Latest News

IR35 breakfast briefing

By | Latest News

Understanding, preparing and planning for IR35

On Wednesday 18th July, expert speakers provided invaluable insight and guidance to a packed-out audience, during an Investigo-hosted seminar that aimed to advise clients how to prepare and plan for the impending private sector IR35 reform.

The IR35 seminar formed part of Investigo’s continued support for and partnership with our clients, and with over 100 people in attendance it certainly proved a popular subject.

IR35 was introduced by HMRC to tackle “disguised” employment – that is, to determine whether a contractor is working independently and through their own limited company or as an employee of an organisation. In April 2020, the same regulations will apply to contractors in the private sector.

Welcomed by Marie Cuffaro who heads up our new consulting service, Investigo Consulting Solutions, delegates enjoyed two in-depth presentations; the first by Kevin Barrow, partner at international law firm Osbourne Clarke. Osbourne Clarke have been advising on IR35 since 1997, when it was first proposed for contractor and sub-contractor workforces.

Kevin opened his presentation by speculating that Investigo’s breakfast briefing may indeed be the first seminar on IR35 since the draft legislation was introduced on 11th July.

He continued to explain that with high-profile tax avoidance cases frequenting the media spotlight, HMRC have taken a more stringent approach to defining the tax status of contractors and sub-contractors. As such, April 2017 saw IR35 rolled out for the public sector, and the autumn budget of the same year announced the proposed reform of the private sector. Indeed, HMRC estimate they could lose £1.2 billion in tax avoidance if legislation is not brought in for the private sector.

In the majority of cases, the public sector’s response to IR35 was to blanket every contractor as being inside IR35 – that is, deemed an employee. But what can be learnt from the impact on the public sector for the private sector? This is where our second speaker Matthew Bullen took to the floor.

Matthew was previously a senior civil servant and so provided an insight on his experience of the impact IR35 had on the public sector – and essentially, what lessons could be learned ahead of the private sector reform.

Observations included the importance of effective communication, as it is often fear of the unknown, a lack of information and assumed understanding that hinders adjusting to new legislation. Above all else, communication helps to negate unnecessary panic. Effective planning and critical decision making are also key in order to mitigate risk; for example, is a blanket approach to bring all contractors inside IR35 or should they be assessed on an individual basis?

This and many more questions were also raised during a highly engaged Q&A session to conclude the event.

Commenting on the IR35 seminar, Investigo Consulting Solutions Director Marie Cuffaro said: “Our IR35 Client Seminar was a huge success, there wasn’t one empty seat in the room. We’ve had some fantastic feedback from clients already, many of whom are eager to attend future sessions on IR35 and similar subjects”.

working mothers

​A qualitative study of the experiences of working mothers

By | Insight, Latest News

“A qualitative study of the experiences of working mothers in the UK recruitment industry” is research guaranteed to grab the attention of anyone in the sector, parent or otherwise. As a working mother within recruitment myself I was surely going to be amongst the reports’ most engaged readers, eager to see myself reflected in the participant interviews, looking to draw parallels with my own experiences, and I was. That said, whilst the industry held particular interest to me, I found myself thinking that many of the aspects covered by this research are not unique to recruitment. As such I wanted to look at what insight this report could offer to the experiences of working mothers everywhere.

The research itself had been carried out by Katrina Hagan, as part of her Masters degree in Organisational Psychology. We, at Investigo, are fortunate to have Katrina as one of our Business Partners, where she provides professional development coaching across our workforce. Katrina not only has over 10 years’ experience within the recruitment sector but is also a trained Business Psychologist giving her an ideal vantage point from which to carry out the research.

When discussing the study with Katrina, the first question I wanted to ask was what had drawn her to this area of research? She explained that whilst the recruitment industry employs over 100,000 staff in the UK there has been limited organisational or workplace wellbeing research undertaken into it. Katrina’s study looked at the “unique psychosocial demands and resources working mothers feel they have experienced during critical periods”. In plain terms, she explains, how did the social factors present within the recruitment industry affect the thoughts and behaviours of working mothers? I was eager to know what ‘social factors’ her study had drawn upon and how these factors could affect the thoughts and behaviours of working mothers and further if they were felt beyond the recruitment industry.

