Satya Kartara has led some of the most challenging change programmes in the UK in her roles as Director of Diversity and Inclusion at Royal Mail, Head of Change at BHS and Head of Diversity at Ford; in this first of a series of monthly columns, Kartara explains why she first became interested in diversity issues, and how it has shaped her career.

Sarah Fletcher spoke to Kartara, Managing Director of the consultancy Be Inclusive, about her early career and her approach to issues of equality and diversity in the workplace.

Background and education
Kartara credits her early engagement with equality and diversity issues to her “traditionally Indian background”. Although her parents prioritised marriage and children for their eight daughters, Kartara comments that: “Dad always treated us not as girls but as the boys he never had. He taught us to question things and to stand up for what’s right.”

Kartara’s father instilled a strong work ethic into his children to promote a sense of self respect and pride. Although he maintained that women should remain within the domestic sphere, he urged his daughters to work hard for themselves and for their family. Kartara cites her father as “an inspiration – one of the best and most wonderful men I’ve ever known”.

Her mother, she says, motivated her to achieve her goals. She was: “the helm of the family, a strong female role model”.

Kartara adds that as her parents held deeply traditional Indian values, her father did not see the need for his daughters to pursue further education. As a result, Kartara left school with O’ levels and married at the age of 16.

She soon realised that the domestic aspect of her life was not enough for her. Kartara pursued her academic interests twelve years later as a mature student. In between raising three children as a single parent, she studied for a degree in education and a masters in politics and organisational change.

“It’s very difficult for women to get an education if you haven’t done it at school and gone down that traditional route, but it was fantastic. It increased my flexibility, choice and confidence.”

Kartara studied part time at university, working a day job and caring for her children with the help of her mother. She says the key is determination – but without a network of family support, women struggle with a system that is not designed to cope.

Supporting diversity through women’s training
“The Government can make it easier for women and has a responsibility, but it doesn’t. They talk about childcare but don’t fulfil their obligations. This is a real and current issue, not only for women but all parents.

“Women feel they must choose between kids and a career, but they shouldn’t have to make that choice. The future talent lies in women for a more flexible, 24 hour society.

“If the government wants flexible, loyal, innovative workers, they must have more women in senior positions.”

Women from many different backgrounds have credited her as an inspiration. Kartara says: “If I can do it, you can do it”. At Royal Mail, she set up women’s networks. “I wanted to help women understand that it’s possible to be successful and be a woman. It’s hard work but it’s possible.

“More successful women need to show themselves as examples. This can be a great inspiration.” Kartara shows this through her work, and does, “Anything I can do to help and support other women.” Her new diversity consultancy Be Inclusive aims to continue this work by helping businesses who want to manage gender diversity better.

Early career in diversity – Oxford City Council
Kartara’s first senior job in the public sector was as Head of Diversity for Oxford City Council. This involved working with disadvantaged communities, both male and female, young, old and racially mixed.

Kartara was one of the founding members of Oxford Women’s Training Scheme, a programme which trains and develops women who have few or no formal qualifications.

Remembering her own difficulties finding childcare whilst she studied, the scheme provided a crèche. Women could complete practical courses, from IT, woodwork and painting and decorating, to basic literacy skills and interview techniques. “We took a holistic approach to encourage self development,” she says.

When the programme first started the five-strong team ran two or three courses. Seven years later, we were employing 40 teachers, offered “a host of courses” and had hundreds of students.

Kartara is clear on what is key to the success of diversity programmes. “Everything is about communication. If companies don’t communicate with their people effectively, they’re lost.”

As head of Diversity, Kartara provided this: “communication loop”. One of the “most fantastic things that we did” was to conduct a survey to more than 1,000 people across the city to find out public opinion on the council’s services. “Often isolated groups were not given a voice,” she comments.

“Through focus groups we achieved meaningful dialogue, and the local authority actually listened.” What turned out to be the big issue? Education? Employment? No – “Bins!”

“This shows that you can never make assumptions about people. This is why, for me, communication is very big.”

Throughout her career Kartara has developed innovative and different ways to communicate, in order to involve and engage people. She now uses this knowledge to help other companies. Kartara spent five years working for the Council, before moving into the private sector with Ford.

In the next edition of this column we will look at this career move in detail and consider how Kartara’s diversity skills impacted upon the company.