New Advisory Board Members

For the second year, organisations with more that 250 employees are expected to publish their UK gender pay gap data by 4th April 2019.

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Global Diversity Practice are delighted to welcome two new members to our Advisory Board. Nick and Clive will provide GDP with guidance and strategic feedback as we enter 2015 and tackle new challenges, new projects and work on a number of exciting ventures. We are incredibly grateful for their assistance and look forward to working with them both to continue delivering excellence in Diversity and Inclusion.

“We are delighted to welcome Nick and Clive to the Global Diversity Practice Advisory Board. Both will bring a fresh perspective and a real depth of experience which will add tremendous value to the Advisory Board. All board members are committed to supporting Farrah and the GDP team in the coming months so that the GDP team can, in turn, make a real difference to the diversity and inclusion of GDP’s client organisations”.
– Wendy Cartwright, Chair of the GDP Advisory Board


Nicholas Creswell, VP of Performance & Talent Management at Thomson Reuters

Nicholas started his career in field sales on the United Biscuits graduate program, before joining the company’s university recruiting team in 1997. He moved to Korn/Ferry in 1999, where he spent four years identifying and attracting executives to leadership roles for consumer products and media companies.

In 2003 he started an MBA with concentration in marketing at London Business School, during which time he also worked as an organisation and communications consultant. On graduation in 2005 Nicholas joined Google, where he established and led technical graduate recruiting in EMEA, helped create and implement the regional employer brand strategy, and worked on key diversity and engagement initiatives.

In 2009, he joined the Strategic Talent team at Thomson Reuters. Based in London, he heads up global work on the company’s Employee Value Proposition, bringing this to life internally and communicating it externally. Nicholas also focuses on the company’s ability to identify, attract and engage the top technologists who shape Thomson Reuters critical and future technologies.


Clive Lewis, Director of Globis Mediation Group


Clive Lewis is a former HR Director and a leading senior HR professional. Much of his work is as a consultant, workplace mediator, trainer and coach. He also works as a senior interim HR professional.He is an ex-Kingfisher and Dixons executive. He is the UK’s most published writer on the topic of mediation in the workplace and is a Fellow of the CIPD. He has mediated and facilitated hundreds of situations and supports customers with cases ranging from one to one first level fall outs and change programmes up to high level multi party complex disputes. Each year he helps hundreds of professionals prepare for and have difficult conversations.

Clive has worked both in and out of the UK at Government level on a range of assignments and was an advisor to the Department for Business and the CIPD on simplifying UK workplace disputes processes. He is a Non-Exec Director of an NHS Foundation Trust. He is the author of twelve books. His widely acclaimed book ‘Difficult Conversations 10 Steps to Becoming a Tackler not a Dodger’ and its accompanying training course were featured in The Sunday Times. The second edition of the book was published on 1st October 2014. He is currently studying towards an MSc in Business Psychology. In 2013 he started the ‘Senior Women’s Luncheon’.

He was awarded the OBE partly for his work in the field of workplace mediation in the Queen’s Birthday Honours List of 2011 and was commissioned as a Deputy Lieutenant in 2012. He is also a Philanthropist and has recently launched the Bridge Builders Mentoring Scheme. The scheme connects schools with business mentors to increase social mobility and employability amongst young males from disadvantaged backgrounds.


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Wendy Cartwright – Chair of GDP Advisory Board – June 2014

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Without doubt, western society is more tolerant now than it was in the 1970s, when equality legislation started to establish rights that we now take for granted.  Over the years, organisations have gradually moved away from pure compliance and the concept of ‘levelling the playing field’. Nowadays many organisations focus more on diversity and inclusivity strategies to establish themselves as employers that are welcoming to all groups of people, and representative of the customers and stakeholders they serve.

The current state of anti-discrimination legislation in Europe is quite sophisticated with multiple ‘protected characteristics’.  Organisations and societal understanding, general tolerance and even celebration of difference are much improved from the late 20th century.  However, even in the areas where it is easiest to measure difference in treatment, such as gender, much evidence of inequality of treatment still exists, although progress is being made.

2013 UK figures showed that on average women working full-time earn £5K less per annum than men. Across the private sector, the overall pay gap was 19.9% – higher than the still substantial gap of 13.6% in the public sector. Of course, this is a much better picture than when the Equal Pay Act 1970 became law, when the gender pay gap in the UK was estimated at circa 45%.

Moreover, the concerted effort that has gone into shining a light on the underrepresentation of women on Boards is beginning to show real progress. In 2011, women only made up 12.5% of FTSE100 Boards. In January 2014, that figure had reached 20.7%, and the UK appears to be on track for reaching its target of women representing 25% of FTSE100 Boards by 2015.

Such progress is laudable, but there is much more to be done. So what might still be holding women back from reaching true equality in the workplace? Could it be that the answer lies with the ‘unconscious biases’ that we all have?

Neuro-psychologists state that our unconscious biases are hard-wired as a basic protective mechanism: we prefer people who look like us, sound like us and behave like us. As we were evolving as a species this protection mechanism was vital to be able to spot and deal with the threats posed by the unknown – such as animal predators or aggressors from a hostile tribe.

Our unconscious brain processes and sifts vast amounts of information looking for patterns – 200,000 times more information than the conscious mind. When the unconscious brain starts to identify patterns it starts to anticipate those connections and begins to wire them together neurally. 

Unconscious bias operates below our conscious awareness.  It results in almost unnoticeable judgements. These judgements lead seamlessly to behaviours, such as helping out someone by prompting them in an important meeting, making allowances for a interview candidate’s nerves or making assumptions about individuals without checking whether those assumptions are right.

Some of the unconscious biases we may hold, for example about women who are mothers, will have a fairly obvious impact on decision making on job offers and assumptions about a woman’s leadership capability.

So let’s take something seemingly unrelated, like the height of a person. Less than 15% of Americans – but nearly 60% of US corporate CEOs – are over 6ft tall. The same pattern is true of military leaders and senior politicians – with most being well above average height.  Could it be that we are pre-programmed to equate height with leadership capabilities?  If so, what is the potential impact on our male/female leadership choices when the average height of women worldwide is 5ft4in and that of men is 5ft9in?

The evidence about the existence of unconscious bias means that a shift in thinking is required.  If we pay attention to and try to mitigate the effects of our own biases, whether they are conscious or not, we will end up with better-balanced businesses, mitigate against group-think and be better placed to deal with the increasingly global market-place and major demographic shifts.

And that infamous glass ceiling that women face in organisations and wider society might just be broken forever.