Jason has made a significant impact in improving the understanding of issues of gender inclusivity and how to tackle these across all sectors. Within the HO, he deployed his approach, baselining - for the first time - a detailed data driven profile for the experiences and perceptions of men and women under key gender culture “problem areas”.
From baseline, Jason worked with individual departments to deliver bespoke, positive interventions with a focus on tackling the ‘micro-aggressions’ (the issues faced daily) identified as the key barriers to progression for women, which when experienced in isolation can have minimal impact, but when faced consistently can lead to a systematic impact on confidence and perceptions of capability.
Feedback has shown women now feel empowered in sharing their feelings and stories which they previously felt unable to. Creating an environment for women to feel safe to do so and for men to build a greater awareness of the impact their un-conscious behaviours have on women in the workplace and the action required to remedy. As a result, we have seen men and women collaborating, improving culture, allowing women to flourish and bring their whole selves to work.
A direct intervention is Jason’s CONVENE model which provides a clear framework for leading positive, inclusive and successful meetings. This model has been highlighted as best practice by internal staff networks as well as external organisations (Accenture).
The University of Cambridge approached the HO for Jason to be seconded to them to work as Gender and Workplace Culture Bye-Fellow where he is now working to develop this work with organisations across the UK and wider.
Dr Jill Armstrong of MEC:
“Jason has done amazing work in turning this research into actionable outcomes in the Civil Service. Consequently, men are becoming positive change agents in the workplace.”