Pearn Kandola is delighted to announce that our digital DEI solution, PK:DIGITAL, has been short-listed for a Learning Technologies Award! The Learning Technologies Awards are the most independent and sought-after awards in the industry. They recognise the commitment, enthusiasm and passion for learning technologies across the world. Pearn Kandola are thrilled that PK:DIGITAL is a […]

In 1989, Kimberle Crenshaw published a paper that helped change the way we perceived discrimination. She introduced the word ‘intersectionality’ into the conversation about equality.

The definition of ‘intersectionality’ is “the ‘interconnected’ nature of social ‘categorisations’ such as race, class, and gender as they apply to a given individual or group, regarded as creating overlapping and ‘interdependent’ systems of discrimination or disadvantage.”

Crenshaw made the point that while women, for example, face more discrimination than men, black women face further discrimination, further intensifying their lived experience. By extension, we can keep adding ‘layers’ such as age, class, education, etc., each adding to the person’s privileged or underprivileged position in society.

The concept of intersectionality is a beautiful way to bring the complex nature of humanity back into view. For too long, we have clumped people into groups, painting them with a wide brush of behaviours and expectations.

Intersectionality reminds us of our humanity.  It highlights the complexity of human nature and acknowledges that we are many things, but we are never a singular entity.

We know that, left unchecked, our biases can impact business decisions, and stereotypes can feed into these biases.

One particularly poignant example of a stereotype, that I encountered during a washup discussion in a development centre, will stay with me for a long time.

During the discussion, we considered a participant from Denmark who had performed well but lacked international exposure and experience. A potential development opportunity proposed was for him to take on an international assignment. When mentioned, a senior leader in the client organisation said that in his experience, “Danish people don’t like moving out of Denmark”. 

Whilst based on his personal experience, it was clearly a stereotype, and fortunately, another leader in the discussion commented that in his experience, this wasn’t always the case. The challenge presented was a good one – and helped to prevent a decision from being influenced by bias – but challenging stereotypes and bias is not always easy to do.

Join us for a special edition of our podcast, hosted by Bailey Bell, a managing psychologist at Pearn Kandola who has designed successful DEI programmes for many organisations in the private and public sector. Using his research and his experience, Bailey details the simple missteps that – unless addressed – can be costly to your […]

Neurodiversity has become a buzzword in recent years as companies recognise the competitive advantages of a diverse workforce.

However, a recent study showed a shocking 59% of neurodivergent employees feel unsupported in the workplace, despite 87% of companies saying that they’re prioritising neurodiversity.

Following on from my article on 3 Ways to Support Your Neurodivergent Colleagues, I’ve been looking at the support available to neurodivergent employees in the legal sector.

Welcome to a special edition of our podcast, hosted by Clare Reynolds, principal psychologist at Pearn Kandola.

Embracing Neurodiversity in the Workplace details the benefits of having neurodivergent employees in your workforce and how best to support them, with strategies to foster inclusive environments.

Join Clare, a neurodiversity expert and coach, as she tackles the 3 most prevalent challenges faced by neurodivergent individuals in the workplace.

Uncover the damaging effects of these challenges and arm yourself with 3 practical solutions you can implement immediately to foster a truly inclusive and supportive environment.

At first glance, it may seem that for a leader to excel, they must possess a certain level of popularity to ensure they have support from their followers and are a source of inspiration and motivation.

Indeed leadership elections are often considered nothing more than a popularity competition.

However, popularity is not a simple concept, and not everyone strives for it the same way. Furthermore, for some leaders, popularity is not something they work to achieve – but receive as an outcome of their actions.

But what is it that makes a leader popular? And is it this popularity that creates a good leader?

Pearn Kandola is delighted to partner with GetZeN, a platform designed to promote wellbeing and implement practices to support it in the workplace. Making the workplace Fairer As part of our mission to make the world fairer, we know just how important it is that individuals can be their true selves at work. Employees that […]

Creating a diverse and inclusive workplace is essential for the success of any organisation. When employees feel valued and included, they are more likely to be engaged, productive, and committed to the company’s goals. This article explores six key principles for developing and implementing a successful diversity and inclusion (D&I) programme. By following these principles, […]

  Welcome to our D&I Newscast, hosted by Professor Binna Kandola OBE. Joined each month by one of our business psychologists, Binna and his guests present a fresh perspective on pressing stories from a D&I perspective while keeping you up to date with the latest research in the D&I world. This month’s special guests are […]