeks ahead of the event – not one of the 135 ticket holders are men.
When organisations are considered who is “best placed” to attend MTPT events, the data suggests that they are still sending leaders with first-hand experience of motherhood. Clearly, the view is that these mothers’ matters are best handled between mothers and by mothers.
Statistically, however, these mothers, sorting things out between themselves, are less likely to be in leadership positions than men. They are less likely to wield decision-making power and they are less able to role model effective allyship to other men.
If we really want to make a sustainable difference to the teacher retention crisis, our male leaders need to stop seeing mothers as a diversity group, and instead know that mothers are workforce.
To Belong Is Not Enough: Why We Must Move Towards Mattering
Written by Mohamed Abdallah
With almost two decades of experience, Mohamed started his journey in youth work and pupil referral units before spearheading groundbreaking inclusive practices and systems as a leader in an 'Outstanding' all-through mainstream school. Driven by a relentless commitment to positive change, Mohamed now dedicates his efforts to collaborating with school leaders across the nation as the Head of the Inclusive Leadership Course at The Difference.
“No one would care if I weren’t here.”
I can remember the words hitting me hard. As Designated Safeguarding Lead there were immediate red flags, but on a human level it broke my heart.
100% attendance, great progress, and never in trouble. On paper he belonged – but in reality he thought nobody cared.
Across the country, I hear the language of belonging increasingly referenced in discussions about student engagement, wellbeing, and success. And I welcome it. It’s a refreshing shift in our narrative about the student experience.
Still, something didn’t feel right. Then, it clicked.
It is not enough to simply belong; you should also matter.
My experience has shown me that a student can belong to a school community without ever feeling that their presence or contributions truly matter. A friend recently shared a US study with me that revealed a surprising finding: a sense of ‘belonging’ to a school community did not significantly affect academic performance. But instead there were other factors that determined success, such as participation and self regulated learning.
Think about it this way: You belong to a gym, but do the regulars know your name? You belong to a workplace, but do your ideas shape the way things are done? You belong to a school, but when you are absent, is there a noticeable void?
Mattering is more than belonging to a place or a community; it is about your significance.
One of the most prominent academic advocates for mattering is the US community psychologist Isaac Prilleltensky. He argues that developing a strong sense of mattering depends on two things: feeling you are valued, and feeling that you add value – whether that be within your workplace, your community, your family, or your friendship group. In the UK, my good friend Luke Billingham has been one of the most influential thinkers and writers on young people and mattering.
The Three Components of Mattering in Schools
After multiple voice notes back and forth, Luke and I sat down to discuss this matter (see what I did there!), and we asked:
If a student stopped coming to school tomorrow, would they feel like their absence was noticed?
Does every student have positive and affirming relationships with peers and at least one adult?
Are students actively shaping the school environment, or are they simply complying with expectations?
These questions helped us think more deeply about mattering. Of course, students should belong. But would we be satisfied as school leaders with 100% attendance, high attainment, and zero suspensions, yet students still told us, “No one would care if I weren’t here”?
They should feel they matter.
Reflecting on our experiences in different schools, Luke and I identified some key factors which we think enable students to develop mattering; Voice, Relationships, and Participation.
- Voice: Too often, schools claim to prioritise student voice while keeping real decision-making at the leadership level. But voice is not just about being heard. Schools must embed student experience and perspectives into decision-making, not just through surveys, but by creating opportunities for meaningful dialogue and change. Even when student perspectives challenge us, they offer uncomfortable truths we must engage with. When students see their input shape school culture, they matter.
- Relationships: A student might belong to a school, but do they have relationships that affirm their worth? Schools could cultivate opportunities for positive peer relationships to create strong social bonds, and to ensure every student has at least one trusted adult. Relationships built on trust and recognition, and environments where students feel valued and connected.
- Participation: Mattering isn’t just about feeling noticed, it’s about feeling needed. Students need opportunities to contribute meaningfully to their school communities. This goes beyond enrichment clubs; it means ensuring that students are actively shaping their environments. Whether through student-led campaigns, or engaging with the local community, authentic participation allows students to see their impact.
Why Mattering Matters for Inclusion
I worry that belonging is being used as a catch-all solution for inclusion, or dare I say it, a form of soft inclusion. For many students from marginalised backgrounds, belonging can feel conditional. They may be required to turn up, but do they feel like their presence and identity are essential? Do they see themselves reflected in the curriculum? Are their voices shaping school systems? Are their experiences acknowledged and valued?
