Categories Capability: Diversity & Inclusion Strategy (DE&I)

Aiding Career Progression and Goals for Returning Mothers

Motherhood is an important milestone for many working women, and it often comes with a period of adjustment when returning to work. Many new mums come back with the same, if not greater, career goals and aspirations as before, while balancing new responsibilities at home and at work. This transition can involve practical changes, from arranging childcare to managing flexible hours, as well as recalibrating expectations and boundaries in the workplace.

In our work with leadership teams and candidates, we see this return-to-work phase as a moment that shapes confidence, engagement, and long-term career progression. How organisations respond during this period matters not just for retention, but for career momentum and the strength of leadership pipelines.

Challenges for New Working Mothers: A Global Snapshot

Across markets, returning mothers often face similar pressures, although the level of support available to them varies significantly by region, sector, and organisational culture.

In the UK, research continues to highlight how difficult the transition back to work can be. A UK-based study found that 84% of mothers experienced challenges when returning from maternity leave, with one in ten ultimately choosing to leave their roles. Childcare remains one of the most cited barriers, influencing not only whether women return, but how sustainably they are able to continue in their careers. More recent research involving both mothers and fathers reflects a similar reality, with a significant proportion of mothers reporting that having children has affected their career aspirations. These findings do not point to reduced ambition, but to the practical and structural pressures that shape decision-making at this stage.

Similar patterns appear elsewhere. Long-term research in Denmark has shown that the so-called motherhood penalty plays a significant role in widening the gender pay gap over time, accounting for a substantial share of earnings disparity. In South Korea, studies indicate that motherhood can lead to a sharp reduction in long-term income and narrower opportunities, particularly in male-dominated fields.

Support, however, can make a meaningful difference. In South Korea, women find stronger employment opportunities in sectors with higher female representation, while in the UK, shared parental leave allows families to balance responsibilities, helping mothers return at a pace that suits their circumstances

These patterns show that thoughtful organisational practices can create real, practical pathways for continued career growth. Outcomes improve when workplace design reflects the realities of working life. When it does not, talented professionals often make choices driven by necessity rather than ambition.`

Workplace Support After Maternity Leave

Returning from maternity leave is not a single moment, but a transition that unfolds over time. Organisations that recognise this tend to retain talent more effectively and maintain stronger engagement across teams. Support does not require complex policies. It requires consistency, awareness, and leadership attention.

Leadership that creates confidence

The role of managers is central to how returning mothers experience the transition back to work. Leaders who approach this period with empathy, clarity, and openness help build trust quickly. This means being available for conversation, setting realistic expectations, and creating space for feedback as individuals find their footing again. Strong leadership at this stage enables returning mothers to raise concerns early and continue performing with confidence.

Flexible working that reflects reality

Flexible working arrangements can make a meaningful difference during the return-to-work phase. Options such as hybrid or remote working, staggered hours, or phased returns help reduce pressure and support sustained performance. These arrangements are most effective when they are clearly communicated and treated as part of normal working practice rather than an exception. Practical considerations, including access to appropriate facilities and equipment, also signal that the organisation has planned for this transition rather than responding reactively.

Ongoing communication and connection

Regular check-ins and clear communication help maintain connection and alignment. Returning mothers benefit from knowing what is expected of them, how their role may have evolved, and where opportunities for development remain. Consistent dialogue also allows managers to identify challenges early and ensure that career progression remains visible and achievable.

Final Thoughts

Becoming a mother should not limit someone’s ability to progress or succeed in their career. For organisations, the return-to-work phase represents an opportunity to retain experience, protect leadership pipelines, and reinforce a culture built on trust and inclusion.

HR teams and leadership groups play a key role in shaping this experience. By responding thoughtfully to the realities returning mothers face, organisations can support continued career growth while strengthening long-term performance.

At JMR, we work closely with leaders and organisations navigating these transitions, and we see the impact that considered, human approaches have on both individuals and businesses.

Supporting returning mothers is not a short-term initiative. It is part of how organisations demonstrate what they value and how they invest in the future of their leadership.`

Further insights on supporting women through career transitions:

For leaders and HR teams looking to understand lifecycle stages beyond maternity leave, our article on Navigating Menopause: Women in the Executive Workplace offers practical guidance on sustaining performance and engagement across all stages of a woman’s career.