Katrina’s research, along with her experience of working within recruitment herself, drew out two dominant social factors that place unique demands on working mothers:

Demands of the Job

As Katrina states in the introduction to her dissertation the unique set of challenges faced by sales-based professionals is well documented. I and most of my colleagues could testify to the “dynamic and unpredictable environments” the job has to offer. This coupled with a “long hour culture to meet demand” that Katrina references “predisposes individuals to the risk of stress”.

Male Dominated

Recent gender pay-gap disclosures seem to suggest that the recruitment industry remains male dominated. As Katrina states “it is possibly not a coincidence that females typically hit the ‘glass ceiling’… around the time of them choosing to start a family, with the archetypal ‘career building years’ arising at the same time as a woman’s fertility”. She goes on to state “this may also be further compounded by the perceived unspoken demand…to not fulfil traditional female stereotypes and to conceal your mum status in the workplace.”

Whilst this study looked at recruitment, the social factors above are not unique to it. With stress the most common cause for workplace absences, it is clear the effects of constant responsiveness and increased competition have, as such it is not just those within sales-based industries that face such demands. In the same vein many organisations have been called out over their Gender pay gaps, lack of female representation at board level and pervasive bias towards female workers. If these are the socially present factors within not just recruitment but many businesses, how are they effecting the experiences of those returning to work after becoming a mother?

Through the interviews Katrina carried out, the below social factors manifested themselves as three key experiences.

  1. Personal performance demands that working mothers placed upon themselves to be successful in dual roles.
  2. Challenges of returning to work following maternity leave.
  3. Demands to conform to a male gendered organisation’s model of an ‘ideal worker’

Personal performance

Throughout the study Katrina found that the greatest performance demands experienced were the ones the working mothers placed on themselves. Comments repeatedly reference feelings of, “proving themselves” or “doing both jobs badly” as mothers resume their place in the workforce with the increased responsibility and demands of child rearing. The findings are something I can personally attest to having frequently attempted to live up to ever-increasing societal pressure to “have it all”. We all know this is a parental ‘keeping up with the Jones’ that will see you spreading yourself ever more thinly but still we feel we should prove, mostly to ourselves, that we can do it all. I, like all the women interviewed for this study, wanted to resume my place in the workforce, and like them believed that my professional life is important for my wellbeing and fulfilment. This, again is not unique to recruitment, so what can working mothers and their employers do to ask for and find a realistic balance?

Return to Work

This is a special kind of vulnerability that anyone who has been out of work for any length of time will be able to relate to. Alongside the lurking doubts of “will I still be able to do this” you have the changes that any business will naturally have undergone in your absence. Procedural change and staff turnover can often erode self-confidence, as one of the interviewees stated it’s like you’ve slipped “through a void”. Katrina’s research discovered that many of those returning to work after maternity sought less responsible, visible roles as a protection from their self-doubt. At the opposite end of the scale some of those interviewed returned to roles that had been diminished in responsibility and restricted their opportunities for promotion. This cocktail of circumstances often left those returning feeling like they lacked the personal reserves to challenge decisions made to their detriment.

The Ideal Worker

Katrina’s research found that all the women interviewed experienced some form of gendered demand placed upon them on their return to work. They all referenced a pressure to conform to the industry’s model of the ‘ideal worker’, which they felt were the workers with no commitments outside of work and this tended to be a male dominated group, a model present in many organisations. The interviews suggest that these demands were either implied through covert messages surrounding cultural norms “we’re work hard play hard” or were more overt in the interactions with their supervisors and colleagues “Dave is an example to us all that hard work pays off…always first at his desk in the morning and last to leave at night…”.

Many experienced attitudes to flexible working ranging from the jovial “part timer” or “leaving already?” type comments through to an ignorance which saw colleagues disregarding or demanding more flexibility from working mothers around their working patterns. Many interviewed referenced being made to feel of less value due to their part time status, despite the contribution being made during this time being equal to that of their full time colleagues. Some commented further that their “career had been put on hold” as payment for the privilege of part time hours, with the overriding feeling being that full-time workers are preferred.

