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This case study aims to review the impact of using the transtheoretical model of behavioural change in the design of a digital pension journey with the intension of increasing engagement by employees at the point of retirement in their pension choices.

This case study considers the employee engagement with an existing digital pension journey before and after the tool is redesigned using the transtheoretical model of behavioural change.

This case study highlights the positive impact of using the transtheoretical model of behavioural change in designing a digital pension journey, highlighting the benefit of supporting employees in the pre-contemplation and contemplation stages of their engagement with their pension.

The transtheoretical model of behavioural change has traditionally been used to help people overcome addictions and other problematic behaviours. This case study highlights how it can be used in other settings to support behavioural change.

This paper aims to explore the establishment of a National Pension Tracing Day in an attempt to address the national problem of employees not telling their pension provider when they change address, which has resulted in £19.4bn in unclaimed pensions.

This paper considers the approach taken by Punter Southall Aspire to build employee engagement to trace lost workplace pension through a summative content analysis. This paper then applies an ambidextrous leadership lens to develop greater meaning.

The combination of a simple narrative, a corporate social responsibility (CSR) approach allowing cooperation across the industry and an engaging campaign allowed the first National Pension Tracing Day to build momentum and spread across the workplace.

The first National Pension Tracing day was established on 31 October 2021 by a small team within an small and medium-sized enterprise (SME). This paper attempts to raise awareness of how the lost pension challenge can be addressed for the purpose of future research.

This paper aims to explore the real-life examples made by a single small and medium-sized enterprise to address organisational inequalities and develop a more inclusive culture.

This paper considers the approach taken by Punter Southall Aspire to manage their gender balance through a case study of documents, policies and interviews.

There is still plenty of work to do, but the multiple actions taken by the leadership have been positive, well-received and importantly progressive. By taking a focused approach to manage gender equality within an small and medium-sized enterprise, the outcome has been far reaching.

By showcasing the leadership and positive action within a single small and medium-sized enterprise, the authors hope other organisations are able to take inspiration to make their own changes.

The purpose of this paper is to explore the impact of the Diversity Project, a cross company initiative that has been applied in the investment and savings profession to accelerate progress towards a more inclusive culture across the industry. This is with a view to providing a template for other industries considering impactful change.

This paper considers the approach taken by the investment and savings industry to drive change towards a more inclusive culture by using a summative content analysis approach. The authors framework this application using Sustainable Development Goal 10 (reduced inequalities) to increase relevance and contribution beyond this context.

The Diversity Project demonstrates numerous examples of driving change within the investment and savings industry by galvanising cross company support for events, publications, charters and action. These experiences will provide policymakers and practitioners in other industrial sectors insight to achieve similar change.

The Diversity Project established in 2016 has gained significant traction in the investment and savings industry through membership of 70 firms and 30 partner firms, supporting 18 cross company diversity and inclusion work streams focussed on developing collaborative and cohesive action plans.

This paper aims to explore the emerging HR practice of midlife reviews which are being implemented as the mechanism to stimulate a conversation between employers and employees about next steps, second careers and flexible career solutions.

This paper considers the approaches taken by Legal & General and AVIVA to implementing a midlife review programme within their organisation by interviews with senior managers involved in the implementation.

A midlife review helps employees plan the important second phase of their career and enables employers to work with them to decide how they can best be supported. The midlife review includes deciding what kind of training or upskilling they might need, considering any changes to working patterns and tailoring the benefits package to suit older workers.

The midlife review was introduced by the National Institute of Adult Continuing Education in 2015 and is only just starting to gain traction as a HR practice to retain older talent within an organisation. This paper attempts to raise awareness for the purpose of future research.

The purpose of this paper is to explore the Diversity Project’s Build Back Better report, which considers leadership practice while maintaining the fight for equality through and beyond COVID-19, through the lens of ambidextrous leadership.

The authors succinctly present findings from the Build Back Better report that explores an industry response of investment and savings practitioners to managing diversity and inclusion through and beyond COVID-19. Ambidextrous leadership is applied to the discussion to offer greater theoretical discussion and practical consideration for HR leaders and their strategic approaches to the subject at hand.

The Build Back Better report offers numerous recommendations for leadership practice within these unprecedented times. An ambidextrous leadership approach can assist in supporting many of the recommendations, as they are complex and potentially paradoxical.

The Build Back Better report offers a practitioner’s immediate response to supporting business leaders shape their strategies as national lockdown periods ease while also ensuring the fight for equality is not lost within the COVID-19 crisis.

Setting the scene of a workforce that is living and working longer. Changing demographics are going to have a huge impact on the workplace and businesses need to get ahead of the curve.

Age stereotyping is one of the biggest issues faced by companies today. Companies need to focus on recruiting and retaining people based on their ability and capabilities, not their age.

In an intergenerational team, the team members are not artificially defined or divided by age; it is their talent that is important. Employers must recognize the unique skills and experiences each team member brings.

The expectation of flexibility among younger employees is now ingrained. If businesses want to recruit and retain younger workers, they must embrace this way of working. Flexibility is just as important for older workers, especially those with caring responsibilities (children or elderly parents.) Employers need to adapt their benefits package to appeal to all.

This study aims to investigate the existence of perceived discrimination as a covert form of discrimination present in the workplace and its relationship to age and gender in the context of the UK financial services industry.

This study used and validated the Workplace Age Discrimination Scale (WADS) to identify perceived age and gender discrimination in the workplace. The study used the results from WADS quantitative survey of 168 financial services industry employees to measure the extent of perceived age discrimination.

This study evidences that in the organisations researched there is a higher degree of perceived discrimination for younger workers which significantly decreases with age, while perceived gender discrimination in women is constant throughout their careers.

This research paper proves that the concept of perceived discrimination as a covert form of discrimination regardless of age or gender is present in the UK financial services industry.