By Adrian Bird, Head of Aspire in Partnership
On November 15th, we hosted a dynamic networking event for the co-Chairs of Colleague Representative Groups (CRGs). The format is Peer to Peer learning, where network leads gather to share best practice, discuss the challenges they face and collaborate. Over 60 network co-Chairs from 22 organisations met to discuss network activity.
Key note speakers
During the first hour we heard from several of the co-Chairs from the Growth Company’s EDI Staff Networks. They covered a wide range of information, including the key changes to approach over the last 12 months, an overview of recent campaigns & activity and the impact their work has had on the wider organisation.
Next, we heard from our hosts Bruntwood. Josh Whiteley, Executive Sponsor for Race, and Hilary Leavy, Head of People, spoke about the importance of allyship, intersectionality and also about being honest as an organisation with regard to the maturity of Diversity & Inclusion within it.
Our final speaker prior to the table discussions was Isabel Tavora, Senior Lecturer in Human Resource Management at University of Manchester. Isabel spoke about research their department has undertaken into the roles and impacts of staff networks on organisations and has developed a Staff Networks Voice Capabilities Self-Assessment Tool , which helps a network lead understand the current situation of their own network and offers guidance on how to develop and strengthen the network.
Table Discussions
We then moved on to engaging table discussions on key topics such as the role of an executive sponsor, time management, operating on limited budgets, network recognition, and celebrating successes in 2024. Below is a summary of the insightful conversations that took place:
The Role of the Executive Sponsor: Active Involvement
The role of executive sponsors was another critical topic. Challenges included the lack of active sponsors in some organisations and the need for sponsors to be involved without dominating network meetings. Solutions included hosting events, attending network meetings, and assigning sponsors to networks they are less familiar with to enhance learning. Monthly meetings, avoiding bureaucratic processes, and providing mentorship and advocacy were also recommended.
Time Management: Balancing Priorities
One of the primary challenges discussed was balancing network responsibilities with day job priorities. Participants highlighted the difficulty in engaging volunteers and the need for defined, protected time for network activities. Solutions proposed included allocating specific time (10-20% of workdays) for network tasks, gaining managerial support, and forming task and finish groups. Embedding Equality, Diversity, and Inclusion (EDI) into everyday conversations and collaborating with other departments and organisations were also seen as effective strategies.
Operating on a Limited Budget: Creative Solutions
Operating on limited budgets was a common challenge. Participants discussed the need for creative solutions to maximise impact without significant spending. Suggestions included collaborating with internal and external organisations, utilising internal resources like human libraries, and organising low-cost events such as “bring a dish” days. Leveraging social media and external communications for awareness and seeking support from executive sponsors to lobby for additional budget were also highlighted.
Network Recognition: Gaining Visibility
Recognition for network activities was another key discussion point. Challenges included the lack of recognition for network activities in career progression and the need for organisational support and visibility. Solutions included including network activities in internal reports and communications, providing time and budget for network activities, organising recognition events and awards, and promoting networks through social media and external communications.
Celebrating Successes in 2024: Achievements and Progress
The event also celebrated the successes of 2024. Highlights included the implementation of new policies such as paid leave for carers and extended paternity leave, successful events like the Virtual Menopause Café, and sessions on mental health. Other achievements included rebranding and launching new networks, inclusive recruitment practices, and flexible working policies. Recognition through awards and increased visibility of network activities were also celebrated.
In conclusion, the networking event provided a valuable platform for sharing challenges, solutions, and successes. It highlighted the importance of support, collaboration, and creative solutions in empowering Colleague Representative Groups. We look forward to building on these insights and continuing to drive positive change for our member organisations.
About the Peer-to-Peer CRG Network
Established in 2023, the network brings together the co-Chairs of EDI Staff Networks/ Colleague Representative Groups to share best practice, discuss challenges and collaborate. Currently eight affinity groups meet every 10-12 weeks online. The groups are: Armed Forces, Be Well (health related), Gender recognition, LGBTQ+, Parents & Carers, Race & Ethnicity, Social Mobility & General.
Twice a year we bring together all the groups into one space, a summary of the latest event is above.
If you would like to join or find out more about the network, please contact Adrian Bird on either 07503620816 or Adrian.bird@gcemployment.uk.
Introducing Aspire in Partnership (AiP)
Aspire in Partnership is a specialist recruitment service, which supports employers to take positive action in attracting and retaining the best talent from a diverse range of backgrounds, helping to ensure that their workforces better reflect the wider community. As well as solving recruitment challenges, this approach often leads to more productive organisations with a broader appeal to stakeholders such customers, supply chain partners and employees.
AiP’s service offer falls into three parts:
- Diagnostic and Action Planning:
- People/skills challenges
- Workforce demographic - baseline and aspirations
- Employee terms and conditions
- Recruitment & workforce development strategies
- Potential changes in approach
- Recruitment:
- Temp, Temp-Perm and Permanent roles
- Candidate attraction / knock-out factors
- Promotion and candidate generation
- Candidate screening and preparation
- Assistance with unbiased assessment and interview
- Positive action advice
- Workforce Development:
- Induction design/employee voice
- Skills needs analysis and inclusive workforce development plans
- Occupational training programmes including Apprenticeships
- Flexible learning at all levels including basic skills/ESOL where appropriate
We support the recruitment and skills needs of a wide range of employers across Greater Manchester, Lancashire, Merseyside and South Yorkshire. Last year we filled over 19,000 vacancies covering many different occupations.
Aspire in Partnership is part of The Growth Company Ltd (GC) an award-winning social enterprise, with a mission to enable economic growth, create jobs and improve lives by driving investment, skills, employment and enterprise for the benefit of all. As a commercially driven not for profit, any surplus we make is re-invested into our services. This position allows us to deliver an innovative range of recruitment, retention and workforce development services of benefit to employers of all kinds.