Designing Interviews for Neurodiverse Talent

Making Executive Recruitment More Neurodiverse-Friendly

Neurodivergent individuals bring extraordinary skills, creativity, and perspectives to the workplace, but they are often overlooked during recruitment. Conditions such as autism, ADHD, social anxiety, and learning differences like dyslexia and dyscalculia can make conventional interviews challenging. As a result, some of the most capable potential hires miss out, and organisations miss the chance to tap into exceptional executive talent.

The good news is that hiring professionals can bridge this gap. By rethinking the interview process, setting clear expectations, and highlighting candidate strengths, companies can unlock a broader talent pool and create an environment where neurodiverse individuals can thrive. 

How can organisations do this? With tailored interview practices and thoughtful design, hiring teams can unlock executive talent that might otherwise be missed. Explore our recommendations below and see how your organisation can benefit.

Clearing Biases

First, it’s important to reflect on any unconscious assumptions about neurodivergent candidates. Everyone in your hiring team benefits from understanding the unique strengths and challenges of differently abled talent. Resources from groups like ADHD UK or Enna can be invaluable, and formal steps, such as becoming a Disability Confident employer, signal to candidates that your organisation is genuinely inclusive.

After all, creating trust starts with demonstrating openness and credibility.

Clarity in Job Descriptions and Interview Flow

Neurodiverse individuals thrive on certainty and structure. Clear, concise job descriptions and interview outlines help them understand expectations and prepare effectively. Avoid ambiguous language or corporate jargon; simple, precise phrasing goes a long way.

Providing a short guide on the interview process: how it will flow, who they’ll meet, and what to expect helps candidates focus on showcasing their skills rather than worrying about logistics.

Creating Conducive Spaces

The environment matters. Crowded, noisy, or poorly lit spaces can be overwhelming. Wherever possible, offer a quiet, well-lit setting for interviews. If your office space is limited, consider alternative venues such as a calm co-working area or a secluded café.

Small adjustments like this send a powerful message: your company values all candidates and wants them to perform at their best.

Tools, Techniques, and Practical Adjustments

Sometimes, the right tools make all the difference. Allow candidates to bring notes, use a whiteboard, or illustrate ideas visually. Offering items like headphones or pens can help them communicate clearly, even if verbal responses are challenging. You can also consider sharing sample questions or key topics ahead of time, giving candidates the chance to prepare and showcase their skills in the best possible way.

During interviews, focus on specific, skills-based questions rather than broad, open-ended ones. This ensures candidates can demonstrate their expertise without being hindered by social or sensory challenges.

Trial Days: Seeing Talent in Action

For some roles, a conventional interview may not reveal a candidate’s full potential. A trial day or practical task allows hiring teams to observe real-world performance and cultural fit. This approach not only levels the playing field but provides insight into a candidate’s problem-solving, creativity, and approach to work – qualities often overlooked in traditional interviews.

The Strategic Advantage

Adapting recruitment through tailored solutions doesn’t just create a fairer process, it also gives organisations access to extraordinary executive talent. Neurodiverse leaders can bring fresh perspectives, innovative problem-solving, and dedication to the roles they excel in. By making your interview process inclusive, you strengthen your leadership pipeline, enhance trust with candidates, and signal a long-term commitment to diversity and future success.

Ready to strengthen your leadership pipeline with neurodiverse talent? Get in touch to explore tailored executive recruitment solutions that work for all candidates.

Why DE&I Matters in Executive Recruitment Today

Diversity, equity, and inclusion (DE&I) is no longer a ‘nice to have’—it’s a strategic advantage. At JMR Global, we see it as essential to building leadership teams that drive real impact. Inclusive hiring doesn’t just reflect values; it delivers measurable business outcomes.

Leadership Sets the Tone

DE&I starts at the top. When organisations prioritise inclusive leadership, it shapes culture, decision-making, and organisational resilience. Executive talent with diverse experiences and perspectives brings fresh thinking, better problem-solving, and stronger connections across teams and markets. Isn’t that the kind of leadership every company needs today?

