Allyship as a Critical Skill

STEM organisations have long recognised the importance of technical excellence. Innovation, collaboration and problem-solving are at the heart of what drives the industry forward and companies invest heavily in developing employees’ technical skills. But as the workplace evolves, allyship proves to be just as essential a competency.

Individuals entering careers STEM industries typically spend years in higher education and training, often three to four years and more, developing technical expertise and securing the required qualifications. Once in the workforce, they undergo further training to ensure their work meets industry standards, adheres to safety regulations, and contributes effectively to their organisation’s success.

What if the same structured, long-term approach was taken to allyship?

Everyday allyship creates environments where all employees feel valued, heard, and supported.

Embedding allyship training into professional development, just like technical or safety training, makes it a fundamental part of the workplace culture. By consistently reinforcing allyship as a collective responsibility, at every stage of an employee’s career, organisations can help create environments where diverse talent is not only welcomed but actively empowered to innovate.

Embedding Allyship as a Workplace Critical Skill

For allyship to have a real impact, it should be treated as an integral part of how organisations operate, rather than an optional initiative.

Here are some ways to build allyship into workplace culture:

1. Mandatory allyship training in onboarding
   Just as health and safety training is essential, allyship training should be a standard part of onboarding. Helping employees understand bias, privilege, and inclusive behaviours from day one sets the expectation that allyship is a shared responsibility.
2. Leadership as role models
   When leaders actively champion inclusion, employees are more likely to follow suit. Making allyship part of leadership development ensures it becomes embedded in company culture from the top down.
3. Support networks
   Employee Resource Groups (ERGs), mentorship programmes, and sponsorship initiatives provide spaces for employees to connect, share experiences, and access support. Encouraging allies to participate helps create a workplace where inclusion isn’t just the responsibility of underrepresented employees.
4. Recognising and rewarding allyship
   Organisations measure and reward performance in many ways, allyship could be considered as any other KPI. Whether through peer recognition programmes, performance reviews, or internal awards, acknowledging allyship reinforces its value and encourages all employees to take part in the journey.

Allyship isn’t a box ticking exercise, rather an ongoing commitment to building more inclusive, equitable workplaces. In STEM, where innovation is driven by collaboration between a diverse range of talent and perspectives, fostering allyship isn’t just the right thing to do on an individual level, it should be viewed as business critical.

Organisations that prioritise creating inclusive cultures will not only retain the best talent, they also set themselves up for long-term success in an increasingly diverse and competitive industry. The Skills 4 Inclusion Allies training offers a safe space to learn specific tools and techniques to be an effective ally.

Our participants say:

“The course is very well thought out, exploring often complex cultural and behavioural issues, and equipping participants with simple, useable tools for dealing with these issues”. – Shehu Saleh, Principal Environmental Consultant, AtkinsRéalis.

Email info@skills4uk.com for more information and start your allyship journey today.