Why Qualified NEDs Aren't Getting Board Roles They Deserve

Someone asks what you do. You've got decades of commercial experience, a fresh NED qualification, proven track record at board level.

And somehow, your answer sounds vague.

Or worse—they nod politely and change the subject. No follow-up questions. No "tell me more." Just that expression that says they're not entirely sure what a non-executive director actually does.

Here's what I've learned after 25+ years working on strategic communication for brands like L'Oréal, Colgate, Volkswagen, and Ryanair: When smart, experienced people can't articulate what they do clearly, it's not because they lack capability. It's because their messaging is confused.

And confused messaging creates one of two problems for NEDs: Either nobody approaches you for board roles. Or the wrong organisations approach you for the wrong type of roles.

Both problems stem from the same issue—people can't see what you actually offer.

Why Your Track Record Sits There Silent

Board opportunities go to other people. Not because you're not qualified—because your positioning doesn't make it crystal clear what type of NED you actually are.

You've got the experience. You understand governance, you've delivered commercial results, you know how boards function. But when someone's looking for a challenger, they don't think of you. When an organisation needs commercial expertise, your name doesn't come up.

Are you governance-focused? The challenger who asks difficult questions? The mediator who builds consensus? Deep sector expertise or broad commercial perspective?

If that answer isn't immediately obvious, you've got a positioning problem. And positioning problems show up as business problems—the wrong opportunities or no opportunities at all.

Your track record only speaks for itself if people know how to interpret it. Most don't. You need to connect the dots for them.

The Networking Trap That Wastes Your Time

I worked with one NED who was spending hours every week in formal networking meetings and felt incredibly busy, but wasn't getting the roles he wanted.

We traced back where his previous board positions came from. Every single one: existing contacts who'd referred him. Not one from the networking groups consuming his calendar.

We systematically mapped where his best opportunities had actually originated. Ditched the formal meetings. Within weeks, the right conversations started happening—with the people who'd already delivered results for him in the past.

Networking isn't about being visible to everyone. It's about being visible to the people who actually refer board opportunities at the level you operate.

That's rarely the local business networking group where companies have 10-50 employees and have never considered a non-executive director. That's your existing contacts—the people who've already seen you operate at board level and know exactly what you bring.

The contacts who referred you for previous roles. The board members you've worked alongside. The sector specialists who understand the value of what you offer.

Network maintenance doesn't have to consume your life. It's reaching out for coffee. It's updating people on what you're doing. It's staying visible to the connections that have actually delivered results.

But it does require being systematic about it rather than hoping someone will remember you exist when an opportunity arises.

Are You Building Your Business or Someone Else's?

Before you say yes to any board opportunity—paid or pro bono—ask yourself: Is this building my business or someone else's?

Will this role connect you to other opportunities? Will the organisation talk about your contribution? Does this position you for the work you want? Or will you spend months contributing behind closed doors?

Not about money. About positioning.

Here's what I learned building my own business after leaving the corporate world where work came to me: You can't say yes to everything just because you have capacity. Because if you fill your calendar with opportunities that don't lead anywhere, you won't have capacity when the right roles surface.

At NED level, you should never give time away for free unless you have genuine capacity for pro bono work, you're passionate about the cause, and it connects you to something else.

And you absolutely should not try to convince organisations that don't use NEDs to consider it by offering reduced fees. They haven't made the leap to valuing the service yet. They won't suddenly value you just because you're cheaper.

Every board role you take should lead somewhere. Should position you for something. Should build visibility with the audiences that matter for the type of work you want.

If it doesn't, you're growing someone else's business while yours stays static.

Why Boards Remember Some NEDs and Forget Others

Most NEDs try to appeal to everyone and end up clear to no one.

You can be governance-focused, bringing deep expertise in compliance and risk. You can be the challenger who asks the uncomfortable questions executives need to hear. You can be the commercial strategist who's scaled businesses through specific growth phases. You can be the sector specialist with unmatched industry knowledge.

You cannot be all of these things to all organisations.

When a board is looking for a challenger, they need someone who'll push back on strategy. When they're looking for governance expertise, they need someone who understands compliance inside out.

Trying to position yourself as "flexible" or "broad-ranging" just makes you forgettable. Boards remember specialists. They remember the NED who's clearly the governance expert or clearly the challenger or clearly the commercial growth specialist.

Strong positioning isn't about limiting your capability. It's about making your primary value immediately obvious so people know exactly when to think of you.