The Business Case for Inclusive Hiring

Research consistently shows that diverse leadership teams outperform their peers. Companies with inclusive boards and executive committees tend to make more innovative decisions, respond faster to challenges, and attract top-tier talent globally. At JMR, we know that tailoring executive search to embrace DE&I isn’t just the right thing to do. This is a differentiator for our clients.

Equitable Processes, Better Outcomes

Equitable hiring is about more than ticking boxes. It’s about removing barriers, expanding networks, and identifying talent that might otherwise be overlooked. By focusing on skills, experience, and potential rather than pedigree alone, we help our clients build leadership teams that are not only diverse but aligned with their strategy and culture.

Making Our Network Your Network

Our global reach allows us to connect organisations with exceptional executive talent across industries and geographies. But more importantly, it allows us to make our network your network, ensuring that your leadership team reflects the full spectrum of perspectives, experiences, and insights needed to succeed in a fast-changing world.

Looking Ahead

DE&I in executive recruitment isn’t a trend—it’s the future of leadership. Companies that embrace inclusive hiring today are better positioned for sustainable growth, innovation, and long-term success.

At JMR Global, we’re here to guide that journey. From tailored executive search to ongoing support for leadership teams, we combine expertise, insight, and partnership to ensure that DE&I drives real outcomes for both clients and candidates.

Why Requesting Payslips at Offer Stage Is Poor Practice – And What Employers Should Do Instead

In today’s hiring landscape-especially at the executive level-organisations cannot afford practices that undermine trust, equity, or candidate experience. Yet one outdated habit persists across industries: asking candidates to provide recent payslips during the offer stage.

While often justified to “verify” salary or benchmark an offer, this approach is increasingly recognised as poor practice. It creates inequities, damages employer reputation, and ultimately prevents businesses from securing the talent they want.

Below, JMR Global CEO Jo MacDonald explains why requesting payslips is harmful and what progressive employers should be doing instead.

  1. It Embeds Historical Pay Inequality into Future Roles

Linking a new salary to someone’s previous pay risks carrying past inequities forward. This especially affects candidates from underrepresented groups, who statistically receive lower compensation even when equally qualified.

When employers anchor offers to what someone used to earn, they are unintentionally:

  • Reinforce gender and ethnicity pay gaps
  • Penalise candidates who were previously underpaid due to sector, geography, negotiation confidence, or organisational constraints
  • Limit their ability to attract senior talent who expect market-aligned offers

Simply put, previous pay is not a proxy for value-and shouldn’t be treated as one.

  1. It Creates Anchoring Bias and Unfair Negotiation Dynamics

Revealing salary history sets a psychological “anchor” that shapes the entire negotiation. Even well-intentioned employers can end up framing the offer around that figure, rather than assessing:

  • The role’s responsibility level
  • Market benchmarks
  • Internal pay structures
  • The candidate’s proven impact

Candidates often describe this as “negotiating against themselves,” and research shows they’re right. Once an anchor is set, it’s incredibly difficult to move beyond it -usually to the candidate’s detriment.

  1. It Violates Candidate Privacy and Can Breach Confidentiality

Payslips contain sensitive personal data, including:

  • Tax codes
  • National Insurance numbers
  • Pension contributions
  • Bonus structures
  • Employer financial information

Under UK GDPR, employers have a responsibility to avoid unnecessary handling of confidential data. Many candidates believe – and rightly so – that this information is strictly between themselves and their current employer.

In an era of increasing pay transparency legislation, asking for payslips is viewed by many professionals as intrusive and inappropriate.

  1. It Suggests Poor Organisational Culture

Requiring payslips sends unintended messages, such as:

  • “We don’t trust you.”
  • “We want to pay as little as possible.”
  • “We prefer negotiation tactics over structured compensation.”

High-calibre candidates often withdraw from processes when asked for payslips, interpreting it as a red flag about how the company treats employees.

Several recruiters and candidate communities publicly advise jobseekers to walk away from employers who insist on this practice. In other words, you’re not only harming equity – but you’re also harming your talent brand.

