New help for employers looking to diversify their workforce

See Potential is backed by over 100 progressive employers like KPMG, Eversheds and Tesco and endorsed by the CBI, FSB and IOD. Their CEOs are encouraging other Employers to review their recruitment practices and sample the business benefits of more open-minded recruitment.

What is See Potential?

See Potential is an employment campaign, backed by business people like Sir Richard Branson, Deborah Meaden and Simon Cowell, showcasing the talents and business benefits of hiring people from disadvantaged groups. These can include the long-term unemployed, ex-offenders, care leavers, recovering addicts, homeless people and single parents. The campaign seeks to challenge negative perceptions and attitudes towards candidates from these groups and encourage employers to recruit more of them. See Potential celebrates the work of employers who provide jobs and training opportunities to people from disadvantaged groups, showing other businesses why it’s worth their while reviewing their recruitment practices. We use real-life testimony from individuals and employers to illustrate the personal, societal and business benefits of giving people a chance in the world of work.

See Potential

Who supports the campaign?

Sir Richard Branson, Deborah Meaden and Simon Cowell are See Potential ambassadors and the campaign now has the backing of more than 100 employer organisations. They include well-known brands, like Tesco, Marks & Spencer, Costa Coffee, National Grid, BAE Systems, Eversheds, Admiral, Fujitsu, Marriott, Carillion, Hyundai, Virgin and EY, as well as growing numbers of SMEs. They all have open recruitment policies and are leading the way with their more inclusive approach to finding fresh talent. See Potential is endorsed by the Confederation of British Industry (CBI), Federation of Small Businesses (FSB), Chartered Institute of Personnel and Development (CIPD), Institute of Directors (IOD), The Prince’s Trust, The Big Issue, Business in the Community (BITC), Nacro and many others. They all believe businesses should double their efforts to tap into the valuable skills, energy and insight that candidates from disadvantaged groups can bring to businesses.

What are the benefits?

Evidence suggests that people from disadvantaged groups can become some of your best employees. They go the extra mile to secure results, tend to stay in a job for longer, have a strong commitment to their employer and lower rates of absenteeism. BITC research shows clear business benefits in becoming more inclusive, with over 90 per cent of businesses saying it’s been advantageous and 92 per cent saying it’s enhanced their reputation. Two thirds report that it has boosted skills levels across their workforce and around half say it’s even benefited them financially. See Potential is also about taking pride in being socially responsible. Six million of us will be homeless at some point in our lives. Ninety-seven per cent of homeless people want to work*, but a recent survey** indicates that only 7% of employers say they recruit homeless people. Giving people from disadvantaged groups a chance can help get their lives back on track. It is not only good for individuals but also for society. For instance, employment is proven to reduce re-offending by 33-50% .

More information about See Potential

So, becoming more representative of the communities you serve doesn’t just help change lives – it can help strengthen your business and have huge benefits to society too

Transforming care in England

One of the  challenges identified by the Kings Fund for the NHS in England is developing new and better models of care – they write:

The ageing population, changing patterns of disease – with more people living with multiple long-term conditions – and rising public and patient expectations mean that fundamental changes are required to the way in which care is delivered (see Transforming the delivery of health and social care: the case for fundamental change).

What should be done?

Realising this transformation will require a radical shift to involve individuals more fully in their own health and care. This will include making shared decision-making a reality, giving people the support and information they need for effective self-management, involving families and carers, giving people personal budgets where appropriate, and engaging people in keeping healthy. The evidence is clear: most people want to be more involved, and when they are, decisions are better, health and health outcomes improve, and resources are allocated more efficiently.

Health Care

Much greater priority should also be given to public health and prevention. Because of the complex range of influences on population health, this will require collaboration between the NHS, local government, the third sector, employers and others. It will also require action by government, as exemplified by the proposed levy on the soft drinks industry to help tackle childhood obesity. We have outlined opportunities for local authorities to use their powers to improve the health of their populations as part of a broader move towards population health systems.

The implementation of new care models should build on those outlined in the NHS five year forward view. Closer clinical and service integration is needed between hospitals, community services and general practices, health and social care, and physical and mental health. Our work has described examples of specialists working more closely with primary care teams and of general practices collaborating in federations and networks to show how new care models can contribute.

We need a workforce that is fit for purpose, able to adapt to changing demographics and aligned to the new care models outlined in the Forward View. To address this, a national workforce strategy is needed to attract, train, retain and develop the talent it requires to succeed in the long term. This strategy should include consideration of remuneration, training, culture and career development.

We also need to embrace innovations in digital and other technologies, for example, implementing an electronic care record to facilitate access to information about patients wherever they seek care.

“The challenges are immense and the outcomes could be for better or worse”