In the second episode of Diversitea Talks, I had the privilege of speaking with Jenn Barnett, Head of ESG & EDI at Grant Thornton. Jenn is not only an inspirational leader in the diversity sector, but also a psychologist, coach and mental health expert. Grant Thornton has recently earned recognition for its diversity initiatives, winning awards such as The Employee Voice Awards, ranking 26th out of 500 for Best Employers in Diversity 2024, and being recognised as a Gold LGBTQ+ Inclusive Employer 2024 and a Top 50 Employer for Gender Equality.

❓How did you get into a Head of EDI Role?

My journey into EDI leadership began with my background as an occupational psychologist. I started my career working in generalist HR roles at large companies, including BAE Systems and the Co-op Group. My path shifted when I began focusing on culture change, particularly when I supported teams transitioning abroad to places such as South Africa and India.

During BAE Systems’ build-out in India, I worked on cultural transitions. This experience sparked my interest in how culture can drive innovation and improve productivity within a company. It was this passion for cultural change that eventually led me to Grant Thornton.

When I joined Grant Thornton, I felt an immediate connection to the firm’s entrepreneurial spirit and its strong focus on creating a culture where people can do their best work. The partnership model here allows everyone to have a voice and feel equal, which resonated with me deeply. Over time, as the firm grew, so did my role. I now also lead our Environmental, Social and Governance (ESG) strategy, which includes environmental initiatives, EDI and community impact. As the sustainability and EDI agenda becomes increasingly important, especially following the change to a Labour government, I see this work as only growing in significance.

❓Why is diversity important to you?

Diversity is incredibly important to me on a personal level. I come from a working-class background and I’ve seen firsthand how disadvantage can impact people’s confidence and ability to present themselves effectively. This is something that’s often underestimated but can significantly affect someone’s performance in the workplace.

I also live with Dermatomyositis, a muscle-wasting disease that affects both my physical and mental health. This lived experience as a woman with a disability in the workplace has given me a unique perspective on the importance of creating inclusive environments. There is a tendency in many workplace cultures to work longer hours, to always be available and to network into the evenings, which doesn’t always work for people who require greater balance. It’s crucial to recognise and accommodate the diverse needs of all employees.

❓Why is diversity important to Grant Thornton?

Inclusion and diversity are core principles at Grant Thornton, but like many firms, we’ve faced challenges. At one point, we noticed a higher turnover rate among our diverse talent, especially our ethnic minority colleagues, which prompted us to take a closer look at our retention strategies. We partnered with Cranfield University to conduct focus groups and surveys, particularly with minority groups within the firm.

The feedback we received was eye-opening. While we were doing well in offering opportunities, many minority colleagues felt excluded from social events and lacked the internal sponsorship necessary for career advancement. We conducted data analysis and found that fewer high-performing ethnic minority colleagues were progressing as quickly. Once we identified the issue, we developed a comprehensive action plan focused on work allocation, fairness, and leadership sponsorship. It all started with listening to our people and then implementing a plan that addressed the issues and the barriers.

❓What initiatives have helped you succeed in diversifying recruitment and retaining diverse talent?

We’ve implemented several initiatives that have made a significant impact. For example, in the past, we primarily recruited from red brick universities and required a 2:1 degree classification, believing it would ensure a certain academic standard. However, this approach excluded many talented individuals from lower socio-economic backgrounds.

In response, we made a bold decision to remove the 2:1 requirement and introduced work experience programmes, internships and school leaver programmes. Today, our graduate and school leaver intakes are a 50/50 split , which has provided a strong pipeline of talent assessed on potential rather than their background or university. Five years on, we’ve seen overwhelmingly positive results. There’s been no adverse impact — only benefits have come from this more inclusive approach.

Another key initiative was setting diversity targets for recruitment. Initially, in 2018 we set these targets top-down, without involving the leaders responsible for hiring and promotions. We quickly realised this was a mistake. In 2019, we re-forecasted our targets, involved leaders in the process and broke them down by business areas. This collaborative approach made it much easier to implement and deliver across the firm. It also helped our business leaders understand the true value of diversifying our teams.

❓If you could go back and speak to your younger self, what career advice would you give?

⭐Take calculated risks: Don't be afraid to step out of your comfort zone and pursue opportunities — it can lead to personal and professional development, and it's often where the most significant growth occurs. Learn to say yes!

⭐Advocate for yourself: Learn to communicate your skills, accomplishments and career aspirations effectively. Whether it's negotiating a salary, seeking a promotion or expressing your ideas, advocate for yourself with confidence and professionalism.

⭐Finally, develop resilience: Understand that setbacks and failures are natural, and the ability to bounce back and learn from these challenges is a skill!