Allyship in tech careers: benefits for employers

With the digital skills gap a big challenge for organizations, it pays to address the root cause. In this blog, Kevin Dainty, Client Relationship Manager for Reed’s technology division, answers key questions about the value of allyship in the sector.

5 mins read
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12 Apr, 2025

While investment continues apace to fill the nation’s digital skills gaps, the current reality means employers need to take a different approach if they are to fill their vacancies. One strategy could be through study employee engagement levels. Staff motivation can be increased in various ways, from teambuilding days to financial incentives, but a real connection to an organization and between its people can be significantly enhanced through allyship.  

In the tech sector, where much progress needs to be made in diversity and inclusion, allyship can solve many cultural challenges as well as create opportunities for tech-related careers. 

Q: How important is allyship in the tech sector? 

A:It’s no secret that businesses are struggling with digital skills gaps, which is hampering their ability to develop and remain competitive. This scramble to find tech-savvy talent means many companies are missing out on skilled professionals who have been offered higher salaries when they could instead showcase their commitment to diversity and inclusion. They could be looking to hire people who have been traditionally underrepresented in the sector, including women and people from ethnically diverse communities.  

They could also invest in retraining existing staff who show enthusiasm and aptitude for tech roles. When experienced professionals mentor others, it can make a real difference to the business, not just in terms of filling jobs, but in creating a culture change where employees feel they can develop their careers within the organization. 

Q: How can tech employers build a culture of strong allyship, and how does it work? 

A:Allyship takes time to establish so should be viewed as a long-term investment. It involves a combination of top-down support with leaders dedicated to the in-house training and upskilling of individuals. Managers should also act as allies in support of team members taking on additional tasks to develop their skills. 

Tech careers are fast-paced and require workers who enjoy learning about new developments, identifying where improvements and efficiencies can be made across the business with tech, and keeping abreast of trends. Pairing employees who can naturally form strong working relationships really helps, and the partnership should also be supported by regular feedback and measurable goals. 

Consider setting up employee resource groups for underrepresented communities, where members can network and gain insight from external speakers and advocates to bolster their careers.  

It can also help to cement your allyship plans by promoting it in your job adverts and on your website and social channels. It’s a great benefit so should be shouted about – especially by those who are involved. Encouraging people to spread the word on their own channels and through your employee ambassadors, can be hugely beneficial for business.  

Q: What types of professionals make good allies? How should allyships be formed? 

A:Anyone can be an ally, but the title is not something that can be self-proclaimed, but rather something recognized by the individual or group on the receiving end of the partnership. It is easy while having good intentions, to slip into ‘white knighting’, ‘mansplaining’, or other forms of negatively received behavior. To train yourself out of these habits, if you think you/the ally are prone, is to remember that the focus should be on the individual – their experiences, how they like to learn, and what they want out of the allyship.  

It's a privilege to be asked to be an ally – and speaks volumes for the professional reputation of those selected for the role, usually by HR or senior leadership. But it’s important to be realistic about the partnership, what the ally can offer in terms of time and skills, and measurable outcomes.  

Personality clashes happen sometimes, so it helps to have trial periods where both parties have time to settle into the partnership and work through any teething problems.  

We’ve heard time and again from mentees how useful it has been to have that solidarity – someone in their corner giving them a professional and personal boost, and a new perspective on navigating an industry that can seem challenging at times. 

Q: What forms of allyship work best – does it always have to be about practical support? 

A:We’ve often found that practical and emotional support go hand in hand.  

People wanting to learn new skills are often passionate about their futures and will naturally have concerns about that – as well as how they are progressing and what they want from the partnership. They might want assurances that they are on the right track, or be keen to demonstrate new knowledge. They may see their ally as someone to bounce ideas off as well as to help clarify in their own minds what they ultimately hope to gain from the relationship. 

Other ways to be an ally include acting as a sponsor, a champion, or an advocate for individuals or groups. This might include promoting the allyship externally, standing up for individuals experiencing issues in their careers, or inviting members of underrepresented groups within the business to take on roles with greater visibility, at events or within internal communications. 

Q: Organisations with a culture of allyship will be more attractive to job seekers. What other benefits are there? 

