Resource guide

The resource guide – what’s it all about?

This resource guide is provided to help implementation of the 8 commitments with 7 Internal and 5 External factors to assist those implementing the more detailed response.

The resource guide is presented in 3 sections. The first with suggestions on how to use the resource guide and then sections on the internal and external factors.

Using the resource guide

This resource guide is a starting point to accelerate change and has been designed as follows:

  • There are two distinct frames of thought that are considered: Internal and External factors.
  • Internal factors cover goals and opportunities for your current employed workforce to drive increased inclusion, fairness, opportunity and productivity.
  • External factors address thoughts and considerations for non-payroll workers, future potential workers, your organisation’s role in the community and more.

Within these two frameworks, there are a total of 12 action areas, each with a set of inclusive goals and measurable actions.

The opportunities highlight what could be considered as starting points and actions to create a clear pathway for organisations to focus on.

The power to make changes may reside with the CEO or the wider organisation. In all cases the collective actions across these 12 areas go a long way to creating a positive and inclusive experience for employees and highlight the value that employers can attain from activating and monitoring them.

Many organisations will consider themselves to be already on the right track, while others may not. In our experience, asking the following questions when selecting or confirming the actions can help prioritise sometimes limited resources:

  • What are the critical priorities for your employees?
  • What are the possible solutions and how can they be measured?
  • What are the core potential benefits to the employee, the employer and stakeholders?

A: Resource guide: internal factors

The 8 commitments require action and supporting infrastructure to make them a reality. There is no one fits all solution, and a range of activities are required to make them part of every employee’s everyday working life.

There are 7 internal clusters of actions, each associated with the internal workings of the organisation, and all traditionally in the remit of the HR function –although obviously, successful activation requires action and support from all members of the organisation.

The external clusters of action are dealt with in the next section of this document.

A1: Leading People
A2: Diversity, Equity & Inclusion
A3: Developing Talent At All Levels
A4: Developing Skills & Capability
A5: Pay and Benefits
A6: Health, Safety & Wellbeing
A7: Workplace Culture (Inc. Impact of Remote Working)

A1. Leading people

The role of leaders and managers in delivering an improved employer to employee contract.


1. Work to a common purpose with shared values

A shared purpose that leadership demonstrates, and employees are invested in, that represents the organisation’s strategy and role in society today and in the future.

2. Have clear and regular communications

Transparent, ongoing and open dialogue from leadership to employees, that explains decisions and demonstrates what they are required to do.

3. Empower your employees

Investing in employees, no matter their grade or status, and exploring their ideas through a flexible culture that values their insight and contribution.

4. Embrace new ways of working

The pandemic has changed what it means to be an employee in the UK, and leaders themselves need to adapt quickly to manage staff in new ways, including an increased focus on trust, rather than control in developing new ways of working.

Opportunities and measurable outcomes

Starting points

Set a clear standard for leadership within the organisation that leaders sign up to and is made clear for all employees –consider designing this with employees

Engage a diverse and inclusive group of employees to regularly review leadership behaviour and suggest areas for further ongoing development

Progressive considerations

Create and review a leadership capabilities framework

Create and run hybrid leadership programmes or modules to develop leaders and let them reflect on the changes to their own styles

Create and run employee surveys to incorporate 360 feedback on leaders or managers which show supportable evidence against the 8 commitments and:

  • Communications approach and frequency
  • How leaders or managers have embraced change and are role modelling new behaviours
  • Incorporate these outcomes into leadership performance management
  • Recognise and reward leaders or managers who are demonstrating the 8 commitments
  • Progress individuals who demonstrate the 8 commitments into leadership positions

A2. Diversity, equity and inclusion

Ensuring equity, respecting diversity and activating a more inclusive employee community.


1. Publicly commit to diversity and inclusion

Whether it be via financial reports, corporate websites or in the organisational construct, all UK employers should be making tangible commitments to embracing diversity and inclusion.

2. Devise a clear plan to deliver the DE&I ambition

Diversity, equity and inclusion needs to be more than just a publicly stated ambition, it requires tangible action with associated measurable targets that employees understand and can demonstrate.

Advancing gender equality in the workplace more broadly and creating the type of workplace environment that does not tolerate sexual harassment and discrimination.

