Top Interview Tips for Neurodivergent Educators
Written by Lance Craving
Freelance Content Producer and Researcher
Interviewing for a job can be stressful for any educator, but neurodivergent candidates tend to face additional challenges that can make the process particularly tough. For example, people on the autism spectrum might face sensory issues if the interview environment is overwhelming. Those with dyslexia may struggle if asked to complete reading and writing-based tasks during an interview.
Providing that you prepare for an interview carefully, there’s no reason why you can’t put your best self forward and have a successful experience as a neurodivergent candidate. Here are three tips to help you prepare for your next interview.
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1. Consider disclosing your neurodivergent status in advance
It isn’t essential to disclose your neurodivergent status to a potential employer, but it can be incredibly helpful to do so if you require accommodations for the interview. It might also help you to feel more relaxed and confident in the interview if you don’t feel compelled to hide the fact that you’re neurodivergent. Many people worry that disclosing before an interview could lead to discrimination, but the Equality Act protects you against this. Employers are obliged to consider making reasonable adjustments for interviews when candidates request them, and they cannot discriminate against jobseekers with disabilities.
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2. Use the STAR technique to give concise, meaningful answers
If you worry that you may talk too much or too little during an interview, or that you’ll lose track of the questions and fall off topic, the STAR technique could be useful. It helps you to structure answers to behavioural or competency-based questions to give concise examples of your experience and the results you’ve achieved. STAR stands for situation, task, action, results. You describe the context of your example, the task or challenge you had to resolve, the action you took to achieve the goal, and the outcome of your action. The STAR technique is a great way to answer questions like:
- Describe a time you resolved a conflict at work.
- Have you ever had to deal with a student safeguarding issue?
- What would you do if you noticed a colleague made an error?
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3. Prepare questions of your own
Interviews go both ways. Employers want to find out if a candidate is the right fit for the job, and candidates want to find out if the job and workplace suits them. Most interviewers give candidates an opportunity to ask questions about the role and the working environment. This is a great opportunity for you to learn more about the job and determine whether the workplace seems supportive of neurodivergent employees. If you have a few questions prepared, this can help you to come across as confident and show that you’re already imagining how you would fit into the role.
Confidence is key to interview success
Unemployment amongst neurodivergent people is as high as 30 to 40%. If we’re to reduce these rates, it’s vital that neurodivergent people approach interviews and jobs with confidence. Doing so will help you to assert your additional accommodations to ensure your interview is as accessible and comfortable as possible. It will also help you to highlight the great strengths your neurodiversity brings that make you such a valuable educator and the right candidate for the job.
The Intersection of Diversity and Climate Justice
Written by Ndah Mbawa
Ndah runs Happier Every Chapter, a literacy service committed to helping schools and families improve diversity awareness and reading attainment through library diversity audits and the provision of diverse, inclusive and representative bestsellers for children. Her passion for decolonising mindsets within the school-to-workplace pipeline and supercharging the will/skill to read is shared by her teenage daughters, Kirsten & Aiyven.
The issue of climate change affects us all regardless of race, ethnicity, gender, or socioeconomic status. Be that as it may, it is becoming increasingly clear that certain communities are disproportionately more impacted by the effects of climate change, and that these communities often belong to groups who have historically faced discrimination and marginalization. The intersection of diversity and climate justice is one that cannot be ignored. It must be addressed if the hope to build a sustainable and just future for all is to be realised.
Take the uneven distribution of environmental burdens and benefits as a case in point of how diversity intersects with climate justice. Largely, communities of colour and low-income communities are more likely to live near polluting industries and toxic waste sites, and are therefore more likely to suffer from the health impacts of pollution and environmental degradation. If you don’t believe me, this Princeton University article may convince you. When I watched the critically acclaimed Erin Brokovitch in 2000, I didn’t realise the issue was as severe as Black People being 75% more likely to live in fence line communities than White People in the United States. These same communities are also more likely to experience the devastating effects of climate change, such as flooding, heat waves, and droughts. They are therefore facing a double burden: more likely to be exposed to environmental harms, and more vulnerable to the impacts of climate change. Coming back to our shores, according to the Environment Agency, households within 20% of the most socially deprived areas in the UK have a greater likelihood of flood risk than households in less deprived areas. The Grenfell tower fire incident of 2017 revealed a deep division between the rich and poor. Had the cladding which the developers used as a case for climate change to reduce the operational energy/emission costs not been flammable, we wouldn’t be having this conversation. The tragedy of this community which even though located in one of London’s wealthiest boroughs had become the most unequal place in Britain, exposed the underlining gaping social inequalities in our society as well as poorly informed climate change/justice initiatives and weak control over conditions pertaining to the already constantly degrading state of low-cost renting. This Guardian article put it well when it said, “fire is an inequality issue”.
Whether in North America, Europe, Australia or Africa, the recognition of traditional knowledge and indigenous perspectives is waning to dire levels. Indigenous communities who have thrived and lived in harmony with the natural environment for thousands of years have developed sophisticated strategies for adapting to changes in the climate. However, today, these communities are often excluded from decision-making processes around climate justice and have little to no voice in shaping policy. Makes you wonder how much education on climate change reaches communities like this in the first place. Surely the Inuit communities in the Greenland or Quebec who are experiencing melting sea ice making hunting and fishing more dangerous and unpredictable wouldn’t mind contributing to initiatives that may affect the future of their natural environment? Maybe we are missing a trick. Maybe by recognizing and valuing traditional knowledge and indigenous perspectives, we can build more sustainable and resilient systems that are better equipped to address the challenges of climate change in those particular places. For the climate justice movement to be inclusive, equitable and authentic, diversity of the key players is critical. Being a global problem, it requires collective action with engagement of a wide range of stakeholders from all impacted communities whether that be the younger generation, women, global majority people and others who have traditionally been excluded from decision-making processes.
Suffice to say, the intersection of diversity and climate justice is a critical issue that demands our urgent attention and action. The hope of a sustainable and just future for all might be a bit of a struggle to achieve without the due address that this status quo needs. There’s no denying the impact and relentless onslaught of climate change but as a collective we don’t seem ready. Hurricane Katrina in 2005 showed just how much when the low-income communities in New Orleans were disproportionately affected because they lacked the resources to evacuate or rebuild their homes.