  1. It’s Being Phased Out by Legislation Globally

Countries across Europe and the U.S. are implementing salary history bans, making it illegal to ask candidates what they previously earned. While the UK has not yet adopted a formal ban, it is actively considering similar measures as part of broader pay transparency reforms.

Leading UK bodies – including the Recruitment & Employment Confederation – have already called for employers to stop requesting payslips.

Forward-thinking organisations are getting ahead of the curve now.

So, What Should Employers Do Instead?

JMR Global recommends several best-practice alternatives that maintain fairness, data privacy, and strong candidate relationships.

  1. Use Market-Based Compensation

Base salaries on:

  • Industry data
  • Role level and responsibility
  • Geography
  • Internal benchmarking

This ensures fairness and competitiveness.

  1. Implement Clear Salary Bands

Structured, transparent pay ranges:

  • Protect internal equity
  • Support objective decision-making
  • Reduce reliance on negotiation skills
  • Eliminate arbitrary or inconsistent compensation
  1. Evaluate Candidates on Skills, Not Salary History

Assess:

  • Capability
  • Cultural contribution
  • Leadership experience
  • Technical competencies

This shifts hiring decisions to what truly matters: future performance.

  1. Verify Employment, Not Earnings

If required, background checks can confirm:

  • Dates of employment
  • Job titles
  • Responsibilities

All without intruding into personal financial information.

  1. Share the Salary Range Upfront

This promotes transparency and encourages open, honest conversations about expectations. It positions the employer as mature, modern, and respectful of candidates.

How Candidates Should Respond to Payslip Requests

If candidates encounter this request, JMR advise they:

  • Politely decline and explain their preference for market-based conversations
  • Redirect by asking for the budgeted range
  • Protect their privacy by referencing confidentiality obligations
  • Evaluate the cultural fit if the employer insists
  • Focus on expectations, not history, if numbers must be discussed

The Bottom Line

Requesting payslips at the offer stage is more than an outdated habit – it creates inequities, erodes trust, and risks losing exceptional talent.

Modern recruitment focuses on:

  • Transparency
  • Fairness
  • Skills-based evaluation
  • Market-driven compensation

Employers who embrace these principles not only make better hiring decisions – they also strengthen their employer brand and attract the leaders they need.

First Jobs to Future Leaders: Bridging South Africa’s Talent Divide

My return to South Africa earlier this year has given me many insights. I’ve listened to stories, heard different perspectives, and reflected on the realities leaders and young people are facing.

Through these conversations, I’ve been struck by a paradox. On one hand, too many of our young people remain unemployed, despite being bright, eager, and capable. On the other hand, many businesses I meet are struggling to find experienced senior leaders with the depth and breadth to navigate today’s complexities.

At first glance, these might seem like opposite challenges: an oversupply of entry-level talent and an undersupply of leadership. But in truth, they are deeply connected. If we approach them with intentionality, one can become the solution to the other.

South Africa’s Youth Challenge: Signs of Progress

South Africa’s youth unemployment rate is one of the highest in the world, the statistics are sobering. Yet, there are also sparks of hope.

The Business Process Outsourcing (BPO) sector is one of them. In the past year alone, Cape Town’s BPO industry created more than 10,000 new jobs, adding billions of rands in foreign investment according to City of Cape Town Economic Growth MMC, Alderman James Vos. Many of these roles went to first-time earners, often women from low-income backgrounds.

Organisations such as CapeBPO and BPESA are intentionally driving the development of training and placement ecosystems for young people, partnering with colleges, government, and industry to create meaningful pathways into work. I’ve had the privilege of seeing how this changes not just individual lives, but entire households. A young person who gains employment brings confidence, dignity, and stability to their family.

This matters. Because beyond the statistics, what we are really talking about is human potential and the belief that our youth deserve the chance to build futures. The opportunity for leaders is clear: it is not only about creating jobs, but about enabling pathways. The real challenge (and opportunity) lies in how we support these first roles to become stepping stones toward lasting careers.

The Leadership Gap: a shallow bench

At the same time, senior executives in fast growing sectors like BPO are voicing a different concern: “As the industry scales, where will our next generation of leaders come from?” 