A:Allyship is a benefit that all organizations should seek to offer. It can make the difference between an employee staying or leaving for pastures new. It can attract job seekers and inspire employees who may realize mentoring talents they didn’t know they had.  

The rewards extend beyond the organization itself, into the community – and can make an employer sought out by schools, colleges, and universities who admire the principles of allyship.  

Brand reputation is everything, and today’s professionals won't settle for anything less than people-first organizations. 

To expedite your search for tech talent, don’t hesitate to get in touch. 

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Manager’s guide: supporting your employees during Ramadan
4 mins read
  1. Article

Manager’s guide: supporting your employees during Ramadan

​Ramadan is a time of spiritual renewal and self-discipline and is often associated with a sense of community and shared purpose. But for many Muslims, whilst Ramadan is immensely rewarding, it can also be quite difficult from a physical and mental health perspective in the workplace.

Fasting can affect energy levels, focus, and concentration, making it more challenging to complete their day-to-day duties. Managers play an important part in supporting their Muslim team members during this time, both in terms of practical support and emotional understanding.

Understanding the significance of Ramadan

The first step in supporting your Muslim colleagues during Ramadan is to understand the significance of this month. Ramadan is not just about fasting, but also about spiritual reflection, increased devotion, and a sense of community. By understanding the deeper meaning of Ramadan, you can better appreciate the challenges your Muslim employees may be facing and offer meaningful support.

What can managers do to support their team members?

1. Amend work schedules, where possible

One of the biggest challenges for Muslims during Ramadan is balancing work and religious obligations. Where possible, managers should aim to be flexible with work schedules, allowing their employees to attend evening prayers or adjust their work hours to accommodate their fast. You could also consider allowing your team members to work from home or take time off if needed.

2. Provide support in the workplace

In addition to flexing work schedules, managers can also provide practical support in the workplace. This might include providing a quiet space for prayer, allowing employees to take short breaks to rest during the day, giving those who work in the evening time to break their fast and pray, and avoiding late afternoon meetings that require high concentration. The most impactful thing you can do is to ask them if they need any support and if so, what? It will likely vary from person to person, so you should take an open-minded and consultative approach.

3. Encourage communication

It's important for managers to encourage open communication with their Muslim employees during Ramadan. Encourage your team to share how they're feeling, what their needs are, and how you can support them. This can help build a more inclusive and supportive workplace culture and ensure that everyone is comfortable and able to perform at their best.

While encouraging communication is key, if you see someone fasting some days and not others (or not at all), avoid asking them why they are not fasting. There are many reasons why Muslims do not fast during the month of Ramadan, some examples include those with chronic health conditions or disabilities, age, travellers, and pregnant/breastfeeding mothers.

4. Recognise cultural difference

It's important to recognise and respect cultural differences during Ramadan. This might involve understanding that some Muslim employees may be more reserved or quiet during this time. Ramadan is a time for self-reflection and spiritual development, so you may find that some may decide not to partake in team recreational activities outside of work to allow them to focus on prayer, recitation of the Quran, giving to charity and spending time with family and friends to end the daily fast.

5. Promote team unity

Ramadan is often associated with a sense of community and shared purpose, and we all can help promote this sense of unity in the workplace. This might involve organising or amending team-building activities that support the fasting period or to engage in other communal activities.

Celebrating the end of Ramadan

The end of Ramadan is marked by celebrating Eid Ul Fitr (festival of breaking the fast), where Muslims around the world will come together and celebrate. This is the first day in 30 days where Muslims will eat and drink in the daytime. It is a time to celebrate, exchange gifts and get together with members of extended families and friends. Managers can support their team members by having discissions around annual leave dates so that they can partake in the Eid celebrations, if they wish.

And even better - celebrate the end of Ramadan with your colleagues. This could involve organising a special meal or celebration, or simply acknowledging the end of the fasting period. By celebrating the end of Ramadan, you can show your appreciation for their efforts by saying “Eid Mubarak” (have a blessed Eid).