While we carry on with efforts to educate our generation, we mustn’t forget the younger generation who will bear the brunt of our actions and decisions. It is also vital to educate them on climate change and how they can limit its advancement. One excellent way to do this is through books. Have a read of our blog post with some amazing book recommendations to teach children all about climate change in celebration of Earth Day.
If you are an educator looking to improve the literacy outcomes of your pupils especially the lowest attaining 20% or you simply want to diversify your school library collection, then speak to us. Happier Every Chapter works with schools, academies across the UK to improve reading attainment and diversity awareness through diversity audits and monthly boxes/bundles of diverse, inclusive and representative bestsellers with different curriculum aligned themes each month.
“Andrew Tate is a father figure to me” - lessons learned from talking to young people in schools
Written by Bold Voices
Bold Voices is an award-winning social enterprise preparing and empowering school communities to recognise and tackle gender inequality and gender-based violence through the delivery of educational talks, workshops, training and resources for young people, teachers and parents.
On January 3rd, the Bold Voices team arrived for our first staff training of the year. We love delivering staff training in schools, and we were excited to be back, if slightly unprepared for the early start and January rain. The session ran smoothly and the staff were engaged and passionate, all seemed as usual until we asked if there were any questions. Dozens of anxious hands shot up and they all had the same question – “what can we do about Andrew Tate?”
It wasn’t a surprise to any of the team, especially after the most recent news over the Christmas break, but the number of times his name has come up in schools in January has been unprecedented.
Back in July 2022 we began to hear students talk about Tate, and in order to get ahead of what we could see was a growing issue, Bold Voices released our Parent and Staff Toolkits to equip adults with the skills and confidence to have conversations about the ‘King of Toxic Masculinity’ with the young people in their lives. As the education sector catches up with the fact that this popular figure is not going anywhere anytime soon, we have seen a whole range of approaches to dealing with his popularity amongst teenage boys.
One strategy which we’ve seen is the blanket ban – sanctions for anyone who says his name in school. Another approach is whole school assemblies to speak about the harms of his content and messages. The young people we’ve spoken to don’t feel this works; they either say they feel silenced, or that the school is making too much of it. It is completely understandable that this is how many schools are responding. We certainly don’t have all the answers at Bold Voices, and we are always keen to hear back from other educators and parents who have found effective ways to address this issue (please let us know!) but for now we are encouraging schools to focus on one method that we know can have an impact: starting a conversation.
However, the reality is, these conversations are not easy. Here is a snippet of how they normally go:
“Miss, can I ask you a question? What’s your opinion of Andrew Tate?”
“Well, I’m much more interested in your opinion – what do you think of him?”
“He’s a top G miss. He teaches men how to be men. He makes money. He gets females. He’s a fighter. He is a traditionalist. He has four Bugattis. Those trafficking charges are lies. Those things he says? Taken out of context. Miss, it’s the Matrix. He’s a father figure to me.”
These conversations don’t always feel possible, or respectful, because these young people have internalised the message that anyone arguing against Tate is an idiot, hasn’t woken up to the truth, or they’re simply wrong. This makes it much harder to do our jobs – but we have seen success. In a school which had banned any mention of his name amongst pupils, when we opened up a conversation in a classroom, the feedback we received afterwards was: “I thought Andrew Tate was good but I realised what he does and all the hate against women.”
So what can we do to make more of those conversations successful? How can we move from fear of even starting a conversation, and those that go nowhere, to helping young people to choose for themselves if they want to continue to support Tate and his harmful messages?
Our response is three things (and they’re not easy):
STEP 1: TALK ABOUT HIM – BUT DON’T CONDEMN HIM
This can feel extremely difficult when the messages Tate puts forward are so explicitly dangerous and incite violence, but the more we condemn his words, the more we play into a right or wrong binary that pushes defensive teenagers even further away. Narratives around the Matrix incorporate the idea that there is a “great lie” going on, and figures like Tate (and Trump and other populists who brand themselves as anti-establishment) use this condemnation to push the idea: “that’s what they want you to think”. Break out of this binary by opening a dialogue and empowering young people to see all sides and opinions and to have the autonomy to make their own decisions about who they follow and believe. The aim should not be to have our children believe everything we believe because it’s scary when they don’t; we want to raise a generation of critical thinkers who can form their own opinions.
STEP 2 – MAKE ANDREW TATE UNCOOL AGAIN
This ties into avoiding condemnation – when we stand up and tell young people he is dangerous we give him notoriety and power. Andrew Tate has branded himself as the antidote to cancel culture, so his popularity is not tied to his morality. Not only that, his messaging around gender roles mean that he can discredit those who speak out against him with misogynistic myths – case in point, I asked a student if he would stop liking him if Tate was convicted for the trafficking charges and he said “well, the women are probably just lying for money and attention.”
Attempts to laugh at Andrew Tate have been more successful in damaging his reputation than pointing out how dangerous he is. The closest to this that I’ve seen is this twitch streamer’s video and Greta Thunberg’s infamous tweet. What I don’t like about these tactics is that they use old tropes of emasculation to put a pin in his puffed up performance of masculinity. Relying on his tools to tear him down won’t create meaningful change in the long run (we’ll just see a newer version of him spring up to his place).
STEP 3 – ASK THE RIGHT QUESTIONS
This brings us to the most important point – we need to change what questions we’re asking about Andrew Tate – instead of asking “what can we do about him?” we need to ask “what is it about him?” And “what is it about this current climate that allows his version of masculinity to thrive?”
His brand of masculinity is what draws people towards him: words like traditional, realist, role model for how to be a man. To most adults he looks like a cartoon of all the most ridiculous tropes of toxic masculinity; the cars, the money, the ideas about mental health. The alleged trafficking of women, the misogyny. So when we’ve looked at why he’s so popular the next question needs to be, what is the context and climate that means he is appealing?