The reality is that South Africa has a thin pipeline of leaders with international exposure, transformation experience, and the capabilities needed to lead both businesses and people through complexity. Too often, the same handful of individuals are approached for senior roles. This isn’t sustainable. Without building the skills that enable leaders to grow and succeed, we risk setting people up for failure instead of preparing them to thrive

In my career across Europe, Africa, and global markets, I’ve seen the same challenge emerge in different forms. Leadership today requires far more than technical expertise. It demands judgement, adaptability, and the ability to bring people along through uncertainty. These skills are rarely taught in classrooms. They are honed through intentional development and real-world stretch experiences.

Connecting Youth Potential with Leadership Needs

This is where the opportunity lies. I know how tough it can be to invest in leadership development when budgets are tight and demands on leaders are relentless, as they so often are in BPO. But even small, creative steps can help build the capabilities we need. Pathways that move young people from first jobs into leadership potential don’t have to be grand. They simply have to be intentional.

The BPO sector has proven that young South Africans are resilient, creative, and ambitious. The question now is: how do we ensure they don’t remain at entry level, but grow into the leaders our businesses need?

Rethinking How We Grow Future Leaders

From my conversations with boards and leadership teams, I’ve heard many ideas about how we might begin to close these gaps. None are simple—funding, time, and leadership support all play a role. But there are a few areas where intentional focus could make a meaningful difference:

  1. Invest early in leadership skills

Technical training alone won’t close the gap. From the first day a young person joins, we can begin to embed development in communication, problem-solving, and critical thinking. These skills take time, but they are the foundations of leadership.

  1. Create visible pathways

Entry-level roles work best when they are the start of a journey, not the end. Mapping out steps from team leader to supervisor to manager while making them visible, helps people see a future worth working toward. Even small signals of progression can make a big difference.

  1. Pair experience with potential

Too often, talented people are promoted before they’re ready, which can set them up for failure. The real opportunity is to match emerging leaders with mentors and structured support, so they grow the capabilities needed to lead both people and business with confidence.

  1. Lead with the future in mind

Executives carry the responsibility of building tomorrow’s leadership bench. This is not easy: budgets, time, and competing priorities, these all play a role. However, keeping people at the centre of long-term planning is what sustains organisations.

  1. Leverage industry collaboration

Bodies like CapeBPO and BPESA are already bringing business, education providers, and government together to create pathways. Building on this valuable work, and extending similar models into other sectors, could unlock even greater impact.

What South Africa Can Learn from Global Markets

In other countries where I’ve worked, whether in Europe or Asia, leadership pipelines are deliberately cultivated. Companies identify high-potential individuals early and give them structured opportunities to rotate across functions, geographies, and challenges.

South Africa has the talent to do the same. What’s needed in the BPO sector is a consistent commitment to invest in people. It’s not just in creating entry-level jobs, but in developing the skills and experiences that turn those first roles into long-term careers.

A final reflection

Leadership, at its core, is less about brilliance than about clarity, courage, and care for people. I believe South Africa’s young people have all the raw ingredients to become extraordinary leaders.

The task for business leaders is to strike a balance: creating jobs while also building careers. That means not only opening doors, but equipping young people with the tools and development to grow into leadership roles.

If we can do that, we won’t only close the skills gaps. We will build a generation of leaders who carry South Africa forward with resilience, creativity, and purpose.

As boards and executive teams, it may be worth pausing to reflect on the strength of your leadership pipelines. Where is the next layer of leaders being developed? Are there visible pathways for young people to rise? And is there clear accountability for making this happen? These kinds of reflections, approached with intention, are often where meaningful shifts begin.

At JMR, we partner with organisations to move beyond succession planning as a static exercise. From my experience, when pipelines are treated as living systems such as connecting youth potential with leadership development, they are far more resilient. Our role is to walk alongside organisations in strengthening these pipelines, contributing structure and perspective to support their long-term success.

If your organisation in Africa is grappling with these questions, I’d welcome a conversation. Sometimes the first step is simply creating clarity together.

The New Executive Playbook

Skills for Leading Workforce Change

Executives today face unprecedented challenges that demand a fresh mindset and innovative skills to drive workforce transformation. At every level – whether in the boardroom or on the frontlines – leaders are key players in fostering adaptability and resilience.

