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Inclusive Cultures Don’t Happen by Accident — They’re Built Intentionally

Following International Women's Day, many organisations reflect on progress.But for finance leaders and hiring managers, the more important question is this: What does inclusion mean in practice — and how does it affect performance? Because this isn’t just a culture conversation. It’s a capability conversation. Inclusion Impacts Talent Attraction The best finance professionals — at every level — have options. They are looking for: Transparent progression pathways Visible meritocracy Leadership that values contribution over presence Environments where performance is recognised fairly If an organisation’s culture unintentionally favours “proximity” — those closest to decision-makers — it narrows its own talent pipeline. And in a market where specialist skills are already in short supply, that’s a commercial risk. Meritocracy Must Be Visible Many businesses describe themselves as meritocratic. But candidates assess that through lived signals: Who is in senior leadership? Who is promoted internally? How are flexible working arrangements handled? How openly are development opportunities discussed? In accountancy and finance particularly — where progression paths are structured and performance is measurable — fairness needs to be both real and visible. High performers want clarity, standards and consistency. Leadership Behaviour Shapes Retention Inclusive leadership isn’t about grand gestures. It’s about everyday behaviours: Who is invited into strategic discussions Who is given stretch projects Who is credited publicly Who is sponsored, not just mentored Retention in finance teams is rarely lost because of salary alone. It’s often influenced by visibility, opportunity and recognition. Businesses that understand this tend to build stronger, more stable finance functions. The Commercial Case for Inclusion Diverse and inclusive teams bring broader perspectives to: Risk assessment Strategic planning Commercial analysis Operational improvement For CFOs and Finance Directors, inclusion isn’t a compliance issue. It’s about building balanced teams capable of better decision-making. The organisations that approach inclusion intentionally — rather than reactively — are often the ones that outperform in the long term. Beyond Awareness Days International Women’s Day creates valuable momentum every year:But sustained progress comes from: Clear promotion criteria Transparent hiring processes Conscious leadership development Ongoing cultural accountability In today’s hiring market, an inclusive culture isn’t just about employer branding — it influences who joins, who stays and how teams perform.

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Here’s the first in a new regular series where we look to offer help and advice to candidates, employees and employers on a range of career progression and recruitment topics. Our highly experienced team of consultants will utilise their skills and knowledge to share insights in how to best to handle today’s burning workplace issues.

My workload is becoming too much for me to handle; I need some help but I don’t know how to ask as I’m worried it will look like I can’t cope and could affect my career prospects. What should I do?

Firstly, well done for recognising that you have become overloaded; it’s not always easy to admit and many people will try to hide the fact because, as you say, they are concerned that if they seem to be unable to cope it could affect their chances for promotion.

It is important to understand that feeling overwhelmed is not a sign of failure or that you are unable to do your job. Try to establish why you are overworked – is it because it is a busy time at work, there’s an important deadline looming or you are covering for a colleague who is absent, in which case your increased workload may be a temporary issue or is this an ongoing situation as too much is being expected of you because more tasks have been added to your remit.

Whatever the cause, it is important to address the matter in the right way; you don’t want to come across as complaining – even if your concerns are genuine – but instead you should demonstrate that you want to do the best possible job and that you don’t feel you can currently perform to the best of your ability.

Before speaking to your line manager, give some consideration to what tasks you are currently working on, what time will need to be allocated to them and any deadlines that have been set so you can look at how they can be prioritised. It is possible that after doing this exercise you may find that you can manage your workload better than you initially thought.

If however, you find that there is too much that needs to be done in too short a time frame, arrange to speak to your boss to agree the most appropriate way forward. Demonstrate that you have given the matter some thought by going into the discussion armed with possible solutions such as where another member of the team could provide assistance, a deadline that could be rearranged or a task that could be allocated to a colleague.

Your manager should appreciate your honesty and that you have identified not only that there is issue but have taken the initiative to come up with possible solutions before it’s too late to resolve the matter. In doing so, you will have demonstrated to your manager that you are prepared to take responsibility for your workload and can think through a situation and are not simply wanting someone else to sort out the problem for you.

Good luck!

Sharp Consultancy specialises in the recruitment of temporary, interim and permanent finance professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for positions throughout Yorkshire and beyond. CONTACT US today to discuss your recruitment needs with a member of our team.