When having these conversations I like to zoom right in, then all the way out. Instead of arguing his actual points with evidence or debating his intentions, I ask questions about what he represents, then look at the bigger picture, and ask why is that appealing right now?
The context in which boys are gravitating towards Andrew Tate is one in which they feel victimised and powerless. As an educator in the gender-based violence sector this can feel frustrating. But ignoring it and saying, “suck it up”, men have had power since the beginning of time, is not helping anyone.
Conversations around violence against women have completely transformed since I was at school less than 10 years ago. In a way that we can see paralleled with the movement for racial justice, conversations around gender-based violence have been radically shifted by events of the past decade: The #MeToo movement, Everyone’s Invited, Ofsted investigations, Sarah Everard’s death and many more. It’s confusing for young people.
Girls, trans and non-binary pupils have more awareness and knowledge than ever (thank you TikTok) about the ways in which they are victimised within a culture of gender-based violence. And they still suffer many different forms of this. But boys feel under siege too. They feel more under threat of being falsely accused than ever. Andrew Tate offers them a different narrative from the one in which they feel they’ve been cast as the baddies. There are no alternative models of masculinity on offer. We go into schools and tell young people that what Andrew Tate puts forward is an unrealistic stereotype of masculinity that ultimately harms everyone. Sometimes they see that, but when we exist in a system that punishes those who don’t fit a stereotype, we construct a reality where it is preferable to be an Andrew Tate rather than a man who can express his emotions and show weakness and vulnerability.
The quote at the beginning says it all. “Andrew Tate is a father figure”. This is how teenage boys feel when there aren’t any other role models for masculinity that seem valuable in today’s world.
The options are; see the problem with masculinity and try your best to not embody it, or go sit with Andrew, the realist, who can show you how to stop apologising for being a man in a world where stereotypes are just ‘the way things are supposed to be’.
As educators on this subject we can tell you that having these conversations on the ground is hard work. It’s a painful slog that feels unrelenting and sometimes futile. Watching boys copy his physical stance, treat me with suspicion, shout down my logic and questions and cling to their idolisation of him makes me realise something; they are clinging tightly because he makes them feel safe and understood. And taking that away is difficult and can feel cruel when we aren’t offering good enough alternatives. If it was anybody but Tate, I would never question a vulnerable year 9 boy’s father figure and role model. I’m so glad he has that. I wish it wasn’t one who would teach him that depression isn’t real, that he should value women as possessions, and that his worth is measured in what he can win, and how dominating he can be. I want to give him a hug.
LET’S COME BACK NOW TO OUR THREE SOLUTIONS.
1- Talk about him, don’t condemn him. At Bold Voices we will keep going into schools and having these conversations. And if you have young people in your life please use our toolkits to start having these conversations too. This part is the intervention and it’s more necessary than ever. The aim is not to condemn and create a right or wrong, it’s to open a dialogue where there is more than one narrative to choose from.
2- Make Tate uncool – but not him specifically and not through emasculation. Instead through promoting other role models of masculinity who seem more appealing than Tate. We look to people like Marcus Rashford, Stormzy, and Steph Curry (get in touch if you have others you promote!)
3- Look at the conditions that make Tate popular. Ask questions and don’t stop asking.
WANT TO LEARN MORE?
- Toolkit: How to Talk to Young People About Andrew Tate – Bold Voices
- Article: (7 minute read) How to respond to boys inspired by Andrew Tate Mark Roberts – TES
- Article: (5 minute read) Andrew Tate: How schools are tackling his influence Alice Evans – BBC
- Article: (6 minute read) What is going on with this Andrew Tate hand gesture? Sophia Smith Galer – Vice
HOW CAN WE HELP?
Bold Voices is an award-winning social enterprise preparing and empowering school communities to recognise and tackle gender inequality and gender-based violence.
Resources: Activities for the classroom, toolkits, blog posts and lesson plans for discussing gender inequality and gender based violence. Sign up to be the first to hear about new resources we create through our newsletter.
In Person Talks and Workshops: Discover our staff training, pupil talks and workshops, led by experienced facilitators and delivering on key topics relating to gender inequality and gender based violence.
Belonging on Purpose
Written by Andrew Morrish
Andrew is a former headteacher and founder trust CEO. He has also been an NLE, inspector, LA adviser, chair of governors, and trustee, so he has seen it from all angles. Andrew is now Director of Makana Leadership Ltd, a consultancy he founded in 2020, and author of The Art of Standing Out (John Catt). Andrew also co-founded Headrest during the pandemic, a free wellbeing support service for headteachers.
One of the greatest challenges during my two decades as a headteacher was trying to build a culture of belonging.
For many schools, this becomes the holy grail. It’s easy to understand why. Research tells us that if staff feel isolated and vulnerable at work – that they feel as if they don’t belong – they are more likely to lack engagement, motivation, and commitment. As a result, productivity declines, and we see this often in the lowest performing schools. On the flip side, where there is a strong culture of relational trust for example, the likelihood of this impacting positively on student outcomes is significantly higher.
Leading change must always lead to impact (in this case a culture of belonging). Just because you think you are going about your business of leading, it doesn’t necessarily mean you are changing anything. Leadership without impact is not leadership at all. It’s just you being busy.
So in order for change to lead to meaningful impact, it needs to be done on purpose. It also needs to be done from purpose. The two are very different. Let’s see how.
When we lead from purpose, we do so authentically from a position of strength. The main source of that strength comes from within; our core values and beliefs – the stuff that drives and motivates us. These are the things that we choose to do, not because we have to, but because we want to. These beliefs also determine whether staff are more likely to feel as if they identify with you and the team, department, phase (or school even) that you lead.
In order to lead successfully you need to know that everything starts and ends with you. Who you are, what you believe in, and why you do the things you do. This is at the heart of what it means to lead from purpose.
When we lead on purpose, we do so deliberately, with accuracy, and care. We’ll take both of these in turn in a moment. First though, we need to appreciate that leadership – authentic and purposeful leadership in particular – is too important to lead to chance. It doesn’t just happen. We need to plan for it and to think deeply about when, where, and how it happens.
