Shaw Trust

In 2025, employment charity Shaw Trust’s people and culture directorate faced an inflection point unparalleled in the organisation’s recent history. A significant national contract, the government’s flagship Work and Health Programme – which helped people with health conditions, disabilities or extra employment barriers find employment – was ending. 

This, along with the simultaneous shift of commissioning to devolved authorities, created a uniquely volatile operating environment. Staff anxiety about job security and career prospects was rising, more than 1,000 wellbeing calls and sickness trends indicated intensifying wellbeing pressures, and a growing attrition rate was deeply concerning against a tightening external labour market. On top of that, there were underrepresentation challenges, particularly for female senior leadership (40 per cent in 2024). 

If HR didn’t act, the charity risked the loss of essential capability, a fragmentation of organisational culture and reduced readiness for mobilisation. With the resulting people strategy, the coordinated, cross‐disciplinary effort across HR, L&D, OD and wellbeing aimed not only to manage uncertainty, but to strengthen the culture and cohesion needed to carry the organisation confidently into the future. 

Eight diversity networks were expanded and empowered, and transparency was enhanced through ‘Coffee with Chris’ CEO conversations, quarterly all‐colleague briefings, an employee voice chair at board level and trustee site visits. A Future Leaders Programme contributed to female senior leadership representation rising from 40 to 57 per cent, alongside a nine‐month CEO Shadow Programme. Apprenticeship reform delivered 85 per cent achievement rates, far exceeding national averages, and Connect25, a flagship staff event, provided access to leaders and celebrated internal talent and diversity. Furthermore, L&D developed a 3.5‐week national digital onboarding programme, releasing 1,080 days of leader time annually and delivering £100,000+ in organisational savings, achieving 9 per cent first‐year attrition, versus a 26 per cent benchmark. A new reasonable adjustments coordinator accelerated accessibility, while financial wellbeing tools, hardship funds and enhanced benefits strengthened colleague resilience.

As a result, engagement reached 77 per cent and staff reported strong cultural confidence, with 86 per cent comfortable discussing wellbeing and 88 per cent recognising manager commitment to inclusion. Turnover reduced from 27.5 to 25 per cent, while absence dropped from 3.25 to 2.75 per cent. “This is an excellent example of how a third-party organisation has responded to business pressures to build an inclusive, resilient culture that embraces learning to improve engagement and a sense of belonging,” the PMA judges said. “An outstanding entry.”