Introduction
Over a year ago now, CFOs across NHS Finance in London committed to advancing gender equity in the workplace. As we reflect on the progress made, one example to really stand out is Azara Mukhtar, Chief Financial Officer at Oxleas NHS Foundation Trust and her team, who have taken significant steps to understand and address the challenges faced by female employees in and outside of the workplace. Their approach underscores the importance of listening, acting, and fostering a culture of inclusivity and support.
Key Actions: Listening to and Supporting Employees
To gain deeper insights into workplace experiences, Azara conducted hour-long one-on-one interviews with each Band 7 and above female employee. These conversations included employees at various career stages and with different personal circumstances, providing a holistic understanding of the barriers they face.
Azara strongly believes that addressing the needs of employees with protected characteristics benefits everyone. Her interviews revealed that many employees, especially women, were juggling responsibilities related to childcare, elder care, and personal health challenges—factors that significantly impacted their work-life balance and career progression. Recognising these challenges, Azara advocated for more hybrid working arrangements and increased managerial understanding to ensure that career progression is not hindered by personal responsibilities. Through these efforts, she has worked to create a more inclusive and supportive workplace.
Building Confidence and Strengthening Supervision
One of the most pressing issues identified was a lack of confidence among a number of women in the organisation. Employees often hesitated to discuss their personal and professional challenges with their line managers. Additionally, team supervisions had become the norm, reducing the opportunity for personal relationship-building and individualised support. In response, Azara introduced mandatory one-on-one supervisions for all staff, on at least a 6-weekly basis, fostering stronger relationships and ensuring that employees felt heard and supported.
To further support Band 7 and above female employees’ career progression, Azara discussed mentoring benefits resulting in her mentoring 2 staff and one of her deputies mentoring a third member of staff. Other staff already had mentors or did not take up the opportunity of mentoring. This initiative aimed to provide guidance, career advice, and encouragement to those looking to advance in their roles.
Additionally, she ensured that development opportunities, including mentoring offerings, were clearly communicated to all staff, linking these initiatives to broader staff survey results to address key concerns.
Improving Workplace Culture and Communication
Poorer than average corporate staff survey results within the Finance Directorate indicated a need for cultural and communication improvements. In response, Azara launched the “Building a Fairer Oxleas” 5 step challenge in Finance, this was a trust wide programme, initially aimed at supporting Black, Asian, and Minority Ethnic employees, but later expanded to include all protected characteristics. This initiative included quarterly team-building meetings and separately a mandatory 15-minute finance huddle every fortnight was introduced. Azara was supported through this endeavour by her Associate Directors and by volunteers from the team who gave their time as well as providing open and honest feedback. These steps helped foster better relationships, open communication channels, and create a more inclusive work environment.
As the trust’s executive lead for the women’s network on menopause, Azara emphasised the importance of raising awareness and involving men in the conversation. She championed a trust wide male ally session, educating male colleagues on how menopause impacts women both at work and in their personal lives. By normalising these discussions, Azara helped create a more supportive and understanding workplace.
Conclusion
One year on, Azara and her team’s actions demonstrate that genuine commitment to gender equity requires active listening, policy changes, and cultural transformation. Together, they have championed one-on-one interviews, mentorship programmes, hybrid working arrangements, and open conversations about topics like caregiving, protected characteristics, and menopause. Their collective efforts have taken significant steps toward a more equitable workplace, serving as a meaning example of the positive impact that thoughtful and proactive measures can have.
As organisations continue on this journey, there is an opportunity for more leaders to take similar action, fostering workplaces where everyone has the support and opportunities they need to thrive.