It’s a bit like going shopping. You have to know what it is you need to buy (make a list), and then when you’ve bought it you then need to know how best to combine them in order to turn the items into something meaningful (i.e. meals). This is the whole point of doing the weekly shop – to keep yourself and others sufficiently nourished. Leading is no different.
The process of shopping (as with leading) is merely a means to an end. It needs to lead to something. And if we just left it to chance, who knows what we’ll up with. We most likely won’t starve, but it will hardly be enriching and enticing.
When planning to lead well, leaders need to take care when thinking about their actions and behaviours. Careful leaders are ethical leaders, and – as would be expected – care passionately about the things they believe in. More importantly, they care passionately about the beliefs of others in a diverse workplace.
If we do this all of the time, consistently, constantly, and convincingly (my three habits of authentic leaders) chances are these behaviours will become normalised. They become habits. Habits help us ensure that we do things automatically and precisely. They are done right each time, without thinking, such as driving to work, talking to a parent, or giving feedback to a pupil.
Precision is essential but only if it’s accurate, for it is this that ensures we are being precise about the right things. It’s accuracy over precision every time.
You can be as precise as you want about sticking meticulously to the speed limit or the ingredients in your recipe. But if you are heading in the wrong direction, or adding salt instead of sugar, then you won’t achieve much.
Accurate leaders do the right things on purpose, and from purpose.
Authentic leaders are accurate leaders because it is done with care. They know that people rarely succeed unless there is purpose behind their actions. It is this sense of purpose – and associated success – that is the bedrock to belonging.
Success is the residue of belonging. It’s what’s left behind long after everyone has gone home. It sticks and lingers and is what makes people keep coming back for more. Success is permanent.
And by success, I don’t mean Ofsted banners outside the school gates, or fancy logos on headed paper. I mean a true sense of deep accomplishment and belonging where self meets the world, the interface of which we call the workplace.
It is of course the place where young people to go to learn, but it’s also the place where we, as adults work. It’s where we spend most of our waking moments, so it makes sense to at least feel as if we belong there.
As poet and philosopher David Whyte says (quoting Blake’s words), “To have a firm persuasion in our work – to feel that what we do is right for ourselves and good for the world at the exact same time – is one of the great triumphs of human existence.”
It is also one of the greatest challenges of school leadership. Known strategies such as allyship, empowerment and mentorship all make for great starts. In my new book, The Authentic Leader, I tell the inspiring true story of Dikgang Moseneke, a man who knew all about the value of these. But as Dikgang reminds us, unless all of these things are done through ‘collective agency’, on and from purpose, we may end up falling short when it comes to providing one of the most fundamental human needs: belonging.
Two Years On: Where are we now?
Written by Hana Malik
Hana Malik is currently an Associate Senior Leader, Head of English with a passion for social justice, diversity and equity.
We decided, after the murder of George Floyd in the US, that we wanted our educational organisation to join the movement against racism and we turned our school towards the necessary work it took to be anti-racist. Now, two years on, I find myself asking where we are and what we’ve achieved, if we’ve made any positive changes to the lives of our staff and students and if our DEI work has moved us forward.
We have heard it before, and it is key to achieving success: DEI work is circular – it is evolving and the work is never ‘done’. It is vital therefore to reflect on progress and ensure the evolutions keep happening.
Ella Washington, an organisational psychologist and founder and CEO of Elevate Solutions (a DEI strategy firm), helps to clarify the ‘five stages of DEI maturity’ and how we might evaluate the work we are doing. The five stages are: aware, compliant, tactical, integrated and sustainable. She explains this in her upcoming book as well as for the Harvard Business Review: https://hbr.org/2022/11/the-five-stages-of-dei-maturity She has also spoken about the three Ps of DEI evaluation.
Purpose
The most important place to begin is with the why, especially because there is (not yet anyway) no standard of DEI in an educational setting against which you can measure your organisation. No teacher standards (although meeting the needs of learners is often cited as DEI adjacent) and certainly no Ofsted criteria under Quality of Education or Personal Development. I consider our school and think about where we were in 2020. Why did we join the movement? Did everyone know where we were going and why we were going there? Did everyone feel safe in joining the journey?
There were great successes in this area, especially in 2020 and 2021. Now however I must admit that our commitment to DEI has become something of an ‘extra’ improvement priority. Not because we don’t believe in DEI, but because, like all schools, the reality of exams, Ofsted, sky-high bills, mean that we are juggling countless balls and it has been hard to hold on firmly to the DEI one. Most important perhaps is the question of whether our why has changed and if as leaders we can be courageous enough to acknowledge that and realign the vision.
Pitfalls
This can be difficult, but honest reflections and consideration of barriers and pitfalls will contribute to successful and sustained DEI work. Were leaders vulnerable and open about why we’d started this journey thereafter building confidence and trust in the staff body? Did staff have a secure and shared language about DEI? Were changes manageable and sustained?
We’ve fallen into some predictable pitfalls. The one that is arguably most challenging is that we have stopped communicating our vision and goals for DEI. Is it still on our school improvement plan? Yes. Do we all know why it’s there and what change might entail? No. Secondly, the work of DEI cannot fall to one person. A DEI champion is great, but what happens when they leave? We know how important middle leaders are in delivering change, and it is in that room we can ensure that DEI is sustained.
Progress
The all-important ‘this is progress’ stage. The curriculum, the outcomes, the senior leadership team. We want to see progress across all elements of our organisation. So, what does progress look like? What does it look like in the short term and the long term? How can we find out where we are now and where we need to go next?
We do have a more diverse and representative SLT. We do have a more inclusive recruitment process from blind CVs to diverse panels. Our students do learn about a wide range of topics; from kabaddi in PE to reframing migration. There are boxes we can tick now, that is true. But we know our work is far from ‘done’. We will need to return to the question of what progress looks like for us and go from there. If schools are microcosms of the society we live in, we need to think carefully about what DEI in a socially just and equitable world looks like. We can then build the change we want to see.
Why Don’t We Talk About Intersectionality in Schools?