Mattering addresses these questions by ensuring that students are not just included, but recognised as integral members of their schools. For students from underrepresented backgrounds, the feeling of mattering can be a protective factor against marginalisation and disengagement.
If we stop at belonging, we risk creating schools where students exist but don’t thrive, they comply but are disengaged, are included but unseen. The real challenge for schools isn’t just inclusion. It’s significance. Instead of asking, ‘Do our students belong?’ ask, ‘Do they know they matter?’
World Book Day 2025
Written by Robert Davies
Rob Davies is Associate Assistant Headteacher at Calderstones School in Liverpool. This role involves leading on anti-racism in education, sharing practical strategies, reflections, and initiatives to create a more inclusive, representative, and equitable school. He shares insights on decolonising the curriculum, diversifying reading materials, and fostering anti-racist practices in schools.
Another year, another World Book Day—same costumes, same characters. Harry and Hermione? Check. Little Red Riding Hood? Of course. The Gruffalo? Naturally. And let’s not forget Mrs. Trunchbull, stomping through the halls. Sound familiar? Thought so.
But here’s the thing—World Book Day can be so much more. It’s time to move beyond the usual suspects and reimagine it through a truly diverse lens. Let’s make it an event where every student sees themselves in the stories we celebrate.
Every year, World Book Day celebrates the magic of stories. But whose stories are we telling? Who do they inspire? When books and characters overwhelmingly reflect white, middle-class experiences, whose voices are missing? Are we selecting a diverse range of books that offer all children equitable opportunities to see themselves?
If not, isn’t it just Book Day?
At its core, World Book Day aims to “promote reading for pleasure, offering every child and young person the opportunity to have a book of their own.” But if we fail to approach it through an anti-racist lens, are we truly serving all students?
The Representation Gap in Children’s Books
In the UK, 33.5% of school-aged children come from ethnic minority backgrounds. Yet, between 2017 and 2019, only 7% of children’s books featured characters from these cultures—and just 5% had a Black, Asian, or Minority Ethnic main character.
Research shows that when children see themselves in books, it shapes their sense of identity and possibility.
Despite limited representation, excellent books exist that help students feel seen, foster belonging, and cultivate a love of reading. But do schools actively seek them out?
The issue goes beyond just introducing diverse books. What if teachers haven’t read them, or don’t understand their significance?
Whose culture has capital?
With a predominantly white teaching workforce (Runnymede Trust, 2020), how often is World Book Day shaped through an anti-racist lens? One of the biggest motivators for reading is emotion—how books make us feel (Dungworth et al., 2004). Naturally, educators promote books that resonated with them in childhood, shaped by their own experiences.
If most books being championed reflect the same narrow cultural perspectives, what message does that send? Who do these books inspire—and who gets left out?
Research further supports this. More children from ethnic minority backgrounds than white backgrounds say they don’t see themselves in what they read (40% vs. 30.5%), with Black students feeling this most acutely.
Making It a World Book Day
If World Book Day is to truly reflect all students, schools must take active steps to make it more inclusive. That’s exactly what we did at Calderstones School this year.
As one of Liverpool’s largest secondary comprehensive schools, diversity is our strength. But we recognised that World Book Day needed to reflect that diversity, ensuring all students felt represented and engaged.
So, we embraced the ‘world’ in World Book Day. We focused on books and authors from a variety of cultures and languages, fostering conversations about students’ mother tongues and cultural backgrounds.
We collaborated with Greenbank Primary School and Leeds Beckett University to involve primary school students and Global Ambassadors. Together, they read books from their home countries in their native languages—including Arabic, Basque, Farsi, French, Greek, Mandarin, Polish, Russian, Urdu, and more.
By showcasing this linguistic and cultural diversity, we highlighted the vital importance of representation in education. The readings were recorded, edited, and shared on the school’s social media. The response? Overwhelmingly positive. For many in our community, this was the first time their language and heritage were visibly celebrated in school.
How to Rethink World Book Day in Your School
If we are serious about delivering a truly inclusive World Book Day, here’s lets start with the following: 1. Move Beyond the Same Old Costumes
Rather than dressing up as characters from GCSE texts, consider why these books dominate the curriculum. Less than 1% of GCSE students study a book by a writer of colour—so why reproduce that marginalisation on World Book Day?
- Conduct a Student Voice
Ask students:
- What books would you love to explore?
