Communication is key for bringing equality to the workplace

Esther Mukuka

By Dr Esther Mukuka FCIPD, National Institute for Heath Research

As part of our Authenticity in the Workplace project, we invited students to submit questions to professionals from a wide range of sectors and backgrounds, including individuals who identify with diverse communities. These conversations offer valuable insights into what authenticity means in different contexts.

As a parent, how do you balance your professional responsibilities with caregiving duties, and what support or accommodations have you found helpful in maintaining that balance?

I’ve learned that chasing a perfect work/life balance can be exhausting. Just when you think you’ve figured it out, something shifts. A sick child, an urgent deadline, or an unexpected life demand can knock everything off course.

Over time, I realised that balance isn’t something I can lock in. What matters far more is having clear ways of working and giving myself enough flexibility to adapt when life inevitably changes.

I chose a four-day week because it gives me the space I need. It lets me work longer hours when it makes sense, and it gives me a full extra day to be present with my family. Working compressed hours has created room in my week for focused work and dedicated caregiving. I genuinely feel more productive, and it has eased a lot of the guilt that can come with stepping away from my child to get things done.

None of this works if it isn’t communicated openly. Clear, honest conversations with my employer make all the difference. When everyone understands the expectations, it becomes so much easier to adjust when circumstances shift. That transparency gives you a foundation to have the right conversations at the right time, and it makes whatever structure you choose far more sustainable.

How do you navigate conversations about race and ethnicity in the workplace, especially in environments where diversity may be lacking?

Conversations about race and ethnicity can feel uncomfortable, especially in workplaces where diversity is limited, but they matter. They are the starting point for challenging the status quo, celebrating the differences that make us stronger, and creating the change we need to see.

Naming the issue is the first brave step. Naming it clearly and without apology signals that you are willing to face what others may avoid. The second step is grounding your message in evidence. Facts give weight to your words and help you move beyond opinion into action.

If you are trying to shift organisational culture or influence systems, that evidence becomes your anchor. It strengthens your conversations and gives boards and senior leaders a clear sense of urgency and responsibility.

There is a recognised need to have more women in power positions. What are companies doing differently to see that change?

The economic and moral case for having more women in senior positions has been clear for a long time, and organisations are finally treating it as a priority rather than a side project. We’re seeing a more deliberate focus on changing structures and systems so that progress isn’t left to chance.

Companies are setting specific targets as part of positive action initiatives, investing in building a stronger talent pipeline through leadership programmes and mentoring, and weaving inclusion into the core of their business strategies instead of treating it as an add-on.

In my own organisation, we’ve introduced positive action programmes designed to increase the representation of women in senior leadership. It’s a step toward creating a leadership culture that reflects the talent and diversity already present within our workforce. 

Find out more about authenticity in the workplace and the experiences of professionals from a wide range of sectors and backgrounds.