In conclusion

Managers play a critical role in their employee’s experience of Ramadan in the workplace. By understanding the significance of the holy month, accommodating work schedules, providing practical support, encouraging communication, showing empathy and understanding, recognising cultural differences, promoting team unity, offering resources and support, and celebrating the end of Ramadan, you can help to create a more inclusive and supportive workplace environment.

If you are looking for a talented professional to join your team, or seeking a new employment opportunity yourself, get in touch with one of our specialist consultants today.

Maximise productivity: the power of full annual leave entitlement
5 mins read
  1. Article

Maximise productivity: the power of full annual leave entitlement

​When employing staff, annual leave is often seen as a ‘given’ – a perk that is just considered standard practice. You reward your employees with paid time off – that works right?

Unfortunately, an increasing number of employees across the UK,for example, are not making the best use of their entitlement. According to research by HR software provider Access PeopleHR, there was a 7.7% fall in the annual leave taken by UK workers between 2022 and 2023 across 18 different industries.

Annual leave is not merely a statutory requirement; it’s a strategic asset that can inspire and motivate employees – positively impacting your organisation.

The benefits to you as an employer

As we all know, you as an employer have a duty of care to protect the health, safety and wellbeing of your employees.

You might view annual leave as a cost to your business, but in reality, encouraging employees to take their full entitlement can bring numerous benefits to your organisation.

Increased productivity

Encouraging employees to take time off can significantly boost productivity. Now this may seem unusual at first, but well-rested employees are more efficient and effective. When employees take regular breaks from work, they return with improved focus and energy.

This break from routine tasks allows them to approach problems with a fresh perspective, often leading to innovative solutions, increased output, and a fresh sense of purpose.

Employees who take a large proportion of their annual leave entitlement are often less likely to experience fatigue and stress that could end up leading to mistakes and errors. In the long term, investing in your employees' rest can lead to a more resilient and productive workforce.

Reduced risk of employee burnout

Burnout is a growing concern – with 82% of employees at risk of some form of burnout in 2024. It can lead to decreased performance, increased absenteeism, and higher turnover rates. Encouraging employees to take annual leave can help to mitigate this risk by providing them with the opportunity to recharge and disconnect from everyday work pressures.

Helping employees embrace their annual leave may help reduce the likelihood of experiencing chronic stress, a leading cause of burnout. By promoting a culture that values rest and recuperation, you can help ensure your employees remain engaged and committed to their roles.

It’s more important than ever that people take time off to rest and recharge – so that they can come back stronger than ever.

Improved mental and physical health

We want employers to prioritise both employee wellbeing and productivity, and taking annual leave can play a vital role in maintaining the mental health of employees. Time away from work can reduce stress, improve mood, and boost overall life satisfaction.

Employees who feel mentally and emotionally healthy are more likely to contribute positively to the workplace upon their return to work. They exhibit better problem-solving skills, can enhance their creative thinking, and are generally more motivated.

Heightened employee satisfaction

Employee satisfaction is closely linked to retention rates and overall company morale. Encouraging employees to take their annual leave demonstrates that you value their work-life balance. This can lead to higher levels of job satisfaction and an increased sense of loyalty.

Those who feel supported in their need for rest and personal time are more likely to speak positively about their workplace, reducing turnover and, in turn, attracting top talent. Satisfied employees are also more engaged and motivated, creating a positive feedback loop that benefits the entire organisation from top to bottom.

Ultimately, it’s the duty of managers to help their teams book time off, whether it’s through regular reminders or implementing a simple and efficient booking system. Companies need to take action and discover why employees may be reluctant to take time off, to put strategies in place to support them. It’s also essential that you have a clear view of any requests that come through from your team so that you can manage them promptly.

Alternatives for those who struggle to take their full entitlement

While it’s ideal for employees to take their full annual leave, it’s not always possible. Some employees just don’t want to take it – and that’s fine.

Here are some alternatives to ensure they still get the rest and recovery they need:

Carry forward holiday leave –allow employees to carry over at least some of their unused leave to the following year. This provides flexibility and ensures they don’t lose their entitlement. This can be particularly useful during busy periods when taking time off is challenging.

Time off in lieu (TOIL) –offer additional time off to compensate employees who work extra hours, which can help to compensate for unused leave and give employees some much needed time off at a later date.