This article explores the essential skills and approaches executives need to navigate shifting demands, future-proof their teams, and build a growth-oriented culture that keeps organisations competitive.

Board/NED

For Non-Executive Directors, adaptability in leadership is about foresight and governance, ensuring the company’s strategies are not only profitable but sustainable and future-proof.

Key focuses for NEDs include:

  • Long-Term Vision for Sustainable Growth: As stewards of organisational resilience, board members and NEDs must advocate for strategies that balance profit with purpose. This includes aligning the company’s long-term vision with ESG (Environmental, Social, and Governance) principles to support sustainable business practices.
  • Oversight on Adaptive Leadership Development: Board members should prioritise adaptive leadership development within the executive team, ensuring that succession planning aligns with the demands of tomorrow’s market. This includes championing continuous learning and diversity within leadership pipelines.
  • Regulatory and Ethical Responsiveness: Board members and NEDs are key in guiding organisations through regulatory changes and upholding ethical standards. This role requires a keen awareness of emerging trends and an unwavering commitment to ethical, transparent decision-making.

C-Level

At the C-suite level, transformation involves more than setting a vision – you need to be able to create a culture that continually adapts to disruption and fosters forward-thinking strategies.

Key focuses for C-level leaders include:

  • Digital Fluency and Agility: As stewards of digital innovation, C-level leaders are expected to understand and leverage advanced technologies like artificial intelligence (AI), predictive analytics, and cybersecurity to inform strategic decisions. Developing this digital literacy enables them to adapt strategies swiftly and address risks as they emerge.
  • Holistic Change Leadership: Effective change management goes beyond directives; C-level leaders are increasingly adopting communication styles and coaching approaches that actively engage and guide teams through transitions. This leadership style encourages a strong alignment with the company’s mission and creates a foundation of trust across the organisation.
  • Cross-Functional Perspective: C-level leaders benefit greatly from executive coaching and opportunities for cross-functional exposure, as these experiences foster a holistic view of the business that enhances their ability to make well-rounded strategic decisions.

V-Level

Vice Presidents bridge the C-suite vision with on-the-ground implementation. Their role is one of both strategy and hands-on guidance, meaning they must foster a culture of empowerment and skills development that aligns with evolving organisational priorities.

Key focuses for V-level leaders include:

  • Building Resilient Teams: Vice Presidents need to prioritise workforce agility by facilitating ongoing skills development, such as data fluency and agile project management, that aligns with their teams’ unique demands. These competencies are becoming integral for teams that must pivot quickly to meet new challenges.
  • Coaching and Succession Planning: As mentors to the next generation of leaders, Vice Presidents should champion inclusive talent development practices, building teams that reflect diverse strengths and perspectives. This approach fosters resilience and creates a sustainable talent pipeline for future leadership.
  • Clear Alignment with Company Vision: Vice Presidents are often tasked with translating high-level strategic initiatives into actionable team objectives. Ensuring that these directives resonate with the broader organisational mission requires a transparent, values-driven leadership style that resonates with team members.

D-Level

Directors play an instrumental role in putting strategy into practice, where adaptability and proactive problem solving skills are essential. Directors must hone their ability to manage cross-functional initiatives that drive organisational change at a tactical level.

Key skills for Directors include:

  • Adaptable Project Management: Directors need advanced skills in agile project management to lead teams effectively through ongoing change. This means fostering collaborative environments where cross-functional teams can innovate and deliver high-impact results in alignment with overarching goals.
  • Interdepartmental Collaboration and Problem-Solving: In rapidly changing environments, Directors are often the first to encounter operational challenges that require immediate action. Building interdepartmental connections and real-time feedback mechanisms allows Directors to implement quick, data-informed solutions.
  • Real-Time Leadership and Feedback: With day-to-day oversight of team performance, Directors benefit from a style of leadership that incorporates ongoing feedback and iterative problem-solving, fostering a culture of learning and improvement.

Leaders across every level – from D-Level right through to the board – are important in building a resilient, future-ready workforce. Through a commitment to skills development and adaptive strategies tailored to their roles, they foster a culture of flexibility, sustainability, and innovation, positioning their organisations to thrive amid uncertainty.

© JMR 2026