Another measure against the ideal that working mothers felt they were falling short of was visibility. Alongside many taking part time or compressed hours reducing office ‘face time’, commitments outside of work kept them from the bonding opportunities offered socially. Recruitment, like lots of sales businesses, often further incentivise employees with trips and in/formal events. These are predominantly evening and weekend based and naturally given the responsibilities of parenthood, working mothers cannot attend all those offered. Many of those interviewed commented on feeling ‘excluded’ but also many regretted that these events were often where relationships and bonds are built, and they were missing out on these opportunities.

Whilst this research looked at the recruitment industry the experiences recorded are certainly not exclusive to it. Lots of employees experience stressful working conditions and many organisations are still male dominated. The factors measured against for this report could reasonably be applied more generally for working mothers. Whilst many steps have been taken to increase flexibility and create a work-life balance that allows mothers (parents or primary carers) to remain in the workforce, it seems there is still much work to be done to improve the experience of those returning to work.

LGBT allies

LGBT allies

By | Insight, Latest News

Inclusive Investigo

The role of LGBT+ allies.

This Pride Month, we proudly incorporated the colours of the rainbow in our Investigo logo to show our solidarity with the LGBT+ community. With our head office sharing a city with the UK’s largest and most diverse Pride parades, we were eager to participate in the month-long celebrations for LGBT+ activism.

As well as representing the LGBT+ community – giving a voice and a platform for lesbian, gay, bisexual, trans, queer, questioning, intersex, non-binary, asexual, polysexual, gender queer and gender variant people – Pride is a truly inclusive event, inviting people of every race, faith, ability, sexuality and gender (including cis and heterosexual) to get involved.

And it is this inclusivity that we wanted to highlight by shining the spotlight on the role of LGBT+ allies this Pride Month and beyond.

At the start of 2016, we launched the Investigo LGBT+ committee group. With an open-arm approach, we encourage everyone and anyone to get involved and get talking. Whether gay or straight, bisexual or asexual, our LGBT+ community celebrates individuality, values honesty of self, and champions diversity and equality for all.

We are also passionate about having a zero-tolerance approach to discrimination and harassment, and it is through galvanising LGBT+ allies that we can make this vision a reality.

An ally is someone who actively supports and stands up for the LGBT+ community and their rights; they can be straight or LGBT, from any gender, race or religion.

Allies are active in raising their own awareness as well as that of others about LGBT+ issues and strive to uncover and overcome the unconscious bias associated with those who are different from ourselves. Allies also champion bystander intervention – they support victims and call out injustice, bullying and discrimination. Finally, they understand the importance of visibility of the LGBT+ community as role models and spokespeople.

Commenting on the role of LGBT+ allies, Investigo Pride Chair and Director Marie Cuffaro said:

“An ally is critical to building awareness of diversity and opening the conversation outside of the direct community. You don’t have to be LGBT+ yourself to be a supporter or to build your understanding of the achievements and challenges within the LGBT+ community. In fact, allies play the most critical role in building inclusive environments and communities.

I have gained so much personally from being an ally; not only have I made amazing new friends, I’ve also changed the way I think and approach situations as I am more aware of different perspectives. I encourage everyone to become an ally, not just for LGBT+ but for gender, BAME, disability and all other communities. The more we are aware the more we can change the world together!”

Hot Air Balloon

How you can get it right for returners

By | Insight, Latest News

There are many reasons why an employee might have a career break and therefore be in a position of returning to work. The obvious example is women who have been on maternity leave, although it is now equally as possible that fathers will take extended leave through the Shared Parental Leave option. However, it is also common for those who have had a long term absence or a career break to be a carer or for other life circumstances that could find themselves as a ‘returner’ to the workplace.

In the 15 years the Clear Company has been auditing businesses through a diversity and inclusion lens, it has been rare to find an organisation that manages returners well. Those organisations who do have a policy and process, often have gaps in the support needed. The confidence and capability of managers is often also a challenge.

Here is the Clear Company mini guide to getting it right for returners:

1 – Keeping in touch:

When an employee packs their desk away and says goodbye for a number of months or even longer, there are usually promises of staying in touch – however, most returners report that they do not have the level of contact required with some not receiving the most basic communications. It is straightforward to organise for those absent from the business to be sent copies of key communications, however it is surprising how many organisations do not do so.