3. Take progressive action on the pay gap

Pay gap progress needs to be seen as important –and this should be considered across a broader dimension than just male / female to embrace broader diversity pay gaps.

Opportunities and measurable outcomes

Starting points

Apply specific focus on recruitment, promotion and exit processes to make sure they aren’t demonstrating bias or restricting diversity, equity or inclusion.

Regularly refresh employment policies to enhance diversity, equity and inclusion, specifically in:

  • Remote and flexible work
  • Annual leave and how it can be used
  • Flexibility to move from full to part time and vice-versa
  • The structure of the working week

Complete and regularly refresh workforce demographic data to understand how representative your organisation is. This could include analytics on all protected characteristics plus socio-economic background to identify trends and areas of focus.

Progressive considerations

Broaden the performance management appraisal process to incorporate D&I representation, not just those who are directly managing individuals on a day-to-day basis. Also consider personal factors that may have impacted employee performance, particularly due to COVID-19 related restrictions and changes to working practices.

Align rewards and incentives to diversity and inclusion targets and review the annual salary process proactively against workforce demographic data.

Create opportunity, for all groups within the organisation, to have a platform to contribute within wider employee communication.

As part of regular employer surveys, gain feedback on how the diversity and inclusion agenda is perceived within the organisation.

Consider workforce re-entry programmes.

A3. Talent lifecycle

Providing all employees with both the infrastructure and the support to manage their careers effectively.


1. Apply fair and transparent criteria for vacancies and hiring processes

Consider the immediate and future requirements of the role and the company’s broader purpose and values.

2. Onboard all new employees to the organisation

Think beyond the induction process, give individuals help to settle in and the tools to be successful.

3. Constantly manage performance – not just annually

Set clear objectives and hold regular reviews for real time feedback and development.

4. Plan for long-term development

Focus on a multi-year trajectory, not just the immediate term; recognising career lifecycles and the impact of changes in the ways of working.

Opportunities and measurable outcomes

Starting points

Apply broad criteria for job adverts and role profiles to attract diverse candidates –consider the evolution of the role, not just today’s need.

Give annual training to interviewers that includes future skill requirements and diversity approach.

Apply consistent criteria for setting performance objectives. Provide regular objectives reviews, and update accordingly.

Progressive considerations

Invest in induction experience and give managers and other team members the time to onboard new joiners, particularly in a hybrid context.

Exclude demographic data from the application process.

Consider mentorship programmes beyond those considered high-potential talent.

Apply fair and objective performance reviews that incorporate impacts and improvements on personal productivity. Apply emphasis on team, rather than just individual performance as outputs increasingly depend on cross-functional collaboration.

Support individuals with pre and post promotion activities, and for those that are unsuccessful, offer development plans to generate the desired capabilities and behaviours.

Consider a focus on mid-career role changes, to provision new skills outside of current areas of employees focus.

Create succession plans through performance reviews with clear and transparent indications of what is needed to reach identified potential and consider the use of positive action measures to support development.

Support those identified for exit, helping to identify opportunities for the future.

A4. Developing skills and capability

Creating a learning culture; one that focuses on the needs of both today and the future.


1. Invest in future skills and capabilities

Identify the skills needed for the future, and support employees in developing them.

2. Foster a learning culture

Offer learning that is available to all, every day; think beyond formal delivery channels to encourage ongoing capability development.

3. Expand your digital learning capability

Think beyond the traditional learning management systems and employee how-to videos, capture best practice and share it in real time.

4. Go beyond what a role requires and consider what the individual needs to develop

Thinking beyond the fundamental skills and capabilities to do the roles that employees do, and considering a more inclusive skills and capability development approach that employees can self select from, based on their own needs.

Opportunities and measurable outcomes

Starting points

Identify employee learning needs and track their improvement through development reviews.

Clearly communicate the learning that is available, and give employees the time to do it and test their new skills in real world scenarios.

Enable managers to support employees with their development journey, and recommend ways to fulfil their potential through training.

Reinforce and educate that it is everyone’s duty to create a workplace environment that does not toleratesexual harassment and discrimination.

Progressive considerations

Review the type of roles that employees fulfil, how these have and will continue to change, and identify what capabilities they and the organisation will benefit from.