That means spending time getting your messaging right. Not dabbling with it between other priorities. Actually investing the time to ensure your LinkedIn profile, your website, your networking conversations all communicate the same clear message about what type of NED you are and what problems you solve.

Your LinkedIn profile should make it clear. Your conversations at conferences should make it clear. When someone asks what you do, your answer should make it unmistakable what type of NED you are.

The NEDs who get approached for the best roles aren't just the most qualified. They're the most clearly positioned.

They've done the work to ensure that when someone thinks "We need a challenger on this board" or "We need governance expertise" or "We need someone who understands scaling in this sector," their name comes to mind immediately.

That doesn't happen by accident. And it doesn't happen just because you completed a qualification. It happens because you've been systematic about positioning yourself clearly and maintaining visibility with the people who actually refer board opportunities at your level.

What's Actually Stopping You

Your expertise is real. Your track record is solid. You know how boards work because you've operated at that level for years.

But if people keep asking "what exactly do you do?" and you can't answer clearly, that's not an elevator pitch problem. That's a positioning problem.

And if the phone isn't ringing with the right board opportunities, the issue isn't your qualifications. It's whether your positioning makes your expertise impossible to miss.

The question isn't whether you're ready for board roles. The question is whether the people making board decisions know what type of NED you are and when to think of you.

That clarity doesn't emerge naturally from experience. It requires the same strategic thinking you bring to board-level decisions—applied to your own visibility.

After 25+ years developing strategic communication for L'Oréal, Colgate, Volkswagen, and Ryanair, I learned how to make value propositions unmistakable. Then I built my own business and learned what it takes to attract the right opportunities when you're no longer in a corporate structure where work comes to you. My Strategic Visibility for Ambitious Leaders service helps established NEDs position themselves for board roles their experience warrants. This isn't about transformation—it's about making your existing expertise and track record impossible to miss. Book a strategic consultation to discuss how clear positioning can change which opportunities come your way.

Photo Credit: Elaine Walsh-McGrath

You're Already in the Right Rooms. Here's Why Your Next Opportunity Won't Find You There.

You attended that conference last month. The one packed with investors, fellow CEOs, and exactly the calibre of people who could transform your business trajectory. You delivered insights during the panel discussion. Made valuable connections over coffee. Observed patterns emerging across conversations that clarified where the market's heading.

You left energised. Clear on your next moves.

But here's what probably didn't happen: Nobody outside that room has any idea you were there or what you learned.

Not the board evaluating candidates for that NED position you're qualified for. Not the partners who'd value your perspective on market shifts. Not the decision-makers who should know you're operating at this level.

They're not in those rooms. And unless you're amplifying what happens inside them, they never will be.

The Recognition Gap Nobody Talks About

Working with CEOs across the UK, the US, and Australia, I see the same pattern: You're not lacking the right opportunities or connections. The problem is you're not leveraging what happens in those rooms in front of a wider audience.

You're in the right rooms. You're making valuable connections. You're demonstrating the kind of thinking that commands respect in person.

The CEOs who get recognised? They're not necessarily in better rooms than you. They're just better at bringing others into theirs.

Why This Matters More Than You Think

Here's the reality most established leaders don't want to acknowledge: You may not be at your current company forever.

Companies merge. Competitors make acquisition offers. Boards decide the next phase requires different leadership strengths. The landscape shifts in ways that change your role entirely.

The CEOs who navigate these transitions successfully? They've been raising their profile with the right audience long before they needed to. When the acquisition happens, when the board decides it's time for different leadership, when the next opportunity emerges—they're not scrambling to build visibility. They're recognised.

When your next opportunity emerges—and it will, whether through choice or circumstance—the decision-makers evaluating you won't be in the rooms where you currently demonstrate your expertise. They'll be looking at your track record of thinking made visible. Are they seeing evidence that you operate at the level they need? That you're connected in the right circles? That you'd add value at their level of decision-making?

Your visibility should be working as hard as you are—before you need it to.

What Actually Creates Recognition

There's a fundamental difference between being IN rooms where decisions happen and being KNOWN for your thinking beyond them.

The gap isn't access. The gap is that the people evaluating you for opportunities aren't seeing evidence of what you demonstrate in person. They're not seeing the patterns you're recognising across market conversations. The relationships you're building with industry leaders. The insights shaping your business decisions.

Take that conference you attended. You could post: "Valuable day at the International Conference on Artificial Intelligence. Great insights and connections."

