Managers especially senior managers can rarely take feedback that does not meet their current view. Difficult decisions are not made at the detriment of the majority to pander to the few as difficult conversations about ability and taking advantage of systems and benefits do not take place.
There are considerable issues with EDI with a close minded view especially in relation to the most basic things such as obvious gender disparity at all levels but particularly obvious in senior leadership and management teams. It can be argued that social care roles statistically have a greater % of women which is true but no real effort is made by the NSPCC to deal with this.
Senior Management who have not shown the values of the NSPCC and are alleged to have demonstrated numerous examples of gross misconduct are ferreted away in another department due to the ineptitude of those who may be in a position to take corrective action however unpleasant this may be.
Retention is very low due to not taking feedback seriously or by putting steps into place to make it a better workplace. This is not always via improving welfare in generic ways it can often be by taking those tough decisions and learning lessons from other businesses, charities and public sector organisations which have these issues.
The real failing is that there is a blindness to the fact that their are people actively leaving or trying to give simple and easily carried out suggestions (even if not pleasent at the time) to make substantial long term improvement. These actions often do not cost anything and it is moreso about being about to take constructive feedback and having a growth mindset.
Lastly I am not saying that many of those who are implicated by this review aren't highly principled and able people with values that align with the organisation but rather that they are stuck in a comfortable rut where do to a lack of focus on actual end results they will remain.