Where possible, managers should have regular calls or face to face meetings, the employee should be invited to team meetings – by Skype if not in person. Plus an invite to any conferences or events. Of course this should be optional, as it may not be possible for a breastfeeding mum or for someone who is unwell – but the message of being always welcome can be as important as the actual attendance.

Particular attention needs to be paid to absent employees during any change programmes – a restructure, change in leadership or new system implementation should all be communicated as thoroughly with the absent employee as those in the workplace.

2 – Re-Induction:

Even when good communications have been kept in place, there will still be many changes that have happened over a period of months, so expecting the returner to immediately step back into the workplace is unrealistic. A mini version of the standard induction programme can be easily adapted as a ‘returners re-induction’ to ensure that time is given to bring the employee back up to speed in the first few days and weeks.

3– Review adjustments that can help:

Whatever the reason for the extended period of leave, it is very common for the returner to have a reduced level of confidence. Managing wellbeing through the first few days and weeks is incredibly important to how well an employee settles back into the workplace. Consideration to a phased return to work can help with this.

As well as pro-actively supporting the returner with their wellbeing needs, it is also crucial to re-visit any adjustments that the individual may need. Some of the adjustments needed include access to breastfeeding facilities, access to workplace counselling or a mentor to support them through a major life change.

Flexible working is the most common adjustment requested with many returners needing a different work approach. For some this maybe part time hours but for others it maybe a change to start and finish times, or the ability to work from home. Flexibility is one of the most attractive factors for employees and embracing this, particularly for returners, can deliver immense business value.

4 – The role of the manager:

The manager is pivotal to the success of an employee returning after a break. A manager who has communicated well, stayed in touch, planned a re-induction and arranged for any adjustments needed will support the employee to be as productive as possible.

Equipping managers with the skills to manage absent employees, as well as changes such as flexible working is key for organisations who want to be more inclusive. Simply providing a process and guidance is helpful but unlikely to result in the support needed. Training managers to ensure they are confident in their actions plus providing access to further advice as needed is more likely to achieve success.

The successful management of returners will ensure that you retain talent and ensure employees can be as productive as possible at work – a great return for a minimal amount of investment.


Leading Consultancy, The Clear Company, helps organisations open the gateway to diverse talent. Providing guidance on mapping policies, values, culture and behaviour, to what’s happening ‘at the coal face’ of day to day recruitment, allows them to discover where hidden barriers are preventing diverse talent getting through to employment. W


How to embed change

By | Latest News, Technology

Stepping into any business to activate change and then ensure it is embedded is expected to present challenges for even the most experienced Transformation Directors. On Thursday 21st February, we brought together a selection of our most established change and transformation executive level network, to share their insights on how to successfully embed change. The session was facilitated by Transformation Director, Margaret Spinks, whose experience spans across a multitude of industries and companies such as IBM and Pearson.

Understanding what the key drivers of the change programme are, as well as what is going on within a company’s micro and macro environment, is essential when getting employees to buy into any change project. Is the change there to simplify processes through the use of AI? Is it for digital user experience? Whatever the reason may be, why does that change need to happen? For many businesses it is essential that they change and adapt with the evolving world to keep up with both trends and technology. It is likely that the change will affect a number of people and to effectively embed any change programme it is essential to understand who the programme will affect and how; this is often much more complex and in-depth than one may initially assume. Understanding the culture and dynamics of teams and the company in its entirety will enable better planning to ensure the change programme is embedded across all areas of the business.

In addition to the advice and experience, the common themes that resonated at The Ivy over breakfast included:


As a Transformation Director you are there to lead the change programme, however change needs to stem from the C-Suite level with the appropriate support and buy-in. Every change project must begin with a vision, from which you can then put in the fundamental building blocks to achieve this. The C-Suite needs to be aligned with the programme direction throughout its entirety, which then needs to be fed down through the Transformation Director to deliver to the Directors and beyond.


Programmes should not begin with the technology, they need to start with the people. Understanding the internal customer is key and to do this a Programme Director should understand the people on the floor. Through doing this, an effective communication plan can be devised to ensure that everyone is on board with the vision and can understand what the value will be to them. Of course, in some situations the change project will not benefit everyone and in that case, honest and transparent communication is the only course.