Or you could share what you learned:

"Three conversations at the International Conference on Artificial Intelligence this week clarified where the market's heading in 2026. The CEOs making moves now are focused on the urgent need for governance. Here's why that matters and what we're doing differently as a result."

See the difference?

The first tells people you were there. The second demonstrates how you think about what you observe. It gives decision-makers access to insights they wouldn't have without you. It positions you as someone operating where decisions happen.

You're gathering this intelligence. You're having these insights. The question is whether you're leveraging them beyond the rooms where you're welcome.

You're Already Time-Poor - Here's the Solution

Here's where most CEOs get stuck: They recognise visibility matters, but they're time-poor. The last thing you need is another responsibility competing for bandwidth.

I get it. You're running a serious business. Marketing yourself gets pushed down the priority list because there's always something more urgent demanding attention.

But here's what leading CEOs understand: This isn't work you should be doing yourself.

Before the event: Prepare a simple capture plan. What key messages should be documented? What insights could be amplified afterwards? Who's attending that you should connect with? If your team isn't available or is stretched thin, investing in a photographer or videographer for high-ROI events is a wise business decision.

During the event: You focus entirely on delivering value and building relationships. Meanwhile, someone—whether that's a team member or hired support—captures your key insights, notes the questions that generated most discussion, documents the connections made.

After the event: Those insights are transformed into highly engaging content. The question about market consolidation that sparked intense discussion? That becomes a LinkedIn article. The pattern you noticed across three CEO conversations? That becomes thought leadership content. The connections made? They're systematically followed up. Whether you or your team handles this transformation, the captured material makes it straightforward.

For senior consultants building their practice: If you don't have an existing team, investing in this kind of support becomes a business decision rather than an operational expense. The cost of missing recognition opportunities far outweighs the investment.

This is about leverage, not addition. You're gathering intelligence. You're demonstrating expertise that deserves recognition. The solution isn't to add "content creation" to your workload. It's to systematise amplifying what you're doing.

About Strategic Visibility for Ambitious Leaders

After 25+ years working for global brands like L'Oréal, Colgate, Volkswagen, and Ryanair, I know what separates leaders who get recognised from those who don't: it's not expertise—it's systematic visibility.

My Strategic Visibility for Ambitious Leaders service works with established CEOs, MDs, NEDs, and senior consultants to ensure the right people know what you're capable of—before your next opportunity emerges. This isn't about building a personal brand from scratch. It's about positioning your existing expertise for the board roles, partnerships, and recognition your track record deserves.

Book a strategic consultation to ensure your next opportunity finds you.

Photo credit: Elaine Walsh-McGrath

What is an HR Audit and why do I need to have one?  

As an independent HR consultant, our primary goal is to work in your business’s best interests and help you to achieve your business goals too.

When we start working with you as a Strategic HR Business Partner, we need to understand how your business ticks, the risks it faces and the opportunities available to you.

And the most powerful tool we can use to help us do this, is an HR Audit.

What is an HR Audit?

An HR Audit is a comprehensive review of your company through the lens of an experienced HR expert. Once we understand your goals and what you’re trying to achieve, we follow a structured approach to look at everything from a people perspective in your business.

We have three different levels of Audit to ensure we can meet your goals;

Our HR Manage Audit reviews your contract of Employment and Employee Handbook or HR Policies only, so this audit covers what you need to have in place legally as an employer. We will provide you with a comprehensive report regarding your contract and handbook/policies, which will detail clearly if you are failing to meet employment legislation in any areas, and what you need to do about it. If you need a new contract of employment or Handbook/polies, these can then be provided with a 10% discount as part of the Audit.  Cost £495 plus VAT.

Our HR Grow  Audit reviews your contract of Employment, Employee Handbook/policies and your key people processes; Recruitment, On-Boarding, Probation and Performance Management to ensure that you have the key people processes in place to ensure you can grow a great team and help you to manage and motivate your people.  If you need us to work with you on improving any of these key documents or processes, these can then be provided with a 10% discount as part of the Audit. Cost £995 plus VAT.

Our HR Maximise Audit. This covers absolutely everything that you do in relation to your people. We review all paperwork and documentation that relates to your people; from recruitment of an employees to the exit of employees and everything in between! We provide you with a detailed report and using a simple traffic light system, identify where you are not meeting employment legislation; RED, areas which you could improve upon to ensure you are able to attract and retain the best people for your business and GREEN for areas where you are doing just fine. We will then meet with you to discuss your report in detail and then create your people strategy to help you meet your business goals. If you need us to work with you on improving any of these key documents or processes, these can then be provided with a 15% discount as part of the Audit. Cost: £1,995 plus VAT.