- Do you see your culture and heritage reflected in the school library?
- What stories are missing from the shelves?
- Use these insights to shape book selections and discussions.
- Explore Translated Literature
Many beloved English books originated in other languages—Pinocchio was originally Italian. What other global stories could students discover? World Book Day can be an opportunity to highlight the rich traditions of storytelling from around the world.
Final Thought: A Call to Action
By embracing the ‘world’ in World Book Day, we made it more meaningful for our students. This is a step in the right direction—but it can’t stop here. Schools must challenge traditional reading lists, elevate diverse voices, and ensure that every child sees themselves in the stories they read.
We can’t diversify the teaching workforce overnight, but we can broaden our thinking. We must ensure that we view events like World Book Day through an anti-racist lens.
Because if World Book Day doesn’t include all stories, is it really World Book Day at all?
Ramadhan in Schools: building welcoming and inclusive spaces
Written by Maslaha
Maslaha works to change and challenge the conditions that create inequalities for Muslim and Black and brown communities in education, criminal justice, health and on the basis of gender, in a continued climate of Islamophobia, racism and negative media coverage.
For many Muslims, Ramadhan is a time of joy, community and to recharge spiritually. Yet whether it’s choosing to pray at lunchtime or wear a hijab during these days, visible expressions of faith are often met with hostility – expressions of ‘Muslimness’ are treated as a threat. In this way, Ramadhan exposes the Islamophobia that persists throughout the rest of the year.
As educators, we know that when young people feel safe bringing their whole selves to a space, it directly impacts their self-esteem, confidence and sense of belonging. This psychological safety affects not only wellbeing, it directly influences students’ engagement, attainment, and overall success in school.
Young people and families have shared how Islamophobia in schools and policies like The Prevent Duty have left them feeling isolated and led them to self-censor out of fear of judgement or even punishment.
We asked young people and their families what they would like their teachers to know, or do during Ramadhan. We put together what they said into this resource, and share five practical ways to create safe and inclusive spaces for students who choose to observe it: Ramadhan in schools
For more resources to support you build your anti-racist classroom, deliver a culturally-relevant curriculum and nurture safe spaces for all young people, see Education | Maslaha
Inclusive Recruitment: 20 Tips to Consider
Written by Hannah Wilson
Founder of Diverse Educators
‘Diversifying Recruitment’ and ‘Inclusive Recruitment’ are two terms that we often hear being mentioned frequently in education circles, but what is the difference in approach?
Diverse or diversifying suggests the focus is on finding diverse candidates. Inclusive or ‘inclusifying’ (phrase coined by Professor Paul Miller which we have adopted) suggests the focus is instead on including diverse candidates. A subtle and nuanced difference which makes the commitment more authentic and meaningful for all parties.
As fans of Simon Sinek’s ‘Golden Circle’ from his TED Talk: ‘Start With Why’, we would suggest that you start in your thinking and in your discussions as an educational employer, by using the model (Golden Circle = Why > How > What) to map out and align the purpose of recruiting differently.
Example 1:
- Why do we want to diversify our staff body?
- How diverse is our community and how does this compare to our various stakeholder groups?
- What impact/ legacy are we striving for by diversifying our staff?
Example 2:
- Why do we want to make our recruitment process more inclusive?
- How inclusive are our existing policies, processes and practices?
- What is the impact of a more inclusive approach to our recruitment and to our workplace?
The clarity of understanding what we are trying to change and why we are trying to change it, is an important starting point in transforming how we do things. Moreover, becoming more conscious, confident and competent in identifying and removing/ reducing existing barriers facing candidates in the recruitment process is an ongoing training priority.
A shared understanding, a shared language and a shared approach will lead to a greater consistency in experience for all.
Some key language to consider and explore:
- ‘Unconscious bias’ – have we discussed this in advance of starting a recruitment process and have key stakeholders had training?
- ‘Glass ceiling’ – are we aware of where this sits above the women in education in the system and in our own organisation?
- ‘Concrete ceiling’ – are we aware of where this sits about the people of colour in education in the system and in our own organisation?
Moreover, have we discussed, are we values-aligned and do we have a strategic approach when it comes to topics such as flexible working and the pay gap?
We get asked a lot to support schools, colleges and trusts in their approach to recruitment, but the request is often too late in the process to make a real difference and to make changes meaningful. There are some quick wins you can make in the short term to create a more inclusive recruitment process and experience, but really this needs to be a medium to long term project and we need to be planning for Summer 2025 and Autumn 2025 activities to get us better prepared for the Spring 2026 recruitment.