Put digital training at the forefront of professional development, while not losing sight of developing the more human capabilities –creativity, resilience, problem solving etc.

Empower your workforce to share feedback and exercise choice on skills development –listen to what they say works, and what doesn’t.

Show employees “how to learn” –as training shifts to more digital channels, overcome any resistance to try something new or different.

Be sensitive to the different needs of different departments or individuals within the workforce on digitisation.

Recognise the potential opportunities of offering new roles in different areas of the organisation to existing employees to advance their skills.

Foster a knowledge-sharing and collaborative workforce to cross-train employees, e.g., to internally develop training videos or discussion portals.

Providing access to broader skills development than that of the requirements of the role, considering opportunities for further career advancement.

A5. Pay and benefits

Provision of rewards and benefits that are fair and transparent from living wage to paternity policies.


1. Pay a living wage

Offer salaries that take into account the cost of living.

2. Make rewards and benefits allocation fair and transparent

Educate employees on how rewards are calculated and the value associated with the work completed.

3. Close the gender and diversity pay gap

Pay parity for comparable roles irrespective of gender, race, colour, socio-economic background* or sexuality.

*metrics recommended by Social Mobility Commission are a strong point of reference

4. Offer rewards that reflect the needs of employees, employers and society as a whole

Reward packages that are fair and transparent.

Opportunities and measurable outcomes

Starting points

Review of salaries in line with the cost of living, considering regional differences.

Implement gender and diversity pay gap reviews and action plans for improvement.

Take into consideration employees personal circumstances, health appointments, childcare and life events.

Progressive considerations

Offer transparency and clarity on how reward decisions are made for employees.

Give employees financial education and assistance programmes to educate and provide support on how they can improve their personal circumstances.

Include health and wellbeing packages in total rewards packages.

Add financial support for remote working setup.

Show flexibility in working hours, and associated contract types.

Show flexibility in annual leave allocation and fulfilment.

A6. Health, safety and wellbeing

Treating mental health with the same rigour as health and safety.


1. Create a safe working place for all employees

No matter their location or type of role, gender, race, colour, socio-economic background or sexuality.

2. Show tangible action on mental health and wellbeing

Clear commitments on what will be provided to employees and the benefits this creates.

3. Make scenario and contingency plans for future health events and the changing nature of the workplace

Clear protocols on what the employee can expect in the event of potential future pandemics or incidents of a similar nature.

Opportunities and measurable outcomes

Starting points

Create and regularly review health and safety and wellbeing policies for the workplace, updating employees as regulations and requirements change.

Produce assessments for the potential risks to workers and communicate the protective actions.

Monitor and improve health, safety and wellbeing procedures regularly.

Show empathy for employees facing mental health challenges, and the provision of support options to manage its impact with compassion.

Assess the workplace culture to identify barriers preventing the full participation of all genders in formal and informal workplace practices, and then taking actions to remove those barriers.

Progressive considerations

Provide a channel/platform to transparently discuss health & safety concerns.

Implement internal mental health campaigns and promote wellbeing at work.

Invest in employee assistance programmes, and provide healthcare insurance options within total rewards and benefits.

Make sure managers regularly check in with their teams, both collectively and individually to discuss the mental health and wellbeing agenda.

Create an atmosphere of openness on employee wellbeing to promote speaking up where there are concerns.

Provide a channel to which affected employees can turn in confidence for wellbeing issues

A7. Workplace culture (including the impact of hybrid working)

Managing the transition to hybrid working, while placing emphasis on those who don’t have the option to work from home.


1. Integrate your values into everyday actions

Adopt the 8 commitments in everyday interactions, considering what is best for employees at all times.

2. Embrace organisational change

Be flexible, adapt to changing circumstances and create the conditions in which employees can embrace change.

3. Create a psychologically safe place to work

Encourage employees to be open and express their feelings and concerns on matters that affect them wherever they are based.

4. Emphasise the right to disconnect from work

While digital tools bring flexibility and freedom to employees, they can also create an absence of limits and it is crucial that employers help maintain employees’ work life balance.

5. Think beyond those who can be hybrid

Find what actions can be taken to support those individuals who are in a fixed location to do their work.

Opportunities and measurable outcomes

Starting points

Connect and communicate your corporate values and reinforce them daily.