What are the main benefits of having an HR Audit?

1. Peace of mind

We’ll ensure your company is legally compliant and protected against costly employment tribunal claims.

2. Data-driven decision making

HR can often feel intangible. That’s why we’ll create a RAG-rated priority list of actions we need to take to help you ensure compliance, create a great place of work for your employees and help you to achieve your business goals.

 3. Customised and cost-efficient support

Once we know what needs to be worked on, we can provide you with the best possible support and transparent costings to make it happen within an agreed timeframe.

If you’d like to discuss which Audit is best for you, please get in touch with us for a confidential chat today. Any Audits booked in with us for completion in December or January will be discounted by 11% to celebrate our 11th Birthday here at Meraki HR. 😊

Get in touch by emailing help@merakihr.com or BOOK A CALL with us.

Your Pitch Was Perfect. So Why Didn't They Sign?

You've just had a brilliant conversation with a potential client. They loved what you do, they clearly need your expertise, they even told you they felt energised by the call.

You sent the proposal that evening.

Then... silence.

Here's what I've learned after 25+ years in high-stakes negotiations with brands like L'Oréal, Ryanair, and Volkswagen: The conversation wasn't the problem. It was probably the timing.

The Heart Makes the Decision. The Brain Kills It.

I was working with a consultant recently who'd just had one of those calls. You know the ones—where everything clicks, the prospect is practically signing up verbally, and you can feel the momentum building.

She did what felt right: sent a beautifully crafted proposal and gave them space to think about it.

Here's what actually happened in that space: the prospect went back to their desk, opened seventeen emails marked urgent, took three calls about operational fires, and suddenly that clear-as-day decision they'd made on the call became just another thing on their list.

The energy that made the decision obvious? Gone.

When we buy something—whether it's a £15,000 consulting engagement or a £50 pair of shoes—we make the decision emotionally. Then we use our brain to rationalise it. That's fine when the rationalisation happens immediately. It's fatal when you insert time and distance between the two.

Because here's the thing: your prospect isn't rethinking whether you're the right consultant. They've already decided that. They're now weighing your proposal against every other demand on their attention, budget, and time. And those operational urgencies? They always feel more pressing than the important work you're offering.

When Prospects Are Actually Buying (And When They're Not)

I see this pattern constantly. A consultant tells me about a "warm lead" who needs to think about it. But when we dig into what actually happened on the call, it turns out the prospect never articulated why they needed help in the first place.

The consultant did all the talking. Explained their process beautifully. Demonstrated clear value. But never got the prospect to say out loud what problem they were trying to solve.

Compare that to the consultant who asks the prospect what's at stake if this problem doesn't get resolved. Who gets them talking about what they've already tried and why it didn't work. Who creates space for the prospect to convince themselves.

One conversation ends with "let me think about it." The other ends with "when do we start?"

The difference isn't the quality of what you offer. It's whether you've uncovered a problem the prospect can feel, or just presented a solution they can intellectually appreciate.

The Words No Consultant Wants to Hear on a Sales Call

"I need to think about it."

Most consultants hear these words and back off immediately. Send the proposal, follow up politely, wait for the prospect to come back.

But here's what those words actually mean: there's something you haven't addressed yet. A concern they haven't voiced. A piece of information they don't have.

The consultants who convert these moments don't steamroll forward. They pause and ask: "What specifically would help you make this decision?"

Then they listen. Really listen.

Sometimes it's budget timing. Sometimes it's uncertainty about the process. Sometimes it's a previous bad experience with a consultant that they haven't mentioned. But whatever it is, you can't address it if you don't know what it is.

And you definitely can't address it in a follow-up email three days later when the momentum has completely dissipated.

What Actually Converts Opportunities

I'm not suggesting you pressure anyone. That's not what this is about.

What I am suggesting is that you recognise when someone is ready to commit and create the structure for them to do so while that clarity is present.

If someone has told you they want to work with you, that's not the moment to send them away. That's the moment to say "let's get our first session in the calendar" and handle the administrative details afterward.

If someone says they need to think about budget, that's not the moment to end the call. That's the moment to understand what the actual concern is. Are they worried about cash flow timing? Are they unsure about ROI? Do they need to discuss it with a business partner?

Different concerns require different responses. But you can't respond to a concern you haven't uncovered.