To fully embed change both the message and the implementation needs to be consistent. Habit becomes way of working, which will then eventually become part of the culture. If a change is being made then it must be implemented fully, and not on an optional basis – optionality allows people to quite simply, ‘opt out’. Instead of giving people the option to opt out, make it mandatory but give them the appropriate tools to follow the new process. AppLearn is an online system review that intuitively gives direction and prompts in real-time on the screen to aid the understanding and navigation of new processes.


Everyone wants to know when the change project will be completed. The answer to that is, it never truly ends. Once a change programme has been implemented, a Transformation Director must leave a legacy to ensure that change cannot slip back. Identify the Key Performance Indicators (KPIs) of the continued success of the change project and incentivise those who will be ensuring those KPI’s are met through adding it to their management objectives. Through delegating this responsibility and ownership, a Transformation Director can ensure that change will be fully embedded, until the change becomes an inherent part of the working culture.

We all experience change on a daily basis and often adapt quite naturally, this is a skill many people need to develop as part of their work-toolkit. If jobs change and adapt, then people need to as well. It was insightful to have a such an experienced collection of executives within a room and inspiring to hear their valuable advice.

This event was held as part of our INexec Technology breakfast series. If you would like to part of our next round table then please contact Dean Corbett on

Panathlon Charity of the Year

Investigo choose Panathlon as their ‘Charity of the Year’

By | Latest News

Investigo is delighted to announce a new partnership with children’s charity, Panathlon that could help raise up to £100,000 to benefit young people with disabilities and special needs.

Investigo is running a campaign, ‘The Big Investigo Give’, which gives every individual within their organisation a fundraising target, as well as time off to take part in charity work and other volunteering opportunities. The company is aiming to raise £100,000 for charity over the course of 2019, with a substantial amount going towards Panathlon, their chosen ‘Charity of the Year’ for 2019.

The target is set to be achieved through an array of fundraising events and opportunities, such as quizzes, music gigs and international cycle ride challenges, which will all help Panathlon expand their reach and will mean more disabled young people benefit from their range of sporting activities.

Looking to give their time, as well as fundraising, the first volunteering opportunity will be on March 5 when Investigo staff, who will receive training to be sports officials, will assist in organising the Panathlon South London Multi-Sport competition at Crystal Palace National Sports Centre.

Investigo, who are based in London but have offices across the country, believe that a diverse and inclusive working environment makes for the most effective workforce and is essential to reflect the society in which they do business.

Lisa Holberton, Head of Marketing for Investigo, said: “Investigo are proud to be supporting The Panathlon Foundation as our charity partner for 2019. Each year we look for a small charity that we can build a special bond with and really make a difference to. We saw something really special in Panathlon and loved the positive message that with a few small adjustments, everyone can be included. The charity works tirelessly to bring sporting opportunities to children all over the country and we are excited to see how the money we raise helps to extend their reach even further.”

Liz Johnson, Paralympic gold medallist and Panathlon Ambassador, added: “This is wonderful news! Investigo really are proactive in championing an inclusive workforce and community. Their support for Panathlon this year will prove to be the perfect partnership as it will enable many more young people with disabilities and additional needs to experience and enjoy the immense benefits of competitive sport which they are so often otherwise denied, whilst providing the Investigo workforce with an opportunity to interact and widen their experiences within this field.”

Investigo have already started their fundraising activities and you can keep track of their fundraising here:

Bias Article

Mental Health Bias in the Workplace: Understanding Mental Health

By | Insight, Latest News

As published by the Mental Health Foundation about 1 in 7 people experience mental health problems in the workplace. Additionally, women in full-time employment are nearly twice as likely to have a common mental health problem as full-time employed men (19.8% vs 10.9%). Evidence suggests that 12.7% of all sickness absence days in the UK can be attributed to mental health conditions.

