Designing Difference Into HR Systems, Why Personalisation Matters at Scale

For a long time, HR systems have been designed around standardisation. One process, one pathway, one definition of what “normal” looks like. That approach no longer reflects today’s workforce.

Our colleagues come to work with diverse backgrounds, learning styles, aspirations and life circumstances. If we want people to thrive, our systems must recognise and respond to that diversity. That is what I mean when I talk about designing difference into HR systems.

This is not about lowering standards. It is about creating equitable opportunities, removing invisible barriers, and enabling people to show their best self at work.

Looking at the Whole Colleague Lifecycle

Designing difference starts by looking at the entire colleague lifecycle, from recruitment and onboarding through to learning, progression and ongoing engagement.

Historically, many HR processes have been designed for efficiency and consistency. Those priorities still matter, especially in a business of our scale. But consistency should not come at the expense of inclusion.

Our workforce across the UK and Ireland includes tens of thousands of colleagues, many in frontline roles. If our systems work well only for a narrow group of people, we limit both individual potential and organisational performance.

Rethinking How We Recruit

Recruitment is often the first place where barriers arise. Traditional interviews tend to favour certain communication styles and ways of thinking. While structured interviews have their place, they cannot be the only way we assess potential.

For some roles, particularly in frontline services such as cleaning, a formal interview may not be the best way to demonstrate capability. In those cases, practical assessments, walk-and-talk conversations, or spending time alongside an existing colleague can give a much clearer picture.

What matters to me is finding the right person for the role, not just on skills but on behaviours and values. Skills can be taught. Behaviours are much harder to change. Taking the time to understand someone’s story and what connects them to our culture is essential.

Inclusion Begins Before Day One

Belonging does not begin on a colleague’s first shift. It begins the moment someone says yes to joining us.

Onboarding must work for people who learn and absorb information in different ways. Video, audio and short, focused learning modules are often far more effective than large volumes of written content. Not everyone learns by reading, and not everyone has the same confidence with written English. Our systems need to reflect that reality.

This thinking extends to learning and development. I want colleagues to feel confident in sharing their learning preferences, challenges and aspirations, knowing that the system is there to support them, not judge them.

Technology plays a key role here. Used well, it can personalise learning journeys and help colleagues grow as individuals, rather than treating learning as a one-size-fits-all requirement.

Personalised Learning and Progression

We are still on a journey towards personalising learning at scale, and I am open about that. What matters is direction and intent.

Our focus is on improving engagement, helping colleagues develop skills more quickly and supporting progression and internal mobility. From the moment someone joins, our learning platforms should help them understand what progression can look like, based on skills and interests rather than rigid job ladders.

This approach supports a shift away from linear career paths towards more flexible, skills-based progression. In a world where roles and technology evolve quickly, that flexibility is not just inclusive; it is essential for resilience.

Designing Inclusion Into Systems, Not Bolting It On

Inclusion should never be treated as an add-on. It must be embedded in every process and policy.

When I review systems, I try to view them through different lenses. How would this feel for someone who is neurodiverse? For someone with a physical disability? For someone with caring responsibilities? For someone whose first language is not English. For someone who simply needs a second chance at work.

Designing difference means considering multiple formats, visual communication, language options and flexible access. It means recognising that diversity is not a challenge to manage but a strength to enable.

When systems adapt to people’s needs, we reduce structural barriers, leading to fairer outcomes in hiring, development, progression, engagement and retention.

Listening and Improving Continuously

This work is never finished. Designing difference is not a one-off initiative.

We rely on continuous listening through surveys, focus groups, engagement forums and everyday conversations. Feedback only matters if it leads to action, so we use what we hear to refine and improve our work.

Managers also play a critical role. Personalisation does not rest solely with HR. Managers are responsible for understanding aspirations and supporting development. Our role is to make that easier through better systems and clearer pathways.

There is a wealth of untapped talent in our society. As Employers, we have a responsibility to create environments where people can find their place at work and grow with confidence.

Designing difference into HR systems is how we do that, by putting people first, using technology as an enabler, and building inclusive, sustainable outcomes for the long term.