Three Things That Change Everything

1. Ask questions that make prospects convince themselves. Don't tell them what their problem is. Create space for them to articulate it. When someone tells you what's at stake, they're simultaneously making the case for working with you.
2. Recognise when you've already closed the deal If someone explicitly tells you they want to work with you, you have agreement. The question then isn't whether to move forward—it's what structure makes that possible. Get the first session booked while the decision is clear.
3. "I need to think about it" means you're missing information. Don't accept these words at face value. Ask what would help them decide. Sometimes it's a simple clarification. Sometimes it's a deeper concern. But you can't address what you don't know about.

Your Expertise Isn't the Problem

You're already having these conversations. Prospects are already recognising your expertise. The question isn't whether you're good enough—clearly you are, or they wouldn't be on the call.

The question is whether you're structuring these conversations to convert the opportunities you're creating.

Because here's what I know after watching brilliant consultants leave money on the table for decades: your expertise absolutely deserves recognition. But more than that, it deserves to be properly converted into the clients and business outcomes that expertise warrants.

Ready to stop watching opportunities slip away after perfect conversations? My Strategic Visibility for Ambitious Leaders service helps established consultants, CEOs, MDs, and NEDs convert their expertise into the business outcomes it deserves. This isn't about sales training—it's about understanding how high-stakes conversations actually work. Book a strategic consultation to discuss how proper positioning changes everything.

About Strategic Visibility for Ambitious Leaders

After 25+ years developing communication strategies for global brands like L'Oréal, Colgate, Volkswagen, and Ryanair, I've learned that the most successful leaders aren't just excellent at what they do—they're excellent at converting opportunities when they appear. My experience in high-stakes negotiations and award-winning campaigns has taught me that visibility isn't about personal branding—it's about positioning that ensures your expertise translates into the recognition and business outcomes your track record warrants.

Photo credit: Elaine Walsh-McGrath

What you need to do to ensure you are meeting your legal obligation to prevent Sexual Harassment at work – effective 27th October 2024.

Scary I know, but the Worker Protection Act came into effect on 27th October 2024, that’s almost a year ago!

And like many employers, you may have had this on your “To Do” List for some time! But you really shouldn’t put this off any longer. While specific cases are emerging, the first notable example is Lidl GB, which entered into a legal agreement with the Equality and Human Rights Commission. (EHRC). The EHRC is Britain’s independent regulator for equality and human rights, responsible for upholding the laws that prevent discrimination and promote fairness for everyone. Lidl GB entered into an agreement with the EHRC,  after an employment tribunal found it had not taken reasonable steps to prevent sexual harassment in a specific case. If an employment tribunal finds that an employer has breached this duty, it can order a 25% uplift in compensation for the worker, and the EHRC can also take enforcement action itself.

All Employers in the UK have a legal duty to take “reasonable steps” to prevent sexual harassment of their employees. This demonstrates a significant shift from ‘reactive’ to ‘proactive’ measures, as the new Act places a duty upon employers to take “reasonable steps” to prevent sexual harassment in the workplace upfront, rather than just dealing with a complaint if and when it arises.

And I can already hear you saying, so what are these reasonable steps? Key elements to note at are:

• It advocates a risk assessment approach: assessing the risks for particular industries, employers and job roles and considering and implementing steps that are appropriate in those contexts.
• It makes clear that it considers the duty to extend to preventing sexual harassment of workers by third parties (e.g customers). Individuals still do not have the right to bring a standalone claim against their employer for third party harassment, but the employer is under a duty to take reasonable steps to prevent third party harassment and a failure to comply with that duty could lead to the employer having to take action to prevent such harassment.

Here’s some proactive steps you could be taking now:

1. Conduct a Risk Assessment for your business

As noted above, it’s important that you understand the risks of sexual harassment in your business, as you can then work out a plan to minimise or address these issues. You can also then tailor any training to deliver to your managers based around your specific risks.  If you’d like our help to conduct a risk assessment then get in touch via help@merakihr.com.

2. Create and support an inclusive and psychologically safe culture

Creating an inclusive culture where people feel psychologically safe to rise issues is key and will be needed to underpin the processes and policies mentioned below.

Senior leaders and managers have a fundamental influence on the working culture of their organisation and set the tone and expectations around workplace behaviour, specifically how employees should act towards one another. Leaders will need to visibly show that they buy into a culture of respect and support zero tolerance of any form of harassment.