Written by Dr Jo Trevenna
Dr Jo Trevenna has over 20 years' experience of educational leadership from early years to post-graduate level. Her ongoing academic interests centre on Leadership and EEDI. Her company, Potential Education, offers leadership reviews, support and training and EEDI-focused school support.
There can’t be many of us still thinking that human identity is singular. Right? Aren’t we a combination of diverse characteristics that create and impact on our existence? Expectations and assumptions around combinations of characteristics are increasingly illuminated in societies, with light thrown on those who experience multiple discrimination and shade thrown on those who discriminate against those with different combinations of characteristics. The complexity around identity is foregrounded in explorations of intersectional discrimination. Yet intersectional disadvantage is not generally a focus for English schools.
Why?
Is it a lack of understanding and awareness or the lack of external accountability?
The Law
Critical awareness of the vulnerabilities faced by those with exact combinations of identity characteristics was first associated with the legal work of Kimberlé Crenshaw which looked into the discrimination experienced by African-American women in terms of ‘intersecting patterns of racism and sexism’ (Crenshaw 1991, p1243). Crenshaw asserted that anti-discrimination legislation in the United States did not actually protect African-American women because, when making legal claims against an employer, this particular group had to choose between a focus on either their race or gender, even though the discrimination they faced came at the ‘intersection’ of these two identity characteristics.
Section 14 of The Equality Act (2010) recognises the potential for discrimination pertaining to ‘combined discrimination: dual characteristics’ (Legislation.gov.uk 2010). The focus here is limited to direct discrimination against the combination of only two characteristics. More significantly, Section 14 has never, in fact, come into force. It just sits there in provisional status.
As it stands, therefore, the law does not adequately protect against intersectional discrimination and, in terms of English schools, there is no legal imperative to tackle intersectional discrimination.
Publicly Available Data
Published performance table data is hugely significant for schools. The first stage of the high profile ‘school and college performance measures’ website offers only a single-axis approach to pupil data. Some basic intersectional data is available on the ‘Explore Education Statistics’ section of the platform relating to ethnicity and disadvantage, disadvantage and gender, SEN and ethnicity. However, the data remains on cohort numbers and does not provide any information which may indicate the impact of those intersections on pupil academic performance, exclusions/suspensions and attendance. FOI requests can be made and the GOV.UK website also offers the facility for researchers through its new Grading and Admissions Data for England (GRADE) service. This service may be a significant step forward in terms of higher level transparency but it does not provide readily accessible data to the public on intersectional discrimination affecting pupils.
Data revealing the intersectional factors affecting pupils is available to school leaders and governors, local authorities and Ofsted via the ‘Analyse School Performance’ (ASP) secure access platform. Filtering mechanisms enable reports combining specific pupil characteristics, eg: boys with SEN, and scatterplot graphs make it relatively easy to identify patterns of underperformance because of key combinations of protected characteristics thereby highlighting potential impact of discrimination and flagging up need to address. Another school performance document is the Inspection Data Summary Report (IDSR), which is accessed on the secure ASP portal. The IDSR is a key document for Ofsted Inspectors when preparing to inspect a school and informs initial discussions with headteachers. Like the ASP tool, the IDSR does provide schools and Ofsted with a retrospective mini intersectional tool in its coding on scatterplots of the progress and attainment of pupils by binary gender classification and SEN status and deprivation status. However, there is no public access to this data.
To sum up: disadvantages experienced by pupils with specific combinations of identity characteristics in English schools are not readily flagged in publicly published school data. Perhaps Ofsted, which does have access to this anonymised intersectional data via the ASP and IDSR, has the potential to be the driving force in helping schools engage with intersectional discrimination.
Taking a sample of 68 Ofsted Section 5 inspection reports published in a six month period (not including those which inspected an already ‘Good’ school), there are only references to single-axis identity characteristics. In this sample, Ofsted, as the key inspection mechanism for schools, does not engage with the impact of intersectional discrimination on pupils. The lack of referencing in this sample of reports is not surprising given that Ofsted’s School Inspection Handbook only relates identity characteristics on a single-axis framework.
As it stands, then, there is no legal accountability, no easily accessible public data to enable transparent exploration of the impact on pupils and little Ofsted engagement with intersectional discrimination and disadvantage. Right now, without the external accountability structures, it is the choice of school leaders whether or not to adopt an intersectional approach to their schools. Given that most of us agree that identity has multiple components, it is surely time to explore how an intersectional approach can throw light on intersectional disadvantage and discrimination and therefore help schools to tackle it head on despite the lack of an external accountability framework.
The 3 Cs of DEIB Work: Consciousness, Confidence, Competence
Written by Hannah Wilson
Founder of Diverse Educators
Our Journey
When I am running training on DEIB (Diversity, Equity, Inclusion and Belonging) for different stakeholder groups, I suggest that they see this work as a journey. The DEIB journey is one we go on individually and collectively, personally and professionally. The journey is non-linear and quite messy – different people will go off on different routes to reach the same goal and people will get on and off at different stages. This journey is a marathon and not a sprint, so we need to pace ourselves and we need to sustain our commitment to the work.
Motivation to go on this journey is great, but it is the habits that we unlearn and relearn, that will enable the DEIB vision to become embedded into the provision. This is where we see impact and we can make change happen. Moreover, this journey has three parallel lanes. The 3Cs of Consciousness, Confidence and Competence are my way of breaking down the different things that we need to develop in ourselves and each other.
Our Consciousness
Def. the state of being aware of and responsive to one’s surroundings; a person’s awareness or perception of something.
We need to start here, fighting our bias for action as educators like to do and get busy finding solutions to problems. But we need to start with the being. We need to become aware of ourselves, of each other and of the environment in which we are existing.
Consciousness is about exploring our own identity, recognising our own bias and navigating our own power and privilege. We need to become conscious of what we have not experienced, of what we have not been exposed to, of who we do not know.
We talk about getting ‘comfortable with being uncomfortable’ because we need to do the ‘inner work’ before we can start the ‘outer work’. We need to start with understanding ourselves on a deeper level.
The call to action is to be able to look in the mirror and to understand who we are and what shapes our thinking/ behaviour.
