HR professionals volunteering to mentor disadvantaged jobseekers are applying what they’ve learned to improve inclusivity within their own organisations, according to new figures from the CIPD Trust.
Of those who mentored through the charity’s programmes in the past year, three in four said they now feel more empowered to support others in or entering the workforce. Two-thirds have since made a positive change at work, such as reviewing recruitment language or altering criteria to improve access.
The CIPD Trust, the charitable arm of the Chartered Institute of Personnel and Development, released its annual impact report on Wednesday, setting out the wider benefits of its mentoring, bursary and support schemes for underrepresented groups. These include refugees, people with criminal convictions, career returners and those facing barriers due to caregiving responsibilities.
Building skills and changing mindsets
More than 1,100 people received support from the Trust in the past year, including nearly 400 HR professionals who took part as mentors or volunteers. Among them, 276 were involved in targeted one-to-one mentoring programmes for those struggling to access or re-enter the workforce.
A further 368 people professionals said the experience had helped them build skills and confidence to progress in their own careers. Meanwhile, more than 60 bursaries were awarded to people from underrepresented backgrounds to help them start or develop careers in HR.
The Trust’s flagship Rebuilding Futures programme, which supports displaced people, helped 53 individuals into employment over the past 12 months. The initiative matches participants with trained HR mentors to develop employability skills and navigate UK job systems.
While the impact on mentees has been transformative, many mentors said the experience had also changed how they viewed their own work. In follow-up feedback, 63 percent said they had developed greater empathy and understanding of different perspectives, while 68 percent said they had taken concrete steps to improve inclusion.
Practical change in real workplaces
HR professionals involved in the programme reported a range of changes, from amending job descriptions to better reflect role requirements to adjusting interview processes for fairness and accessibility.
Some described removing unnecessary degree requirements or adapting policies to better accommodate those returning from career breaks. Others said they had begun to advocate more actively within their teams for inclusive practices, drawing on their experiences mentoring those from different walks of life.
The report suggests this feedback loop between mentoring and practice is creating a “ripple effect” that extends beyond the individual participants.
Senior mentoring and sector collaboration
As well as grassroots support, the Trust is also running a senior mentoring initiative aimed at developing future HR leaders. Over the past year, 30 new people professionals were matched with experienced directors through the Aspiring HR Director scheme, taking the total cohort to more than 150.
The report notes that this peer-supported progression helps ensure inclusive leadership is embedded at senior levels, where cultural and strategic decisions are made.
Alongside its direct programmes, the Trust has also engaged in wider advocacy, publishing workplace guidance, collaborating with employer partners and joining cross-sector conversations on social mobility and inclusive hiring.
Long-term plans and calls for support
The report concludes with a call to action for more HR professionals and organisations to get involved, either by volunteering, donating or integrating learning from the Trust’s work into their own policies.
While the CIPD Trust is funded in part by the CIPD itself, it also relies on partnerships and support from individual people professionals across the UK.
Its 2024–25 strategy focuses on expanding access to support, particularly for young people not in education or training, as well as encouraging organisations to see inclusion as integral to business performance rather than a standalone objective.
William Furney is a Managing Editor at Black and White Trading Ltd based in Kingston upon Hull, UK. He is a prolific author and contributor at Workplace Wellbeing Professional, with over 127 published posts covering HR, employee engagement, and workplace wellbeing topics. His writing focuses on contemporary employment issues including pension schemes, employee health, financial struggles affecting workers, and broader workplace trends.
- William Furney
- William Furney
- William Furney
- William Furney