As part of this inclusive culture, psychological safety is crucial, and employees should be encouraged to partake in a ‘speak up and speak out’ ethos. All employees should be advised on how to raise concerns and be assured they will not suffer any adverse consequences if they do speak up. Where possible, involving employees of all levels in developing these policies will also help to get greater buy in. Likewise, establishing an employee forum can also help to give employees greater autonomy and the opportunity to speak up safely about what is important to them.

3. Run training regularly 

Training for all employees, specifically for line managers, will be paramount, so that employees understand what sexual harassment is and what their role is in preventing it or, indeed, dealing with it when it happens and also if a complaint is raised.

Managers will need clarity on what constitutes bullying, harassment and sexual harassment, and should know exactly what to do if an employee reports a case to them. Our Preventing Sexual Harassment at work training is ready to go and we have already delivered this successfully for a number of clients. Book a call with Emma to discuss your training needs.

Managers must be mindful that there is no ‘one size fits all’ and understand that the experience of each victim will be different. Bullying and sexual harassment rarely happens in plain sight; this means they will need to familiarise themselves with the signs and symptoms of victims. This might include increased time off work, a refusal to work with certain colleagues, a change in behaviour, more requests to work from home or reduced engagement. Companies should run regular training for all employees, so they understand there is a zero tolerance when it comes to sexual harassment and bullying.

Finally, when new employees join, line managers and HR will need to ensure any induction programme reinforces the company’s expectations in terms of culture, behaviour, zero tolerance to harassment of any kind and explain the policies and procedures in place should anyone have a complaint to make. Making sure that people feel safe to do so from day 1 of their employment will also be important.

4. Create a sexual harassment policy

It’s vital to have a written anti-harassment policy, and its often included with an anti-bullying policy. This policy should be available for all employees to access at any time. The policy should define what sexual harassment is and stress the sheer breadth and complexity of this issue. All policies will need to document a manager’s responsibilities for preventing and tackling sexual harassment. Education is key and the more information a company can equip its managers with, the better.

HR professionals must also carefully assess the effectiveness of their current protocols in preventing and addressing instances of sexual harassment, identifying any gaps or shortfalls that need to be addressed. If you need an updated Anti-Harassment Policy, get in touch with us at help@merakihr.com.

5. Manage all complaints effectively and appropriately

Having a clear complaints procedure, usually called a “grievance procedure” that all employees understand is critical. It should be simple for employees to report any inappropriate behaviour. Line managers should offer regular check-ins with their team, alongside multiple opportunities for their team to raise anything. This might include team meetings, one to ones, exit interviews and so forth. Employers may also wish to consider the use of an anonymous app for employees to raise any grievances.

All grievances or complaints should be responded to promptly and comprehensively. Any evidence of discriminatory behaviour or harassment will need to be investigated and acted on quickly. Companies may wish to use an external HR consultancy to handle these investigations and/or support employees during this time. They may also wish to consider using emerging technology to record, monitor and report on complaints.

6. Monitor and evaluate

Employers will need to ensure they are well informed about what is going on at their organisation. Part of this will be to understand their existing culture, such as looking at available data including exit interviews, Glassdoor reviews, market perception of the business.

Likewise, if any formal or informal complaints about individuals or departments have been made previously, they should probe deeper into these to understand all the complexities, ensuring bias doesn’t creep in.

Working with your HR Team or an HR consultancy, means you can also undertake “stay interviews” which help you to get a good view of what’s going on in the business and how people feel about work/their environment etc. All of this will create a wealth of data that the company can harness in the longer term.

7. Ensure the tone is set from the top 

The values of a business should be clear, and role modelled at every level. Senior management must build a zero-tolerance culture and live and breathe this themselves. This includes taking prompt action if any concerns are raised, and ensuring all complaints are investigated and handled professionally and all employees feel valued and safe.

What are the consequences of not meeting your legal obligation to prevent sexual harassment? 

The consequences of non-compliance are substantial. Not only will they impact a business financially, there will be reputational damage issues too. After all, gaining a reputation for a non-inclusive environment will damage a company’s brand and make it harder for them to hire good people and find or keep good customers!

This new Act will put responsibility firmly on to the business to take action proactively in advance, rather than to wait and see if any complaints or grievances arise. This will require new training, robust policies, greater monitoring and a truly inclusive, values-based culture underpinning everything the company does.

How can we help?

Worried about any of this, then book a call with us here and we can chat about an audit, training, your policies, and your culture.