by Dr Ghiwa Dandach and Huyen Le

In boardrooms and business forums across London, diversity and inclusion (D&I) remain high on the agenda. But as we reflect on how far we’ve come, perhaps it’s time to ask: how do those about to enter the workforce actually experience these efforts? What does D&I look like from the viewpoint of the future talent pool?

As a lecturer working daily with a diverse cohort of students from across the globe, I’ve had the privilege of hearing candid insights that business leaders rarely get to access. These are not just abstract academic perspectives; they are lived realities, often shaped by previous work experience, cultural values, and aspirations to thrive in UK workplaces.

Future talents see beyond policies
Many students express admiration for the UK’s progressive stance on inclusion—but they are also quick to point out where ideals and practice diverge. They notice when inclusion feels performative rather than genuine; when opportunities exist in name but are not matched by support; when cultural intelligence is discussed, but not deeply embedded.

These future professionals are not just looking for diverse environments—they’re looking for workplaces that know how to leverage diversity through ethical leadership. They’re watching how leaders show empathy, embrace difference, and create psychologically safe spaces where all voices are heard.

Why this matters to business
For London’s AB1 business community, these observations are more than moral considerations—they’re strategic imperatives. Employers seeking to attract and retain top talent must understand how they’re perceived by that talent. A diverse workforce alone is no longer enough. Without intentional efforts to foster inclusion—where individuals feel safe, valued, and empowered to contribute—organisations risk losing out on innovation, performance, and loyalty.

Research from McKinsey back in 2015 shows that companies in the top quartile for ethnic and cultural diversity on executive teams are 33 per cent more likely to outperform their peers on profitability. But the real differentiator lies in how well organisations harness that diversity. Cultural intelligence – the ability to relate and work effectively across cultures – has been linked to stronger team dynamics, better decision-making, and greater innovation. Deloitte’s research (2020) reinforces this, showing that a strong sense of belonging can lead to a 56 per cent increase in job performance and a 75 per cent reduction in employee sick days. Yet only 13 per cent of organisations feel very ready to address this challenge. This gap between aspiration and execution highlights a critical truth: diversity is a starting point, not the destination.

To truly unlock the benefits of a diverse workforce, companies must move from policy to practice. This means embedding inclusive leadership, rethinking team structures, and creating environments where all individuals – across ethnic, generational, neurodiverse, and socio-economic lines – can thrive. Inclusion is not just a people issue. It’s a business imperative.

What can businesses do?
Here are three practical tips informed by both classroom discussions and real-world observation:

  • Create feedback loops with future talent
  • Partner with local universities or business schools to hear directly from students. Not as a token gesture, but as ongoing dialogue. Internships, guest lectures, focus groups – these are opportunities to learn what’s working and what’s not.
  • Embed ethical leadership in management training
  • Inclusion starts at the top, but it must cascade through middle managers and teams. Provide training that goes beyond compliance and focuses on empathy, fairness, and self-awareness.
  • Rethink representation and progression
  • Inclusion isn’t just about hiring diverse people – it’s about ensuring they progress. Track data on promotions and leadership development. Ask who gets mentored and who doesn’t. Equity is about outcomes, not just access.

Educators and employers in dialogue
At the University of the West of Scotland, we believe the future of work is one built on collaboration between educators and employers. That’s why we’re inviting forward-thinking business leaders to join us for a focused roundtable conversation – bringing together industry and academia to explore the evolving skills, mindsets, and inclusive practices today’s graduates need to thrive.

This isn’t just another panel discussion. It’s a chance to:

  • Share the real skills, behaviours, and qualities your organisation values.
  • Understand what future employees are looking for in inclusive, high-performing workplaces.
  • Build relationships with a university committed to developing ethically minded, work-ready professionals from diverse backgrounds.

If you’re a business leader who cares about building a more inclusive, innovative and resilient workforce, we’d love to hear from you. Let’s build a smarter city – one ethical leader at a time. If you’re an employer looking to shape a more inclusive and future-ready business culture, we’d love to hear from you. Let’s build a smarter city – one ethical leader at a time.

Dr Ghiwa Dandach is Lecturer in Business School, and Ms Huyen Le, career advisor, at the University of the West of Scotland London
www.uwslondon.ac.uk