Our Confidence
Def. the feeling or belief that one can have faith in or rely on someone or something; the telling of private matters or secrets with mutual trust.
With increased awareness, we recognise that we do not have all of the answers. So we need to get confident in acknowledging that we are not the expert and that we need to listen to and learn from others. As we grapple with new concepts and new language, we need to model that we are going to get it wrong, that we are going to need support and feedback, and that we will make mistakes, but we will learn from them.
Confidence is about getting curious and asking more questions. We need to listen to others, to their lived experience, in order to expand our own perspective. We need to have the confidence to discover some hard truths about our organisation.
As we become confident engaging with the subject matter, we then need to become more confident in what we say and what we do. We need to stand up and speak out on issues impacting our community, we need to call in and call out behaviour and language that is not inclusive.
The call to action is to be willing to be courageously open and vulnerable.
Our Competence
Def. the ability to do something successfully or efficiently; the quality or state of having sufficient knowledge, judgment, skill, or strength.
With consciousness and confidence, we can then start developing our competence. In order to do the work in realising our DEIB intentions and bringing our vision to life, we need to develop new skills.
‘We don’t know what we don’t know’ until we start the learning journey. By slowing things down we can be more intentional in identifying the gaps in knowledge and in planning the training to close these gaps over time.
Being competent means that we develop muscle memory, we practise until the new skills feel natural and automatic e.g. diversifying the curriculum/ library, reviewing policies/ processes and practices through a DEIB lens, holding courageous conversations, showing up as an ally.
The call to action is to invest time and resources into ongoing training for yourself and others.
Our Commitment
So as we head to the end of the year, we invite you to reflect on the journey you have been on with your DEIB work. Where have you become more conscious, more confident and more competent? And how have you cascaded this learning to others?
What it really feels like to lead Diversity, Equality and Inclusion
Written by Zahara Chowdhury
Zahara is founder and editor of the blog and podcast, School Should Be, a platform that explores a range of topics helping students, teachers and parents on how to ‘adult well’, together. She is a DEI lead across 2 secondary schools and advises schools on how to create positive and progressive cultures for staff and students. Zahara is a previous Head of English, Associate Senior Leader and Education and Wellbeing Consultant.
When I was given a DEI Lead role, I genuinely jumped with joy. It’s my dream job and dream career long term. I’ve delivered workshops, I’ve written, blogged and podcasted more and more about the work I do and I’ve been approached by several people looking to do similar for their organisations. Then I hit a very long ‘DEI-esque’ break: maternity leave. The time has forced me to reflect, feel and be still in many ways about my work. Now that I return as Head of Whole School DEI and Wellbeing, here is a short account of what it really feels like to lead DEI for an organisation and a few tips for DEI and School Leaders looking to create and support this role in their organisations.
It’s overwhelming and underestimated
DEI is everyone’s responsibility because it affects everyone – quite literally. Yet, it’s only recently become a ‘buzz word’ or perhaps only recently has it been given the accolade it deserves; it cannot be ignored. The rise (gift) of wokeism and a Gen Z workforce means it has to matter more.
Needless to say, for many people in the workplace (older millennials like myself, Gen X, baby boomers…) DEI is overwhelming because we are being forced to unlearn or reconfigure what we’ve normalised and learned not just professionally, but personally through our own lived experiences; our personal truths, if you will.
In most cases in the workplace, DEI learning has to happen in a very small window of time, sometimes your own time and at double speed. With post-Covid, work-life imbalance and Adam Grant’s perfect explanation of languishing that many of us are experiencing, it’s safe to say, (un/re)learning about DEI may not be high on anyone’s agenda.
That’s hard work. It’s overwhelming for a DEI Lead who has the responsibility to navigate this change for an entire organisation. At best, they’ll get it onto your radar, at worst, the organisation will be accused of tokenism.
As a DEI lead in education, I purposefully and actively use the words ‘organisation’ and ‘workplace’ because often, people mistake schools for being anything but. Working across a few sectors has taught me schools have very similar ‘issues’ to any other workplace – albeit they’re not really profit making, they don’t benefit from increasing budgets, they’re constantly at the forefront (or receiving end) of any social change or adversity, and they don’t (in many cases) have specialised, on site HR (Trusts, the independent sector, FE all have similar needs and issues). You might say, it makes the work in education more complex and dare I say it, requiring more skill.
Doing this work solo in the first instance, with it still being regarded as ‘new’ (although I’m getting tired of this excuse now) can be justified, but is a big job. But let me caveat this: DEI is a strategic and leadership responsibility which needs its own entire infrastructure. Equally, that does not mean an existing assistant head, deputy or ‘lead’ in schools capacity (desire, interest, or expertise) to do it.
DEI is specialised work, which needs time, strategising, an infrastructure, money, respect and skill – it should be at the heart of your people strategy and at the centre of your safeguarding strategy. It cannot be an add on – it just doesn’t work.
You will always be wired and triggered
Glennon Doyle quite perfectly explains to go where you are triggered in her wonderful book, Untamed. The exact quotation is plastered all over my workplace to remind me of my purpose and ‘why’. Working in DEI is so rewarding – there is nothing more purposeful than making people feel seen, heard, important and real. There is nothing more rewarding than seeing people flourish. Equally, it is so uncomfortable and hard. Really hard. There is nothing more painful than seeing people struggle mentally, physically and emotionally just because of who they are. This takes its toll.
You constantly worry about missing important dates; you want to include everyone and fear missing out on anyone from your DEI strategy; you are at the receiving end of nearly every ‘people’ problem and issue the organisation may encounter. You have an overwhelming sense of guilt and responsibility all at the same time.
The paradox is that the ‘work’ should and almost needs to happen overnight, yet it is not an overnight process.
Intersectionality becomes how you read, translate and respond to EVERYTHING. uncomfortable conversations are your comfortable conversations. A safe space is always vulnerable. And, beyond all of this, you are strategising, leading, managing, and implementing valuable policies and practices to make life so much better for everyone around you.
Whilst navigating Organisational DEI, how do you navigate yourself?
This is something I had to learn fast.
