Image: Future of London
Emerging Talent Programme – removing bias
Future of London's scheme is helping to diversify the built environment workforce through paid work placements for people from ethnic minority backgrounds
PEOPLE & CULTURE
Hermione Penny
Emerging Talent Programme Manager, Future of London
Hermione Penny
Emerging Talent Programme Manager, Future of London
Issue 79 | September 2025
Unconscious bias training is an established approach to tackling discrimination at work. At Future of London, we take it one step further by developing cultural intelligence to manage biases more effectively.
Diverse workforces can help organisations perform better, with the D&I Global Market Report 2022 showing that diverse teams can increase productivity by 35%.
However, without the awareness and tools to support the diverse needs of employees, a team cannot perform to the best of its ability. Creating an inclusive culture can improve recruitment and retention, employee satisfaction and innovation.
Many organisations across the built environment sector have used positive action schemes to improve gender diversity and ethnic diversity across the industry. But we can do better.
Positive action starts at the top
To affect tangible changes and reap the benefits, organisations must start with leadership. Middle managers and HR departments are often left to resolve internal issues, which can lead to a loss of collaborative effort.
In Property Week’s diversity survey, just half of respondents (54%) said their company is working hard to increase diversity at management level.
So, what can be achieved when managers and employees show respect, challenge the status quo and encourage collaboration?
Individuals can thrive.
Almost every individual, with a protected characteristic or not, will face barriers in their career. If we recognise these differences, nurture individuals and provide supportive environments, success is more likely to follow.
of respondents in Property Week's diversity survey said their company is working hard to increase diversity at management level
How can we focus on change for the future?
Organisations that have identified inclusion gaps should not beat themselves up. They have taken the first important step in fixing the problem.
Reflecting on current internal processes and involving as many employees as possible will help draw out your key priorities on the journey to inclusion. Many organisations source support from external experts and network groups that offer advice in a non-judgemental environment.
Training in cultural intelligence and inclusive communications can ensure employees feel confident to be part of the transformation.
“Organisations that have identified inclusion gaps should not beat themselves up. They have taken the first important step in fixing the problem.”
“Not only does this model encourage new diverse talent into the sector, but it also provides pastoral care for everyone.”
Emerging Talent Programme
Future of London has seen this approach succeed in its Emerging Talent Programme, which provides work placements for individuals from ethnically diverse backgrounds.
Our approach provides practical work experience for those who face barriers to employment, encouraging the next generation to join the built environment sector and starting them on their leadership journey.
Participants are paired with an industry mentor and have access to Future of London’s senior network. We design training that increases awareness of career pathways and hones their employability skills.
Not only does this model encourage new diverse talent into the sector, but it also provides pastoral care for everyone, increasing their feeling of belonging and psychological safety.
Cultural intelligence
From the employer’s perspective, host organisations are provided with mandatory cultural intelligence (CQ) training for line managers to explore their own bias, while challenging biases in the workplace. This increases their ability to support new recruits and contribute to an inclusive culture across the organisation.
Host organisations say their managers learn a lot about equality and diversity by taking part in the programme. After the 2025 CQ session, a manager from Westminster City Council commented: ‘Thanks to this training, we are becoming more conscious about the unconscious and embracing difficult conversations.’
Last year, our host organisations told us how the programme has deepened their understanding of ways to embrace equality, diversity and inclusion (EDI). ‘The programme enabled our organisation to add diversity to the team and encouraged us to re-evaluate our recruitment processes,’ said one host.
Biases within an organisation generate feelings of isolation and ‘othering’. Consistent review processes, monitoring employee engagement and investing in your colleagues helps every employee feel they belong.
One participant from the first cohort recommends the programme because they felt able to ‘challenge stereotypes [and] develop an understanding of the industry’.
By focusing on the goal of improving organisational culture, anyone can leave their organisation in better shape. The built environment sector literally shapes our world. But first, let's shape our workplace and be the catalyst for change.
