Despite the concerted efforts of so many business leaders, HR and DE&I professionals, why is it, so many organisations are failing to get more women into senior positions in their organisations? There could be a variety of factors.

Our research report Why Women Leave indicates that some of the key factors influencing whether women will stay with their current employer are flexibility (from both a time and location perspective), childcare, the availability and/or extent of special leave, and the amount of work.

With this in mind, how might the new UK Labour Government’s plans (assuming these are implemented and enforced) impact the future of female retention in the workplace?

Given that attrition is one of the most important dynamics at play in the health of any organisation, it’s remarkable how few people can answer a simple question: Why do our people leave?

When collating data on female retention, have we overlooked a breakdown in trust between female employees and their employers? How does age and motherhood impact why women under-report how likely they are to leave? And what can we do about it?

With so many strategies for improving DE&I to choose from, is it time to ask whether a more process, needs-based - rather than outcome-oriented approach, could be more effective?

Diversity and equity are important, but are they what matters most? Or is inclusivity and psychological safety more important? Can a lack of it in the workplace be lethal? In the case of NASA, it caused a space shuttle to fall out of the sky.