- Strategy and a timeline are key to keep you grounded, on track and suppress the overwhelm. You cannot do it overnight, no matter how urgent and pressing the work is. The top level work takes time and your Headteacher/Leader should give you time to listen, understand and identify key priorities, culture needs, opportunities and more to put a strategy in place. DEI cannot be checked off in a 1 hour CPD session, or even 3 hours of CPD. It cannot be addressed in a few lessons. It is a range of themes, a culture, a mindset and curriculum that needs to be integrated into your whole school and organisation strategy. Rest assured that the work is never done, it just gets better and better.
- You cannot do it alone. Sometimes, schools and teachers (myself included) adopt a martyrdom approach – one person manages and does it all. They become the DEI ‘expert’. They become the go to for ‘everything DEI’ whether that be strategy, staff training, student activities, DEI in the curriculum, operations and more. This can lead to a breakdown in communication, stress, loneliness, workplace conflict, more stress and most importantly, limited impact. DEI can and should be the responsibility of many. There are several strands, areas and several skills that are needed to successfully implement DEI. Once you, as Head of DEI, have created your strategy and proposed the resources needed, reach out to relevant stakeholders; reach out for expertise and give the work the importance and infrastructure it needs.
- Set your boundaries and know ‘your people.’ Leading DEI is a privilege. It is transformative for organisational culture at every level. There is so much to do and you will be pulled, pushed, challenged and propelled in every direction. In many ways this is exciting. In some ways, it can take over your life. Set your boundaries and always come back to the organisation’s vision and your strategy. This will help you set boundaries, manage expectations and make an impact.
Those who lead or specifically work in DEI are good people. They are intensely empathetic, compassionate, intuitive, just, human, brave and vulnerable (I’m biased, I know!). Identify your inner circle, the people you can trust, offload to, seek advice and guidance from. These people will fast become friends, your professional safe space.
Accept that you won’t get ‘DEI right’ first time and you’ll make mistakes, need correcting and need to keep learning constantly. This is a huge, transformative opportunity for you and your organisation – positively embrace it, no matter how scary it may seem.
In conclusion…
Would I change anything about being head of DEI? Absolutely not. I love my work. So much. It is meaningful, testing, and challenging, and I adore every impact it has. And, what do I love most? It’s about steady, meaningful change. It encourages people to confidently speak their truth(s), belong, be seen and be heard. It’s about kindness and respecting difference. It brings out the best in people – and as cheesy as it sounds, that’s the core of what we need for sustainable workplaces, better education and ultimately, good people.
For more support in leading DEI at your school or organisation feel free to get in touch and I highly recommend www.thegec.org and www.diverseeducators.co.uk for your DEI training and development needs too.
Leaders Like Us
Written by Emily Norman
Emily Norman is the Head of Curriculum and Inclusion for the Church of England’s Education Office. She was formerly a headteacher in central London, an RE consultant and SIAMS inspector.
Our plan to improve representation in school leadership – Church of England Foundation for Educational Leadership
“I really do think that it’s critical that teaching is an inclusive profession. Schools and their leadership teams should reflect their communities and their pupils and I’m absolutely determined to see improvements. I think we need inspiring teachers to represent and motivate pupils from all walks of life.”
Nadhim Zahawi, previous Secretary of State for Education (9.10.21)
This autumn, the Church of England’s Education Office is embarking upon an ambitious project to radically increase the representation of school leaders from UKME backgrounds over the next five years. It is called ‘Leaders Like Us’.
Currently, there are less than 400 headteachers in English schools from UKME backgrounds although there are close to 3 million students. That is a ratio of 1 headteacher to over 7,000 UKME students (data from Professor Paul Miller, Institute for Equity). The effect of this is that the children and young people in our education system are not seeing themselves reflected in the leadership of their schools. This affects their ability to view themselves as future teachers or school leaders, and decisions about the curriculum they study, pedagogical approaches applied in the classroom, how their behaviour and wellbeing are supported and/or managed are all made by teachers and leaders without their lived experience.
Research tells us that the impact of teacher and school leader representation on students is significant; their attainment and likelihood of progressing to tertiary education is exponentially higher. Their exclusion and suspension rates decrease. Their future aspirations are higher because ‘if you can see it, you can be it’. (A phrase used, for example to describe the impact Nichelle Nichols’ NASA campaign had on Dr Mae Jemison – the first black female astronaut in space).
And why is this so urgent and necessary?
Data released this summer about school exclusions shows that pupils from a Gypsy and Roma background (18 in every 10,000), followed by those from mixed white and black Caribbean backgrounds (12 in every 10,000) had the highest rates of exclusion in the country. This is much higher than the rates of their White British peers (5 in every 10,00). Permanent exclusions and suspensions in England, Academic Year 2020/21 – Explore education statistics – GOV.UK (explore-education-statistics.service.gov.uk)
Attainment in this country also shows similar patterns, with White British students attaining at national average in primary SATs tests (65%) and GCSE Progress 8 (50%) while black Caribbean and mixed white/ black Caribbean students achieving below average (56% and 59% respectively for SATs and 44% for Progress 8). https://www.ethnicity-facts-figures.service.gov.uk/
Knowing the significant impact that representation amongst teachers and school leaders can have, we have a moral imperative to secure significant increases that result in the 1/3 of pupils who come from UKME backgrounds seeing themselves reflected in the classroom.
Is this only about improving outcomes for pupils?
The Church of England’s vision for schools – a vision for human flourishing and ‘life in all its fullness’ – is absolutely for the pupils in our education sector. Each and every one of them. But it is also a vision for flourishing staff and adults. Our UKME teachers and leaders should have every possible opportunity to progress, achieve and thrive in our schools.
Data, however, shows that teachers from UKME backgrounds are much less likely to progress to senior positions within their schools than their white peers, becoming increasingly under-represented the further up the ladder you go. The recent NFER report highlighted these issues, showing that rather than improving over the last few years (given all the DEI initiatives taking place), there has in fact been a decline in representation: Racial equality in the teacher workforce – NFER
We must do all we can to nurture the ambition and confidence of our UKME teachers, whilst intentionally removing the barriers and obstacles in their way, so that they can develop into leadership roles that enable them to flourish. We must proactively create school cultures which enable progression, the ability to excel and shine and be seen, places of true belonging. That goes far beyond mission statements, slogans and DEI action plans; it is about living and breathing diversity and inclusion – rooted in the core belief that we belong together and until everyone is flourishing, no one truly does.