Of course, the term ‘mental health’ is such a broad term, and thus any attempt to explore the impact of mental health bias at work should start by defining this broad term. As stressed by the mental health campaign, Time to Change, “learning a few things about mental health problems might help you to feel more confident about talking and listening”. Time to Change sets out some common mental health conditions:

  • Anxiety & panic attacks: Anxiety is a normal    emotion that we all experience but becomes a mental health problem when someone finds they are feeling this way all or most of the time;
  • Bipolar disorder: Bipolar disorder is a diagnosis given to someone who experiences extreme periods of low (depressed) and high (manic) moods;
  • Depression: Depression is a diagnosis given to someone who regularly experiences a low mood and finds it hard or impossible to have fun or enjoy their lives;
  • Eating disorders: An eating disorder is a diagnosis given to someone who has unhealthy thoughts, feelings and behaviour about food and their body shape;
  • Personality disorders: If someone has a personality disorder, some aspects of their personality might
    affect them in a way which makes it very difficult to cope with day to day life, especially when it comes to relationships.

Bias and Mental Health

Research by social psychologists Tajfel and Turner, highlights how we as human beings, and thus employers, have a tendency to divide the world into in-groups and out-groups, based on a set of both conscious stereotypes and implicit bias. These biases often result in mental health stigma. Social stigma, as stressed by the sociologist Erving Goffman arises from negative attitudes and discriminating behaviour, based on common stereotypes such as:

  • People with mental illness are dangerous and unpredictable: This is the most prevalent stereotype about people with mental health conditions. It is reinforced on a daily basis by the media;
  • People with mental illness are incompetent: This stereotype is also very pervasive. Popular media furthers this stereotype by portraying people with mental illness as wildly irrational or childlike;
  • People with mental illness deserve blame for their conditions: This can be expressed as people with mental illness as weak or having character flaws that lead to their conditions;
  • People with mental illness have little hope for recovery: This stereotype would have you believe that a person with a mental illness is irretrievably damaged.

These biases impact employers’ perceptions of people with mental health issues resulting in:

  1. Not wanting to employ people with mental health conditions
  2. Not assigning certain types of work to colleagues with mental health conditions
  3. Avoidance by co-workers
  4. Name calling and talking behind people’s backs

Research by the YMCA found that two thirds (66%) of young people have heard harmful words relating to mental health. Many young people say it is simply part of everyday language, with ‘psycho’, ‘retard’ and ‘attention seeker’ being among the most commonly used words.

Covering at work

This type of language has a profound impact on an employee’s sense of self, resulting in Covering at work. The term ‘covering’ was coined by Goffman as part of his work on stigma. Covering is a strategy through which individuals manage or downplay their differences. In a paper entitled ‘Uncovering Talent: A new model of inclusion’ by Deloitte University, the authors have identified four ways in which covering at work manifests:

  1. Appearance: Covering up aspects of ones’ appearance, including attire and mannerisms.
  2. Affiliation-based covering: This may take the form of not talking about medical appointments or not wanting to support mental health related work events or talks for fear of being outed.
  3. Advocacy-based covering: Not wanting to outwardly be an advocate for mental health issues at work. Not ‘sticking up for’ mental health issues or colleagues with known conditions. This results in down-playing their own condition.
  4. Association-based covering: For instance, not wanting to attend disability or mental health employee network groups for fear of being exposed and discriminated against.

Mitigating mental health bias at work

In order to mitigate social bias at work employers should adopt the following 6 tips:

  1. Review your recruitment polices and at work processes to ensure they do not discriminate against people with mental health conditions
  2. Train hiring managers to be mental health aware
  3. Create an inclusive work environment by educating employees on the nature of mental health conditions – focus on myth busting
  4. Proactively challenge negative stereotypes and attitudes amongst work colleagues
  5. Provide a platform for mental health role models
  6. Ensure mental health inclusion is central to your workplace diversity and inclusion goals.


This list of common stereotypes is taken from:

Yoshino, K and Smith C. Uncovering Talent: A New Model for Inclusion. Deloitte University: The Leadership Centre for Inclusion. 2013


Dan is highly respected as a subject matter expert on workplace diversity & inclusion, unconscious bias and inclusive leadership.
Contact Dan to find out how you can mitigate mental health bias in your organisation. e:

INEXEC Brexit Breakfast

By | CFO+Finance, Latest News

This October saw Investigo host the latest breakfast seminar in our Executive Leadership Forum series. Held in partnership with KPMG and Lloyds Banking Group, at ‘The Vineyard’, Brexit was the topic tabled for discussion. Providing the insight was Hann-Jo Ho, Senior Economist at Lloyds Banking Group and Brian Connell, one of KPMG’s ‘Brexperts’.

