Championing better work and working lives starts with putting what we know into practice in our own organisation.

Key human capital metrics

  • 346 employees and around 4,800 volunteers and associates
  • Voluntary turnover: 11.5%
  • Three in four leavers would recommend the CIPD as a place to work
  • New values launched
  • 193 people undertook development activity this year
  • Our gender pay gap decreased
  • Our maximum pay ratio is 14:1
  • Sickness absence fell below the UK average
  • We jumped 211 places in the Stonewall Equality Index

Why our people matter

We've changed a lot in the past year in line with our growing strategic aspirations, and our success is down to the talents and diversity of our people. That's why we value and develop our employees to succeed in their careers, as well as contribute to our success. We aim to provide purposeful work, along with the structure and skills to make a difference. We also create great career opportunities and support people’s well-being at work.

What our people do and who they are

Our people carry out a wide range of activities in support of our purpose – from the research and policy experts who develop our thinking, to our customer service and employer solutions teams who are there to give our members and customers a great experience.

We have 346 employees in our offices in the UK, Ireland, Singapore and Dubai. Supporting this core workforce are around 4,800 volunteers and associates. Volunteers include around 900 members who act as the face of the CIPD at a local branch level, 50 people who help us protect our Code of Professional Conduct, and 3,699 who support our social impact and innovation programmes. We also have around 180 paid associates who support our membership assessment processes and deliver some of our training courses.

In all, we increased our headcount by 24.2 (full-time equivalent) over the past 12 months. This was to grow our capability in areas such as customer services, supporting our members and member engagement in our UK regions and internationally. Figure 1 shows how our workforce has grown compared with our membership.

Understanding our people

Employee engagement and organisational culture

Employee feedback remains an important part of understanding our people. In 2018–19 we continued to encourage our people to regularly complete our ‘always-on’ employee pulse survey. This continually measures our employees’ satisfaction with (and the level of importance they give to) various areas of work. Work–life balance remained the factor people were most satisfied with in 2018–19. The area that recorded the lowest satisfaction level was our previous organisational values.

We responded to these results by reviewing our values. Organisational development work in 2018–19 focused on working towards a customer-focused and constructive culture. This work followed on from the internal culture audit we conducted in 2017–18 and the revised operating structure that we implemented that same year. This year we collected data and insight from a range of sources to inform the creation of our new values. These included:

  • direct consultation with over 90% of our workforce (every employee had the chance to get involved)

  • face-to-face and remote engagement with some of our branch chairs and volunteers

  • insights from our member survey, which we used to ensure the new values were aligned with what our members desire most from their interactions with the CIPD.

The result was a revised set of values and associated behaviours that resonate better with our people, and will ensure that fulfilling our members' and customers' needs is at the very heart of everything we do.

As we embed these values, we'll ensure we live them through our HR and people management practices, including holding people to account against our new behaviours and ensuring our senior leadership team leads in a values-based way. We’ll measure the impact of this activity on our organisational culture in 2019–20.

Our new values


Customer First

We listen to our customers and put their interests at the heart of everything we do



We pull together, challenge constructively and always communicate effectively

Professional development


We ensure expertise informs everything we do and never accept mediocrity

Accreditation icon (orange)


We take ownership and deliver quality on time, every time



We turn innovation and insight into value and impact

How we develop, motivate and retain our people

We want our people to feel motivated and supported to perform and stay working for the CIPD, so that we can achieve our ambitious goals. As a result, we’re pleased to report that in 2018–19 we once again saw a drop in the percentage of our workforce choosing to leave.

Our voluntary turnover was 11.5%, down on the previous year’s figure of 13.8%. Of those who opted for an exit interview, 47% said they were leaving to pursue the next stage of their career. And 75.7% of the people who completed our leavers’ survey said they’d recommend the CIPD as a place to work.

Developing our people

In 2018–19, we continued our focus on developing our people in six core areas: leadership, future core capability, personal development, well-being, compliance and professional development. In all, 193 people undertook development activity during the year, equating to 55% of our workforce. The average spend on development per person was £400.

We welcomed two new apprentices to our workforce in 2018–19 and contributed £4,000 per month to the apprenticeship levy.

Nicole Blair

"My managers are very supportive, giving me flexibility for study days and to schedule my workload around different learning initiatives."

Nicole Blair, Employer Solutions Executive

Developing our leaders

During 2018–19 we extended our leadership development to our line managers through our Leading the CIPD Way programme. This programme incorporates the latest research in systems awareness and develops core leadership skills and competencies around:

  • implementing our strategy and engaging people in our goals
  • creating and sustaining effective teams
  • navigating change
  • developing the skills to become a learning organisation.