Use your values as benchmarks for employee performance, and frequently recognise those who incorporate them into their daily work.

Enable the employee voice. Whether it is getting their feedback for a new policy or giving space to voice concerns on a matter, providing a platform for them to voice their perspectives gives them more control and helps to guide company policy.

Incorporate your culture into your policies and practices and apply the same guidelines to all employees, no matter their status, grade or location of work.

Encourage leaders and managers to empower their teams to make decisions in their roles.

Communicate all decisions in a manner that can be easily understood and as transparent as possible.

Demonstrate the value of employees through ongoing recognition events, celebrations and instilling a culture of togetherness.

Progressive considerations

Consider how to improve workplace culture in areas that may not be able to be hybrid –the changes that are anticipated in a more remote working culture may make those that are in a fixed location feel as if they are not receiving the same treatment or benefits the employer is offering.

Implement focused channels that encourage communication at the team, function and organisation-wide level to create visibility, consistency and reach.

B: External factors

It is not just about the internal actions that are taken with your existing employees, there is also an external dimension that needs to be considered.

It can be how you engage with other businesses who provide workers or services to you, through to your work in the communities in which you operate, the employer to employee commitments require consideration to be applied also through an external lens:

B1: External employer brand
B2: Corporate citizen
B3: Role in the community
B4: External partnerships (including vendors and suppliers)
B5: External workers

In addition, there are legal considerations that are headlined at the end of this document. We recommend speaking to employment specialists/legal representatives for specific clarification on your specific requirements

B1. External employer brand

Each organisation’s employer brand is how they differentiate themselves towards potential employees, enabling them to recruit, retain and engage the right people.


1. Define a clear employee value proposition (EVP) that resonates both internally and externally

A clear set of values understood by your current workforce and relevant for future employees.

Actively consider how the organisation is positioned externally, especially for diverse groups in society.

A one size fits all approach to the EVP may restrict the attractiveness of your organisation to certain groups of society.

2. Regularly measure recruitment and retention statistics, with emphasis on diversity & inclusivity metrics

Measure and target improvements in recruitment and retention.

Opportunities and measurable outcomes

Use a clear ‘employee value proposition’ to describe what your organisation stands for and offers as an employer and sets the expectations, beliefs and obligations of the employment relationship.

Personalise the EVP to address the needs of a diverse workforce, ensuring the voices and representation of different groups are considered within the organisation.

Regularly review key employer metrics, like retention rate, application rate, source of hire, employee satisfaction and employee engagement.

Use surveys to gain a fuller picture of your EVP and how your employees view it -e.g. why people joined your company and why they stay.

Consider creating candidate personas for open roles to assist in defining the characteristics required, so that the role resonates specifically through a diversity and inclusion lens.

Use a broad range of recruitment channels to appeal to a wider range of candidates.

Connect with potential candidates and spread brand awareness, potentially creating a talent community of skilled people who have shown interest in you as a prospective employer

B2. Corporate citizen

The social responsibility of businesses and the extent to which they meet legal, ethical, and economic responsibilities, as established by shareholders.


1. Create corporate responsibility and behavioural guidelines

Reputations are not only based on an organisation’s delivery of its products and services, but how it values its relationships with current and future employees, customers, suppliers and the wider community. Clear statements of intent on social responsibility should be considered and applied in every organisation.

2. Implement socially responsible practices

Corporate citizenship is growing increasingly important as employees (current and potential) and institutional investors begin to seek out companies that have active corporate and social responsibility programmes.

Opportunities and measurable outcomes

To operate in a socially responsible way, an organisation needs a responsible and sustainable business programme to support and bring its values to life. This may be formal or informal depending on the size of the organisation, but it should include a regularly reviewed code of ethics.

Support the embedding of the responsible and sustainable business programme, through ongoing activities and communications with employees, using insights and experiences shared by staff, customers and stakeholders alike.

Articulate what your socially responsible principles mean day-to-day and support employees in embracing them, as well as working with individuals to recognise ethical dilemmas and how to deal with them.

Empower employees to exercise situational judgement to make the best possible decisions by drawing on their knowledge of the responsible and sustainable business initiatives.

Consider providing individuals with 'ethical tests' to help them make decisions and navigate ethical values and principles.