Here are 20 tips to reflect on and discuss with colleagues:
Tip 1: Review the JD & PS – particularly look at what is down as being ‘desirable’ v ‘essential’ as some people will not apply if they do not meet all of the criteria. We are creating false barriers e.g. you must have the NASENCO or NPQH award to apply for this job is incorrect – they can be working towards it or start it once appointed.
Tip 2: Review the Job Advert – screen the wording for bias and especially review any gendered language. Some language choices will suggest only a certain type of candidate should apply e.g. for headship a leader ‘with gravitas’ might lead to more male candidates applying.
Tip 3: Articulate your DEIB Commitment – consider where in the initial documentation would a candidate know that you are on a DEIB journey and truly committed to change as an organisation. Do you have a DEIB statement that can be lifted and included? A policy and/ or a DEIB action plan that can be hyperlinked?
Tip 4: Share your Commitment to Flexible Working – research shows us that by mentioning an openness to flexible working you get an increase in applicants. Since the Flexible Working Bill was passed the system has had to consider flexible working as a recruitment tool as well as a retention tool. Make it explicit from the beginning of the process what might be possible so candidates do not waste your time and you do not waste their time either!
Tip 5: Consider where to Advertise – if we keep doing the same we will keep getting the same. Some Jobs Boards are very expensive and draw a certain audience. Diversifying where you are advertising can also lead to you finding more diverse candidates. E.g. for governance you can post adverts in special interest Linkedin groups and networks such as Black Governors Network.
Tip 6: Consider who is Sharing the Advert and where / to who – recruitment needs to become a team sport and not just the work of HR. If your staff are outward facing and are on socials, ask them to share opportunities with their networks. Push it beyond the immediate network around the organisation to find people beyond that.
Tip 7: Review the Application Form – you might already be doing all of the above and wondering why it is not working, but have you looked at the fields the candidate has to complete at application level and the information they have to read as often forms are out of date and undermine the DEIB work that is happening e.g. asking a question like What is your gender? With binary answers like M/F. How would someone trans or non-binary complete this question? How might this put off trans allies from applying too?
Tip 8: Review your ‘Shop Window’ – your organisation’s website and your social media accounts also need reviewing and updating so everything is harmonised. If you are saying in the call to action you are interested in hearing from diverse candidates who reflect the diversity of the local community, but your website imagery does not reflect this it creates dissonance. If the person running the social media accounts has not been briefed and is only amplifying white, male thought leaders and people who share exclusionary content online, this will contradict the DEIB commitment you have articulated and this will lead to further self deselection.
Tip 9: Create a ‘Blank’ Selection Process – lots of organisations pride themselves on running ‘blind’ recruitment processes. Consider how ableist this language is and how it might undermine your commitment to DEIB. Is there another way of sharing what you are doing to try to remove bias in the process from blanking out names, race, age, salaries and institutions candidates have worked/ studied at?
Tip 10: Diversify who is Involved in the Long and Short Listing Process – bias creeps in as soon as applicants start arriving. Different people reviewing and handling the applications will have their own biases around spelling, punctuation and grammar, around font choice and formatting, around language choices before you even start digging into the details. Consider who is involved in creating and applying the selection criteria and how you score the application.
Tip 11: Articulate in the Invitation to Interview what Support is Available – instead of waiting for diversity to wave at you and say ‘hey, I am different and need this from you…’ consider leading with what you can offer as adjustments and support, and share this with all candidates. E.g. On the day you will have access to allocated parking, a lift, a quiet room, a prayer room… we serve Halal food in our school kitchen. People will feel more comfortable confirming what they need to thrive at the interview, but this will also show all candidates that you are fully committed to inclusion.
Tip 12: Send out Interview Questions out in Advance – many institutions are now sending questions out in advance to support neurodivergent applicants with processing time. But this approach also benefits other candidates including those who are less confident, introverted or who have had some time out of the system. Everyone will perform better! There are concerns that people will cheat and use ChatGTP to craft responses but we will be able to identify a contrived response and interrogate further.
Tip 13: Create an Accessible and Inclusive Interview Experience – ensure the interview format, tasks and briefing documents are accessible for all candidates, thus removing any barriers. Build in a task or a question to check for values alignment to your organisational commitment to DEIB. Values tasks can be scenario-based but can also be sent out in advance to reflect on and prepare as a pre-task to share at the interview.