In total, 56 people joined the programme during 2018–19, representing 59% of people who have responsibility for managing or supervising colleagues.

Fair and competitive pay

We continually look to improve our structures and processes around pay and reward. In July 2017, we devolved responsibility for deciding annual pay awards to our leaders – a practice we continued this year. Using market-related salary data and factors such as experience, performance and growth opportunities, our people managers make informed and affordable reward decisions.

Our pay scales allow us to compete effectively in the employment market while staying true to our charitable status. We pay above the Living Wage and benchmark our salaries against the external market.

The minimum CIPD salary in the year was £19,201, the average (median) salary was £36,374.50, and our chief executive earned a salary of £264,250. This resulted in a maximum ratio of 14:1 and a median ratio of 7:1.

The average (median) salary of our senior leadership (excluding our CEO) was £122,207, which provided a median ratio of 3:1. This reflects both the demands and high-profile nature of our senior roles and the ambitious agenda of our chief executive.

Our gender pay gap

We collected our gender pay gap data on 5 April 2019 for the third year of gender pay gap reporting. 69.8% of our UK workforce was female and 30.2% was male (down from 32% in 2018). The data revealed a median gender pay gap of 6.8% (down from 7.6% in 2018) and a mean gender pay gap of 17.7% (up from 15.7%) within our UK workforce.

Figure 2: Our gender pay gap (April 2019)

Median gender pay gap

When comparing average (median) hourly wages, women make 93p for every £1 that men make.

Mean gender pay gap

When comparing average (mean) hourly wages, women make 83p for every £1 that men make.

The positive change in our median pay gap, which is the statistic generally accepted to be most indicative of pay equality across an organisation, was as a result of continued focus on pay management in line with our reward principles and encouraging greater diversity when filling job vacancies. Two female resignations between the snapshot of 2018 and 2019, both in the upper pay quartile, significantly impacted our mean gender pay gap.

We remain committed to maintaining a low gender pay gap through our annual salary review process and in fair and inclusive work practices.

For more in-depth analysis of our gender pay gap, and our action plan for 2019–20, see

Bonuses and pay progression

During our July 2018 salary review, five women were awarded a small, one-off payment in recognition of outstanding performance. No men received such a payment, resulting in a median bonus pay gap of –100.0% and 0.0% mean. This is in contrast to our gender pay gap report in 2018, when 11.4% of women and 10.5% of men received a bonus, and the median and mean bonus gaps were 30.0% and 3.0% respectively.

Regarding promotion and pay progression, as part of our people strategy we have also documented promotion guidelines. These clearly set out the criteria for promotions and salary increases awarded outside the annualised salary review process. This further supports our commitment to use relevant controls within our pay practices aimed at maintaining a low gender pay gap.

Reporting on ethnicity pay

In 2018–19 the UK Government issued a consultation relating to ethnicity pay reporting. In our response, we recommended that organisations with more than 250 employees should report on pay by ethnicity using the same calculations as required for gender pay gap reporting.

Although there is no government legislation to report on ethnicity pay in 2019, nor a mandatory requirement to collect ethnicity data, as part of our dedication to ensuring we are a diverse and inclusive organisation we have chosen to report on our ethnicity pay on a voluntary basis. We are in a strong position to do so, because more than 98% of our people have volunteered to disclose their ethnicity to us.

Based on the same snapshot data used to calculate our gender pay gap, we have a median ethnicity pay gap of 19.8% and a mean ethnicity pay gap of 25.2%. In other words, white people have a pay advantage, as shown in Figure 3. This is broken down further on page 50 of our annual report.

This year's results give us a baseline from which we will continue to drive our diversity and inclusion agenda. Further analysis will also help us identify ways of addressing the gap and enabling equality of opportunity for all at the CIPD.

Figure 3: Our overall ethnicity pay gap (April 2019)

Comparing average (median) hourly wages our total BAME (Black, Asian and minority ethnic) population earns £0.80 for every £1.00 earned by our white ethnicity group.

Mean ethnicity pay gap

Comparing average (mean) hourly wages our total BAME (Black, Asian and minority ethnic) population earns £0.75 for every £1.00 earned by our white ethnicity group.

Governance and oversight of our people and culture

Following the appointment of a staff member to our remuneration committee in March 2018, this year we expanded the committee’s remit – and name – to cover all matters relating to people, culture and remuneration. This reflected the recommendations set out in our report RemCo Reform: Governing successful organisations that benefit everyone, which found that, following revisions to the UK Corporate Governance Code, reform is needed to ensure boards fulfil their duty to establish corporate cultures that are aligned with company purpose, promote integrity and value diversity.