Flexible working hours –allow employees to adjust their work hours to accommodate personal needs. Compressed workweeks or staggered hours can help employees manage their time better, reduce stress, and improve work-life balance, even if they can’t take extended periods of time off.

Frequent breaks in the day –encourage short breaks throughout the day to help employees recharge and maintain their focus. This could be between meetings, after they’ve finished a project, or ticked something off their to do list, making it easier for employees to maintain productivity levels even without taking long holidays.

Final thoughts

In most businesses, communication which encourages employees to take time off is key. Having an easy and simple method to book time off, usually via a time management system that allows someone to submit leave for approval to management and HR, is essential.

This can make all the difference and encourage a healthier attitude towards requesting holiday, especially if the system being used is fast, efficient and accessible to all employees.

If you are looking for a talented professional to join your team, or seeking a career change, get in touch with one of our specialist consultants today.

Scientific CV Template
3 mins read
  1. Article

Scientific CV Template

If you are looking for your next position in the science industry, it is important to optimise and tailor your CV to give yourself the best possible chance of securing your dream role.

Build the perfect scientific CV with our free template below:

[Full Name]
[Home Address]
[Contact Number] • [Email Address]

Personal Statement

This section is your chance to summarise the rest of the CV, and convince the recruiter to get in touch. It is important to keep it brief, between 50-200 words and outline; who you are, any specific skills you have to offer (including ‘soft skills’) and your career aim.

Depending on the role, the key ‘soft skills’ employers are likely to look for include: communication, decision making, leadership skills, problem solving and being a team player. Be sure to reference your ability in these areas wherever possible in your CV.

I have gained valuable experience in [area of expertise] at [organisation name] and have a particular wealth of experience and skills in [specific area]. I graduated in [year] from [university name] with a [degree class] degree in [subject], and am now an [industry] professional.

My important achievements include working alongside the [team name] team at [organisation], and contributing to projects such as [project name]. I was responsible for/organised [task] and increased/decreased [profit/other metric] by [£X/X%].

I am looking for my next opportunity within an [business type/industry] organisation, where I can bring real value and develop my [scientific/research] skills further.


Education

This is your chance to talk about your qualifications, academic and vocational. This is a particularly important section for those with no relevant work experience. You should give detail about what you studied, where and when, and list them in chronological order. If you have many of one qualification, such as GCSEs you might find it useful to group them together.

  • [University Name]

  • [Date M/Y– Date M/Y]

Degree subject and class achieved (list Masters/PhD first)

  • Modules studied

  • Skills used

  • Dissertation brief

[College/School Name]
[Date M/Y– Date M/Y]

A-levels:

  • [Subject] – [Grade]

  • [Subject] – [Grade]

  • [Subject] – [Grade]

[College/School Name]
[Date M/Y– Date M/Y]

GCSEs:

  • [Number] GCSEs, grades [range], including Maths and English

Skills

This section is useful to clearly outline the laboratory/scientific skills you’ve gained at university or in industry. Include even minor relevant skills to increase your chances of being discovered in a CV database search.

Work experience
This should be brief and, as a general rule of thumb, focus on the last five years of your career, or last three roles, in chronological order with most recent at the top.

If you are a recent graduate then work experience should be listed before your degree details - if the work undertaken was relevant. If it was not relevant to your industry then list detailed degree/dissertation information first.

You should highlight your key achievements and use bullet points rather than lengthy descriptions.

[Job Title], [Company Name] [Location]
[Date M/Y- Date M/Y]

Achievements and responsibilities:

  • Brief role overview

  • Worked alongside [team] to produce [project]

  • Implemented [change] which resulted in [benefit]

  • Received an [award name] for [reason]


Hobbies and Interests

This section is not essential to include, but you may wish to depending on the role you are applying for. It can be a useful chance to show a little more of your personality. However, be warned this can be very subjective, ensure anything listed here reinforces your application and the idea that you’ll be the right fit for the role. If you don’t have any real relatable hobbies, it is probably best to omit this section.

I organise a weekly [sport] game, manage bookings, transport and help to coach the team.

Undertook a [course] in order to improve my [skill].


References

References are available upon request.

Download our full scientific CV template.