I bring a research background, a love of learning and a rigorous approach to theory and evidence-based solutions, helping you to stay in touch and at the leading edge.

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I was proud to work with the International Labour Organization on one of the largest global studies on approaches to diversity and inclusion.

  • Unlike other research, this study taps into employee experience of and organisation’s approaches to diversity and inclusion in small and medium as well as large companies in lower, middle- and upper-income economies.

  • It compares results across staff, managers and senior executives and by age, gender, sexual orientation, ethnic/racial/religious groups, persons with disabilities and those with HIV.

  • Seniority is shown to be a big influence on inclusion, regardless of background.

  • Only half of respondent’s say their company sufficiently resources work on diversity and inclusion.

The report sets out:

  • What diversity and inclusion mean and why they are important.

  • Why organisations often fail to achieve greater diversity and inclusion.

  • How to create transformation and sustainable change on diversity and inclusion.

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The changing demands of the workplace - and the fact that most of us will be working for longer than ever before - means that resilience is the new behaviour for working people.

This is one of the most personally developmental pieces of research I’ve been fortunate to undertake together with Sarah Bond.

We found that:

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90% of employees regard being resilient as a major factor in their career success.

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80% of executives say difficult relationships and organisational politics is the biggest drain on their resilience at work.

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My research with Business in the Community was the first in the UK to identify the skills and behaviours of inclusive leadership – adaptability, building relationships and developing talent – that promotes diversity and inclusion and increases performance and innovation.

  • Inclusive leaders get the best out of all their people, helping their organisations to succeed in today’s complex, diverse and changing global environment.

  • Through their skills in adaptability, building relationships and developing talent, inclusive leaders are able to increase performance and innovation.

  • Despite the valuable contribution of inclusive leadership to business success, its core competences remain rare in organisations today.

“Gillian is both an authority on inclusive leadership and a delight to work with. We partnered with Gillian on a ground-breaking piece of research which demystified the ‘what’, ‘why’ and ‘how’ of inclusive leadership. She designed and implemented the research with aplomb. She has a wonderful ability to engage with leaders at all levels and get to the heart of issues, ensuring solutions are practical, pragmatic and powerful.”

Director, Third Sector Organisation

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