We're pleased to see our research and insights reflected in the way we do things at the CIPD.

Building a diverse, inclusive and healthy workforce

We recognise the importance of providing an inclusive workplace for all staff to feel safe and supported at work, no matter what their individual characteristics. We encourage people to bring their whole selves to work to enable a work environment that is supportive and collaborative. As well as benefiting employees, we believe this approach also creates the conditions for the diversity of thought that will allow us to innovate and perform at our best for customers.

Our internal inclusivity steering group continued to work hard this year to create synergies between our various employee groups and make better use of our resources. The group consists of representatives from various internal employee groups, as well as from our People Team and Public Policy Team. It also includes people who focus on mental health and well-being. Through it, we've been able to raise awareness of areas such as race, ethnicity, disability, sexual orientation and gender identity.

During the year we also championed improved awareness of neurodiversity. We trained our well-being champions and members of our People Team in how to support our people to explore whether they may have autism, ADHD, dyslexia or dyspraxia. The training included how to consider funding for follow-up diagnosis and to help line managers provide optimum work environments to enable neurodivergent colleagues be their best at work.

Regarding LGBT+ inclusion, the CIPD jumped 211 places in the Stonewall Equality Index, from 394 in 2018 to 183 in 2019. This was thanks to improved LGBT+ inclusion practices at the CIPD, including a new transitioning at work policy, engaging members in LGBT+ inclusion workshops, and our internal LGBT+ Network working with the People Team to update policies and practices. The CIPD is committed to continuing to improve LGBT+ inclusion through the work of the People Team and the LGBT+ Network.

Ciprian Arhire

"I'm really proud of the work our LGBT+ group did this year to help build an inclusive culture where we can all bring our best selves to work - regardless of background, circumstances or identities. Our efforts helped us leap a massive 211 places up the Stonewall Equality Index, a testament to the CIPD’s commitment to becoming one of the most inclusive employers."

Ciprian Arhire, Project and Programmes Executive and Chair of the CIPD’s LGBT+ Network

What our global workforce looks like

As of 30 June 2019, 70.5% of our employees were female. In our senior leadership team, the gender balance was 50:50. Of our total workforce, 22.9% identify themselves as being from an ethnic background other than white European (up from 18.5% the previous year). In 2018–19, just 1.7% of our people around the world chose not to disclose their ethnic background for our employee records; this contrasts with data from 2013–14, where the figure was 17.4%, showing just how far we have come in building a safe, inclusive work environment.

We are recognised as a 'Leader' in the UK Government-led initiative 'Disability Confident' and 2% of our global workforce identify themselves as living with a disability. We take an inclusive approach to hiring and staff development and make reasonable adjustments to jobs and the working environment.

See page 53 of our annual report to for a breakdown of our workforce by gender, ethnicity and job band.

Promoting a flexible workforce

Our June 2018 report, Diversity and Inclusion at Work: Facing up to the business case, showed that we should value what workforce flexibility can bring to businesses. We champion that philosophy at the CIPD through our flexible working policy, which encourages both formal and informal arrangements between our people and line managers. Formal arrangements include job-shares and compressed hours (such as nine-day fortnights), while informal arrangements include ad hoc remote working and flexi-time. We encourage recruiting managers and candidates to talk about flexible working through our recruitment adverts and by training managers on the benefits of flexible working.

24% of our workforce work part-time. Page 54 of our annual report shows the uptake of part-time versus full-time work by gender. Amongst our full-time workers, three women and one man work compressed hours. We currently have no formal job-share arrangements in place.

4.6% of our workforce (2 men and 14 women) work from home on a contractual basis. We know that many more do so on an informal and ad hoc basis but have no reliable means of monitoring this. This year we rolled out new technology that will help make remote working and collaboration easier than ever. Going forward, a new employee engagement tool will enable us to measure the level of flexibility our people have to work where, when and how they need to.

Promoting well-being

In 2018–19, our overall level of sickness absence (short- and long-term combined) was just 3.7 days per person per year, below the UK average of 4.3 days.

We continued to run activities such as mindfulness and exercise sessions at our head office in Wimbledon to help our people stay healthy. And 22 of the people in that office volunteered as well-being champions, offering help and advice to their colleagues.

Furthermore, in 2018–19 we ran a two-day well-being awareness campaign, which involved our people being able to participate in a number of informative and participative activities, including understanding healthy lifestyles, exercise, mindfulness and the menopause.

Richard Jones

"I'm really proud to be one of the CIPD’s Mental Health Champions. The training we received from MHFA England has given me the skills and confidence to offer support to someone in need – both at work and in my home life."

Richard Jones Assessment Administration Manager