Hann-Ju Ho, is part of the Economics and Market Insight team of Lloyds Bank Commercial Banking. His role requires in-depth analysis and forecasting of key economic data and assessing their impact on central bank policy and financial markets. He was, therefore, ideally placed to provide some insight into the effects that Brexit is having to both our economy and across Europe so far for our gathered guests. From the effects of a weaker pound on imports to household incomes and investment uncertainty. As the negotiations continue and the possibility of either ‘no deal’ or an extension are being tabled as options. Hann-Ju and his team are poised forecasting and reforecasting possible outcomes on the economy based on current trends as the economy responds to each headline. It is, as our speakers said, our “first Brexit” and efforts to negate any negative impacts of Brexit to businesses is at this stage done speculatively.

It was in this theme that Brian Connell one of KPMG’s ‘Brexperts’ addressed the audience. Brian himself comes from a Supply Chain background and is currently supporting a diverse client base. Looking not only at supply chain issues, but also the tax, people and regulatory impacts of Brexit on our businesses. He is also a former Councillor and parliamentary candidate, giving a valuable point of view into the political process.

After the referendum result Brian and his colleagues at KPMG were forecasting three possible outcomes as equally possible at 33.3% each:

A deal is reached. The legalities are agreed before Christmas and we leave March 2019.

Unintentional no deal. Where there is the ambition of a deal but something goes wrong late in the process. (regulations, one side walks away, deal is voted against)

No deal.

Response to the current situation means that this has been revised to reflect the ongoing challenges the British politicians face with ‘No deal’ being forecast as 45% likely.

The preference for businesses, as reflected by clients Brian has consulted with, is that we leave the EU with a deal in place. Preparation for leaving, however, is somewhat varied. As Brian put it “big decisions are not being made”. Why is this? In his experience it is uncertainty alongside unknown workforce restrictions, faith that suppliers/clients are themselves prepared and possible tariff and regulation changes. This combination means many companies remain in a state of limbo when it comes to future plans.

Whilst businesses favour a Brexit deal to be in place before leaving in 2019 they are not the ones at the negotiating table. As a former Councillor, Brian was able to shed some insight into the complexities of the politician’s position. They are limited by their ability to sell a deal to their respective parties, the public and the EU itself. The reality of a ‘no deal’ becomes more plausible because a deal does not exist that meets the requirements of all the groups.

As Brexit negotiations continue we are all left speculating as to whether we leave the EU with or without a deal in place and the impact this will have on us after March 2019. If you would like more information on this session or future InEXEC events hosted by Investigo please contact Giles McIntyre on

Investigo Launches New Executive Brand

By | Investigo Executive, Latest News

With a proven track record in the recruitment of Executive level positions, Investigo have launched their Executive brand to showcase their offering to their diverse client portfolio, which ranges from SME’s through to FTSE 100 organisations and PE backed companies. The brand brings together the most experienced consultants in the search and selection field at Investigo. The team of specialist partners have established close relationships with their networks through providing outstanding service, coupled with their genuine passion to align leaders with their destined organisation.

Working across selected specialist markets; Accountancy and Finance, Business Change and Transformation, Procurement, Real Estate, Facilities & Workplace, Strategy and Technology – the practice leads take a collaborative approach and use their extensive network to identify exceptional leaders to work with exceptional businesses.

Nick Baxter, CEO, commented: “The world today has become increasingly smaller in many ways with the advancement of technology and worldwide mobility. However, the challenge to find leaders who possess the experience and skillset required, along with the right organisational fit, continues to be apparent. Our Executive offering brings our most experienced people together, along with their established networks in a truly collaborative approach to position unique leaders. The process undertaken at this level of seniority is extensive, with the ultimate goal to find an individual and business whose motivations and aspirations are mirrored resulting in the ultimate match. Our aim at Investigo is to make a difference and this exciting next step for the Executive part to our business portfolio will continue to do so for the benefit of both our clients and candidates.”