Apply social responsibility to performance management decisions, and where individuals have both performed in line and out of line with expectations.

B3. Role in the community

Business has a vital role to play in sustaining communities. Creating meaningful employment is one of the most significant ways that business contributes to the livelihoods of individuals and communities, and is for many the only sustainable route out of poverty.


1. Develop and start community investment programmes which also reflect your commitment to race equality, diversity and inclusion

Investing in your employees’ communities enables cultural boundaries to be lifted and opens doors that were previously closed.

2. Ensure that community investment initiatives have a positive impact on the employee population of today and the future

Community investment programmes can enable current employees to use and develop skills and capabilities for the greater good. In turn, these skills benefit the community as a whole, and can act as a positive reinforcement of the employer value proposition, broadening your appeal to future employees.

Opportunities and measurable outcomes

Identify and commit to delivering long-term community impact.

Identify the social issues that are relevant to your business and your area of expertise and create a business case for action.

Partner with communities and allow stakeholders to guide how best to use resources and expertise. Involve stakeholders in developing the strategy and the importance of including targets within that strategy.

Allocate owner(s) within the organisation to lead community investment activities and give them the time and commitment they need to make it a success.

Set targets for community investment, and work in collaboration with stakeholders in the community to achieve them.

Ensure employees have a clear understanding of what the business is aiming to achieve in the community, the key issues to focus on, and how they can get involved.

Create a culture that promotes community investment, whether it be through formal organisation led activity, or by the individuals themselves in their own passions. Reward achievements and promote participation.

Calculate community investment inputs over time and ensure there is always the ability to articulate the rationale for significant changes to the levels of investment.

B4. External partnership (including vendors and suppliers)

Businesses endeavour to have trusted and reliable supplier relationships,
many of which have been tested recently.


1. Work with partners who share your values

The recent challenges have led to an increased focus on real partnerships between organisations. Consideration should be applied to ensure that all vendors and suppliers are treated fairly, and that they act in line with your goals, culture and values.

2. Treat employees within key partnerships with respect

The work and activities driven by third party vendors, in many cases, will form a key aspect of your ongoing business activities. Even though they are not formally employed by your organisation, encourage external partners to ensure that these individuals are treated fairly, and to a standard that is in keeping with your broader values.

Opportunities and measurable outcomes

Create and manage a vendor/supplier assessment and selection process that includes organisational and employee standards and obligations once under contract.

Ensure vendors/suppliers can provide evidence of the investment in their own employees, training and development procedures, qualification records, essential personnel background and abilities, and recruitment methods.

Determine if you and your potential partner share values and working philosophies before you enter a contract.

Onboard individuals from the third party into your organisation, sharing guidelines and expectations and gaining clear commitments to uphold these requirements.

Manage the vendor/suppliers against key employee KPIs with successes celebrated and issues managed appropriately.

B5. External workers

With the proliferation of different forms of employment, including remote work, freelancing, contractors, and crowdsourced contributors, employers are increasingly starting to think of employees in much broader terms.


1. Reward payroll and non-payroll workers alike

Whether an individual is formally employed by the organisation, through a third party or directly, all individuals who contribute to the organisation should be treated and rewarded fairly.

2. Ensure cultural inclusion

Whether it be through an onboarding lens, or ongoing learning and communications, individuals who are not on the payroll should have specific support to ensure they are culturally included. Diversity and inclusion efforts fall short of their fullest potential when organisations neglect to extend the principles of fairness to all classifications of workers.

Opportunities and measurable outcomes

Have a clear understanding of the number of non-payroll workers within your organisation, the different sources of this talent, how they are managed and by whom.

Review and update external worker policies, in line with organisational values, and payroll employee guidelines to ensure they are effective, fair and equitable.

Create a workforce plan that incorporates both payroll and non-payroll workers, to identify future recruitment needs and bridge the gap between HR and the procurement functions too (if present). Manage this plan on an ongoing basis.

Onboard external workers effectively, providing the time, policies, tools and approaches that are required for them to be successful –provide a similar level of support that would be experienced by those on the payroll.

Include external workers as much as possible in corporate communications, learning opportunities etc, enabling them to assimilate into the organisational culture.

Create and manage an external employee performance management approach to ensure that development is ongoing and that the individual can demonstrate their full potential.