Furthermore, research shows us what we probably already know – that diverse teams drive up effectiveness, creativity and innovation within their organisations (see Why Diverse Teams Are Smarter (hbr.org)), which can only be good for the education sector. Our pupils need to be taught by diverse teams. Our schools need to be led by diverse teams. Our society needs to be transformed by diverse teams.
So what can we do about it?
We know we have to address this issue with vigour and urgency. Our ‘Leaders Like Us’ programme seeks to double the existing number of headteachers from UKME backgrounds over the next five years. It utilises the research around what we know works in the recruitment, progression and retention of UKME school leaders (from e.g. Miller 2020), as well as our extensive networks of schools (the Church of England represents 22% of the sector nationally and up to a third when combined with the Catholic sector, with whom we now deliver the NPQs) from which we aim to recruit both participants and mentors to host and support those participants.
This isn’t to say it is just a church school programme for church school people! Like with all our programmes and networks, ‘Leaders Like Us’ is open to anyone who would like to learn and develop within a values-led environment which is built upon Christian foundations and is utterly committed to serving the common good.
The programme has four strands: access to accredited training (such as an NPQ or the excellent Aspiring Heads programme), shadowing an experienced headteacher in another context, mentoring to support progression and networking together as a cohort of leaders. It has been devised by successful UKME headteachers, drawing upon their own experience to devise a programme which is grounded in research.
Professor Paul Miller wrote in 2019: ‘Doing race equality in schools is serious business that requires courage and the moral use of power that extends beyond sympathising to taking actions.’
‘Leaders Like Us’ is our call to action for schools, dioceses and trusts all round the country to sponsor an applicant, talent-spot a future leader, apply to become a host and mentor and to commit to long-term culture change. To have the courage to go beyond sympathy and actually take action!
‘Leaders Like Us’ launches in January 2023. Applications are open now, and the deadline is 11th November 2022. www.cefel.org.uk/leaderslikeus/
Accessing accurate funding for your EAL pupils through the October Census
Written by Catherine Brennan
Catherine is the Director of Better Bilingual, a social enterprise based in Bristol, an EAL Academy Associate and active member of NALDIC.
One of the questions which often comes up during our Better Bilingual discussions with schools about developing EAL provision is funding. No surprise there…but what IS surprising is the absence of information and understanding about English as an additional language (EAL) being one of the 14 funding factors explicitly identified in England’s Schools operational guide: 2022-23
In this blog, I aim to explain what this EAL funding is and how schools may more easily understand – and hopefully access it – for the benefit of our many multilingual pupils, in relation to the Protected Characteristic of ‘Race’.
What is this EAL funding and how can schools access it?
This education funding guidance from the Education & Skills Funding Agency identifies English as an additional language (EAL) as being ‘an optional factor’ for local authorities to consider when they ‘plan the local implementation of the funding system’ – i.e. when they allocate central government funding to local schools.
The guidance specifies that ‘Pupils identified in the October census with a first language other than English may attract funding for up to three years after they enter the statutory school system. Local authorities can choose to use indicators based on one, two, or three years, and there can be separate unit values for primary and secondary.’
The means that each individual EAL pupil in a primary school could attract between £500 and £750 per pupil, whilst secondary funding could be between £1,500 and £1,750 per pupil.
This could be for 1 year or up to 3 years – all depending on how your local authority has decided to use this ‘optional factor’. So a considerable amount of money…
You can read an analysis of ‘how each local authority has allocated their dedicated schools grant (DSG) schools block funding for 2022 to 2023’ here: Schools Block Funding Formulae 2022 to 2023 (Education & Skills Funding Agency, June 2022).
Why is the October Census so important for schools’ EAL funding?
There are two reasons for this – firstly because this EAL data is collected only once each year through the October Census and secondly because the ‘first language’ definition is often misunderstood, meaning that many EAL pupils are not recorded correctly in the October Census. This can result in schools (and therefore their EAL pupils) missing out on funding.
So what does ‘first language other than English’ mean? Is it the same as ‘EAL’?
Before I answer the first question, I’ll answer the second – yes, it is. And the more we discuss and explore the definition of ‘EAL’ in schools, the better, as it’s important we have a shared understanding of it in order to develop an asset-based approach to EAL pedagogy.
As stated in the DfE English proficiency ad-hoc notice (Feb 2020):
‘Information on a pupil’s first language is collected in the school census. A pupil is recorded as having English as an additional language if she/he is exposed to a language at home that is known or believed to be other than English. It is not a measure of English language proficiency or a good proxy for recent immigration.’
That last sentence is important – ‘EAL’ does not indicate fluency and it does include those pupils who may have arrived some time ago or who were born in the UK.
It’s also worth noting that if there is more than one language spoken in the home – which includes English – the DfE requests that the language other than English is recorded.
Why might this be a positive thing? Well, if only English is recorded, then the additional language (and the additional cultural richness and sense of identity associated with it) may not be acknowledged, valued and utilised in school for wellbeing and academic success.
How can I find out more about EAL funding?
Our Better Bilingual Guidance on EAL funding for schools 2022-23 gives further information about this topic and we recommend that you talk to your governing body and local authority to find out more about how this funding is allocated (and monitored) locally.
How can schools use this EAL funding to promote DEI in relation to multilingualism?
Every single pupil learning through EAL is different and every school has their own EAL context. At Better Bilingual, we recommend funding decisions are made after the SLT:
- looks closely at their pupil population, ensuring that first language data is accurate
- analyses which particular individuals or groups are doing well (or not so well)
- reflects on the strengths of (and needs re) current whole school EAL provision.
Whether the need is for initial pupil assessments, a New Arrivals Policy or CPD on EAL assessment, potential EAL funding accessed through the October Census could be vital in eliminating discrimination and promoting high attainment for ALL our EAL pupils.