To coincide with the launch of the new brand, Investigo has also launched a website dedicated to the new united offering as well as an event portfolio targeted at the Exec market. The first INEXEC event will be Executive Finance Leadership Forum, ‘Brexit Breakfast’, taking place 18th October. The event will be hosted by Investigo, Brian Connell, ‘Brexpert’ from KPMG will host the session on the impact of Brexit to businesses, whilst Hann-Ju Ho, Senior Economist at Lloyds Banking Group will look at trends in major world economies. To find out more about our future INEXEC events, please contact

Are diversity quotas necessary for us to reach equality?

By | Investigo Executive, Latest News

Diversity and Inclusion continues to be a core focus for businesses globally, with many introducing informal diversity targets within their recruitment processes. The introduction of formal diversity quotas to accelerate gender parity was discussed at our Diversity and Inclusion breakfast networking event held yesterday at Furniture Makers’ Hall. Hosted by Dan Robertson from Vercida Consulting and attended by over 70 attendees, the discussion covered a novel yet emerging topic for many businesses looking to improve their diversity ratios.

As a specialist Diversity and Organisational Development consultant, Dan drew light on the increasing number of women on UK boards – since 2011 this has more than doubled to 29% from 12.5% as well as the increase in the number of women in executive positions. Whilst encouraging figures, the 2017 World Economic Forum report found that gender equality can only be attained in an estimated 217 years as opposed to the 170 years reported in 2016. Similarly, the representation of ethnic minority candidates at Board level (only 85 of the 1,050 director positions in FTSE 100) and BAME candidates in senior management positions (only 6%) were discussed. So why wasn’t this improving despite companies’ increased awareness and efforts to improve the ratios was hotly discussed.

The key point to note for organisations looking to improve their diversity must begin with collecting relevant data around the recruitment and hiring process. This data can be analysed to find trends, patterns and hiring styles prevalent within existing processes and determine the key blockers to a diverse employee pool. Understanding why a person has been shortlisted, interviewed or appointed and the micro behaviours that drove the hiring process, can help organisations devise a strategy on whether to introduce diversity quotas formally or informally. Conversely, not collating any statistics carries the implication that this is not on a key item on an organisation’s agenda.

Dan’s opinion on introducing formal diversity quotas was to probably consider implementing them for a certain period of time to accelerate equalising gender ratios. However, whether these are explicitly communicated like Lloyds Bank, PwC (banning all-male shortlists), BBC (banning all-white shortlists in middle/senior management posts) or informally communicated to recruitment agencies is a matter of preference as well as an indication of the seriousness exhibited by companies. Either way, there are several approaches that can be adopted including:

  • Market forces approach
  • Soft PA
  • Positive action
  • Target setting
  • Quota setting

Interestingly, Section 159 of the Equality Act 2010 enables an employer to afford a more favourable treatment to a candidate with a protected characteristic who suffers a disadvantage or is under-represented as opposed to someone without such a characteristic. However, this can only be exercised if both candidates are equally qualified with comparable experience and only if the company has demonstrative evidence of gender inequality collected over the preceding 12 months.

Dan went on to outline some steps that companies could adopt as part of improving their current processes:

  • Job Design: reviewing for language bias – removing words like ‘gravitas’ which traditionally attracted male candidates; including diverse images attracted diverse candidate shortlists
  • Candidate attraction: by setting targets both internally and through your supply chain, i.e., your recruitment partners
  • Shortlisting: by adopting blind recruitment strategies, i.e., removing name, university etc. and assessing a candidate’s merit as they are – this strategy has been adopted by EY for graduate hiring
  • Interviewing: using pre-set and uniform questions
  • De-briefing: using aggregate scoring methods and adopting a ‘Devil’s advocate’ who has the authority to influence change

By embedding some or all of the above steps as well as reviewing key leadership criteria, companies can succeed in improving their existing diversity ratios. However, in order for an organisation to effect such a positive change, it has to have the right leadership, right systems and the right culture. By understanding the positive impact that an organisation will have by sponsoring diverse talent as well as ensuring this remains visible across all echelons of a company, change will occur steadily and hopefully not too slowly!

This Investigo Network event is part of a series of events we are hosting to bring insight to our clients and candidates, on topics that are relevant in today’s business world.

If you would like to learn more about the events and publications being released for the Investigo Network please contact Lisa Holberton on