Offboard temporary workers in a fair and transparent manner, working with them to minimise the impact of this change.

Regulatory and legal requirements

The following are a number of the key components of UK employment law which relate to the main aspects covered in this document. This should be treated only as an indicator and up to date legal advice should always be sought. We have used the generic term of staff, but some requirements may apply only to employees whereas others cover workers and contractors.

Before any implementation, there should be complete compliance with employment law, together with clear processes and policies that reflect the requirements of local employment law. There should also be ongoing reviews and transparent updates to all members of staff.

Additionally, it is apparent that there should be emphasis applied to employment law education for leaders, managers and staff members alike. All staff members should be educated on both what they are entitled to, and how to behave in accordance with the fundamentals of employment law.


Do not allow prejudice (conscious or unconscious) to affect your decisions.

A contract exists as soon as a candidate accepts your offer of a job.

You must provide a written statement of terms and conditions.

You cannot change the terms of the contract unilaterally.

Hours, leave and pay

You must comply with statutory requirements on working hours and leave.

Staff have the right to a minimum wage.

You must operate PAYE for tax and National Insurance (NI) contributions where relevant.

You must give every member of staff a wage slip.

Employee rights

You must not undermine the relationship of 'trust and confidence' with your staff.
You must provide a secure, safe and healthy working environment.
Staff have the right to belong (or not to belong) to a trade union.
Staff are entitled to a reasonable degree of privacy.
Staff are entitled to blow the whistle on their employer's wrongdoings.
All employees with more than one month's service are entitled to a notice period.
Most staff members are entitled to keep their jobs even if the business changes hands.


You must not discriminate unlawfully.
You must avoid indirect discrimination.
You should not victimise staff involved in a discrimination claim.
Make 'reasonable adjustments' to enable people with disabilities to work for you.
You can no longer compulsorily retire staff members on the basis of age.
You are legally responsible for discrimination by your staff.


LACA – Leaders as Change Agents

KPI – key performance indicator

Affinity groups – group formed around a shared interest or common goal

Employee value proposition (EVP) – set of associations and offerings provided by an organisation in return for the skills, capabilities and experiences an employee brings


BCG: How Diverse Leadership Teams Boost Innovation

Chartered Institute of Personnel and Development (CIPD), Report 2021: Coronavirus (COVID-19): Mental health support for employees | CIPD


Forbes: The Cost Of Turnover Can Kill Your Business And Make Things Less Fun, The Power Of Purpose: The Business Case For Purpose (All The Data You Were Looking For Pt 2)

Gallup: Is Working Remotely Effective? Gallup Research Says Yes

Global Citizen: BAME Britons Have Lost Jobs 26 Times More Often Than White Workers During COVID-19

Mental Health Foundation: Mental health at work: statistics

Office for National Statistics (ONS): Household income inequality, UK: financial year ending 2020 (provisional), Source 1: Homeworking in the UK labour market - Office for National Statistics (Homeworking by region of work in the UK, January to December 2020) – Ever work from home: London, 47.7; Scotland, 26.9, Source 2: Homeworking hours, rewards and opportunities in the UK: 2011 to 2020 - Office for National Statistics

National Standards Body BSI: We are the UK national standards body | BSI


The following UK and international standards provide further information on good practice and can support assessment on how well an organisation is performing against different aspects of the LACA commitments:

● BS 76000:2015 Human resource. Valuing people. Management system. Requirements and guidance
● BS EN ISO 26000:2020 Guidance on social responsibility
● BS ISO 30400:2016 Human resource management – Vocabulary
● BS ISO 30405:2016 Human resource management — Guidelines on recruitment
● BS ISO 30408:2016 Human resource management — Guidelines on human governance
● BS ISO 30414:2018 Human resource management — Guidelines for internal and external human capital reporting
● BS ISO 30415:2021 Human resource management — Diversity and inclusion
● BS ISO 45001:2018 Occupational health and safety management systems. Requirements with guidance for use
● BS ISO 45003:2021 Occupational health and safety management. Psychological health and safety at work. Guidelines for managing psychosocial risks
● PAS 3000:2015 Smart working – Code of practice
● PD 76006:2017 Guide to learning and development (to be replaced by BS ISO 30422 Human resource management – Learning and development)