Tip 14: Consider all of the Candidate Touchstones – curate the range of people that the candidates will interact with at each point of the process from ringing up to book a visit, coming for a pre-interview tour, to the day itself and communications from the HR lead before, during and after. Where are the opportunities for candidates to see themselves and other diverse identities in the process?
Tip 15: Be Authentic and Honest, Avoid Being Performative – we get regular feedback from candidates that they appreciate transparency from prospective employers. If an organisation can identify and articulate their gaps/ shortcomings this acknowledges that they are aware of their gaps and they want to do better in representing the diversity of their community in the diversity of the staff body. We are also aware that some organisations use stock images of diverse staff and center a couple of children from marginalised identities in all of their marketing materials.
Tip 16: Close the Training Gaps for HR, SLT, Governors and Administrative Staff – creating a more inclusive approach to recruitment to diversify the staff, takes a lot of time and energy. This starts with identifying the training needs of all of the stakeholders potentially involved in recruitment. The DEIB training needs to be scheduled, in advance and form part of an ongoing commitment to upskilling all managers and leaders in HR matters to bring the people strategy to life. We know that we need Safer Recruitment training in place, wrap the DEIB and unconscious bias training around it.
Tip 17: Plan for Induction – finding and securing candidates is the start of the journey of onboarding new staff into your team to ensure they are included. As new staff are oriented into your ways of working, ensure that DEIB is a golden thread. Have a standardised DEIB session for line managers to deliver to all new staff at the start of each term, or get your DEIB lead to deliver it or pre-record it so everyone gets a consistent message.
Tip 18: Outline Development Opportunities – see the vacancy as an opportunity to showcase how you develop and nurture your staff. Find an opportunity at interview or in the interview documentation to share the talent management strategy and what CPD is on offer. This will inspire and motivate staff, and affirm that you invest in your staff including offering coaching and mentoring to empower them to have impact in their roles.
Tip 19: Focus on Retention as much as Recruitment – efforts are often focused on recruitment, but we also need to pay attention to staff retention. We need to regularly scrutinise and share our attrition data, identifying patterns and trends. If we are losing our mothers, how family-friendly is our school? If we are losing our neurodivergent staff, how neuro-inclusive are we? Exit interviews are too late to find out what is going on and what is going wrong, create feedback loops to listen and learn from staff surveys/ staff voice around levels of inclusion and belonging to make regular tweaks to the approach.
Tip 20: Give and Get Feedback from all of the Candidates – we hear from so many candidates who are not offered feedback following an interview, or who receive feedback that is not specific, constructive nor helpful for their development. Build into the process how feedback will be harvested and cascaded, see this as part of the value-add to all candidates but also as an opportunity to show your commitment to staff development. Also ask for feedback, be open to what worked and did not work to consider changes in future interview activities.
Our biggest advice is plan ahead and design for inclusion. These tips can all feed into a longer term piece of strategic work around your talent management process and people strategy. A strategic approach to inclusive recruitment and diversifying the workforce means we are focused on being proactive, preemptive and preventive instead of being reactive.
We have worked with some trusts where the training starts in May, the summer term is spent mapping milestones out with key stakeholders. The HR and recruitment team spend the summer period whilst schools are closed to review and update documentation. Then in the Autumn updates can be shared through meetings and training sessions for all stakeholders involved in recruitment. This means that our processes, policies, practices and people will be ready for the big push on recruitment from the Winter/ early Spring.
Our call to action is to be brave and to commit to doing things differently. This might include:
- Becoming more outward-facing as an organisation
- Creating a campaign about what it is like to work/ why you should consider working at the organisation
- Articulating your Employer’s Promise in multiple ways on your socials
- Growing the network around the organisation
- Holding recruitment days and open events for the organisation
- Hosting events and training to create a buzz around the organisation
- Keeping a pipeline of talent warm and informed about opportunities
For more information check out the following support and resources:
- Our Inclusive Recruitment Toolkit
- Our Inclusive Recruitment Training
- Our session on Inclusive Recruitment at the ASCL national conference
- Our #DiverseEd Jobs Board in partnership with Teacheroo
If you are an organisation who has already committed to using our #DiverseEd Jobs Board throughout 2025, we will be in touch regarding a free webinar to support you all in your inclusive recruitment efforts.