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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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I’m searching for a new role and I want to make sure I make the right decision about my next move – what should I be considering to ensure that my next company is right for me?

This is such an important part of the job search process and one, which if overlooked, can end up turning what initially looks like a dream job into a wrong move.

It’s very easy when you are caught up in the excitement of the prospect of a new role to somewhat ignore some of the red flags or warning signs which can appear at different stages of the journey. And whilst finding – and securing – the right role is difficult; you shouldn’t overlook how important it is to opt for an organisation where the culture and values align with your own.

During the interview process, potential employers will be looking to hire candidates that will flourish in their corporate culture, and it is essential that you also use this as an opportunity to evaluate whether or not the company, your new colleagues, the leadership team and your boss will be right for you.

So what should you be looking for? An organisation’s culture will be based upon the ideas and beliefs that the company has, and this will – or should – run all through the business and every aspect of its operations to shape how it does business and the way in which its employees behave.

Ensuring the right cultural fit is important both from an employee and employer perspective; individuals are most likely to thrive when they are in an environment that they feel comfortable in and are able to operate and express themselves confidently. Whilst there will be slightly different approaches, each member of the team needs to be on the same page and working towards the same operational goals, particularly as your own professional growth and progression are likely to be entwined with surrounding yourself with like-minded individuals and a team that you can get along with.

There’s no right or wrongs when it comes to determining if an organisation has a ‘good’ culture as it is very much down to individual characters and personalities; for example a highly driven and sales focused environment may suit someone who thrives in that atmosphere whereas for another person, a business that is built around collaborative team working might be more suitable.

How to gain an insight into an organisation’s culture:

1.Do your research. Take a look at the company’s website, follow them on social media, read articles in various media titles to help you build a picture of how they are looking to present themselves.

2.If you are attending the interview in person take a good look around. Does the environment seem formal or more relaxed? Look for clues such as the layout of the office, how members of the team are interacting with each other – is there seem to a lot of communication between them or is the workplace more subdued – what is the dress code, are the senior management working alongside other members of the team or are they in separate offices?

3.Read between the lines. During your interview ask key questions about the aims and objectives of the organisation and how they plan to achieve these – listen carefully to the answers they share to get an indication of how much emphasis they place upon the various factors needed to reach success.

4.Show an interest in the person who is interviewing you and their experience of the company. How long have they been with the organsiation, what training and development opportunities have they benefited from, what is their management style, do you feel motivated and inspired by them?

5.Talk to others. Ask if there is an opportunity during the recruitment process to meet the team you would be potentially working with to see if these are people that you could gel with.

Sharp Consultancy specialises in the recruitment of temporary, interim and permanent finance and accountancy professionals. With offices in Leeds and Sheffield our highly experienced team of consultants recruit for positions throughout Yorkshire and beyond. CONTACT US today for expert advice on your next career move.

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