Business – 2.1 HRM – Morale and welfare | e-Consult

The data suggest several patterns:

• Gender balance and engagement: Teams with a higher proportion of female employees (Team A and Team C) show higher engagement scores (7.8 and 8.2) compared with the more male‑dominated Team B (6.5). This may reflect inclusive cultures that value diverse viewpoints.
• Ethnic diversity: Team B, which has the highest ethnic minority representation (50%), records the lowest engagement score. This could indicate that the organisation has not yet created an environment where ethnic diversity feels fully supported, leading to lower morale.
• Age factor: Younger average age (Team C, 29) aligns with the highest engagement score, possibly due to greater alignment with modern, flexible workplace practices. Conversely, the older average age in Team B (42) coincides with lower engagement, which might reflect generational differences in expectations.

Conclusions:

1. Balanced gender representation appears to correlate positively with employee engagement.
2. Ethnic diversity alone does not guarantee higher engagement; supportive policies and inclusive leadership are required to realise its benefits.
3. Age demographics influence engagement, suggesting the need for tailored development and flexibility programmes.

To improve overall engagement, the business should:

• Implement targeted inclusion training that addresses ethnic minority experiences.
• Promote mentorship and career development pathways for all age groups.
• Continue fostering gender balance while ensuring that all diversity dimensions are supported through clear policies and employee resource groups.