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How to compete for top talent on pay and benefits

Flare’s own Liz Crawford shares her top tips for SMEs looking to create an attractive pay and benefits package to compete for top talent.

At a glance

  • Employees want increased flexibility, authenticity, workplace wellbeing and a competitive pay package.
  • Remuneration isn’t everything if you’re overspending on an employee who might be the wrong fit.
  • Don’t sell yourself short as a smaller business. You have a lot to offer that larger companies can’t compete with, including offering employees better promotion opportunities and more exposure to business mechanisms.
  • Financial benefits are a great way to save you and your employees’ money, and can also tie into your employee value proposition.
  • A comprehensive benefits package allows you to match benefits to employees’ needs to compete with larger organisations.

Post-COVID-19, employee expectations have changed. Flexibility, which used to be a nice-to-have, is now a must, with some people believing they work more efficiently at home, while others value not having to commute.

There has also been a movement toward workplace wellbeing. While COVID-19 played a part in this shift, wellness had been becoming more significant for the past 10 years.

It’s more important than ever to embrace authenticity and allow people to bring their whole selves to work. That means you need managers who are trained to see people as individuals with their own strengths, weaknesses, needs, ways of interacting and preferences for communication.

People want to be compensated fairly, but once that bar is met, they look to other parts of your EVP.

The great job boom

Coupled with these changing needs and wants, we saw the hiring market transform at the tail end of 2021. Competition for candidates translated into higher salary expectations, meaning businesses needed to work out how to respond through hiring practices.

At Flare, our intention is for candidates to feel valued and for employees to be remunerated fairly, and to ensure we’re recruiting and retaining people at the right level. To do that, you need to understand a candidate’s current level of performance and their potential and use both as a lens to look at salary trends.

Ensuring candidates are aligned with your values is also key – and can give you an edge in hiring the right people. We strive for more for both ourselves and our customers, and that is also a core component of our employee value proposition (EVP). Flare employees get the opportunity to work on interesting problems with modern tools and technology, collaborating with smart people who have the same mindset. In other words – we offer development opportunities and meaningful work. 

For many, that’s more important than remuneration – or at least it’s less of a given. People want to be compensated fairly, but that bar can be met by many potential employers (and, as we have seen recently, can be raised within a day). Once that bar is met to their satisfaction, they look to other parts of your EVP, such as the experience they will have every day working with you.

Smart businesses find people who are a great fit for their organisations. For example, because we’re a growing start-up, we look for employees with a growth mindset. You don’t want someone in a role that may not be right for them – that’s a losing proposition for both sides

Competing on growth

There is much to gain from working at a smaller company – and much of it isn’t related to remuneration.

At many start-ups and scale-ups, you get as much responsibility as you can handle. If your employees are up to taking on more, support them in that endeavour and recognise their development. That’s much harder to do at a larger company, where there is often a hierarchy involved in who runs what, and there are several people competing for the next promotion – so in your recruitment and interviews, tell the stories of the people who have learned, developed and grown in your organisation.

Smaller businesses and scale-ups also offer the opportunity to be much closer to all levels of the business – such as senior leadership, other departments, and the overall business strategy.

When you add a comprehensive financial benefits program into the equation, you have a nice EVP offering to compete with larger organisations. 

For example, salary packaging is one of the greatest financial benefits a worker can get, providing employees with tax deductions that could save them thousands each year.

Other financial benefits such as discounts or access to special programs make people feel like they’re getting something extra from working at the business that they couldn’t get otherwise. And those savings often punch above their weight in sentiment – a few dollars here and there off specific purchases) feels like a boon.

I use our discounts to buy Woolworths gift cards, for example – not only do I save a little bit on the weekly grocery shop, but I’m also reminded every week when I shop for my family that we’re getting something a little bit extra from my employer.

We all spend our money differently, of course – I might be concerned about how much I spend at the supermarket, whereas someone else might value a discount of flights for their next holiday, or discounted fitness classes.

Targeting your benefits program

Whether you’re in a large organisation with a team of people working on your benefits program, or a smaller business with a sole HR director who also produces employment contracts and runs payroll, customisation of a benefits program is essential to ensure it matches your EVP.

If one of your EVP components is caring about people by treating them as individuals, providing flexibility and helping them grow, but you have no benefits offering – that’s not telling a cohesive story. 

When you combine a fair salary and a great benefits offering with an authentic expression of who you are as a business and what you can do for your employees, you’re putting your best foot forward in the market.

Learn more about hiring trends, the limits of remuneration and the financial perks that save you and your employees money. Download the ebook: Win the race for talent: How to revolutionise your EVP.

5 tips to run a financial education program in your workplace

Steph Gillon is a former financial adviser and passionate advocate for financial literacy. Steph also heads up Financial Wellbeing at Flare, helping businesses promote financial wellbeing in their workplace. Stephanie shares some of her insights into running a financial literacy program.

Financial stress can contribute to burnout and carry over into the workplace, impacting performance and productivity. To cope with financial stress, EY and Flare research showed that one in ten Australian employees have chosen to take time off from work. Moreover, these employees have taken an average of eight days off per year to deal with issues regarding financial stress. 

Offering financial education as part of your overall wellbeing program is one way that you help to reduce financial stress and its impact on your business. It can also help your Employee Value Proposition stand out by offering tangible value to employees. Here are five ways to get started.

Create awareness

“People have a real fear of being ‘caught out’ when it comes to money. A lot of people will bury their heads in the sand and ignore issues. Creating awareness around the problem, and showing people that they aren’t alone, goes a long way to help normalise conversations about financial stress and money management,” Stephanie points out. 
“We know based on the insights from the Household, Income and Labour Dynamic (HILDA) study, statistically, almost half the population are financially illiterate. Programs should start with the assumption that there is very little financial awareness, and your job is to help build those blocks,” says Stephanie. 
“For those who are experiencing hardship, it’s an excellent idea to provide links to where they can get assistance. That could be a service that you provide like financial counselling through your employee assistance program, or independent third parties. The government offers several free services like the National Debt Helpline,” highlights Stephanie.

Consider the fundamentals

“There will be varying degrees of knowledge and skills around financial concepts. Saving, budgeting, spending behaviours, attitudes to money, goal setting, paying down debt and investing – these topics underpin a sound financial strategy. This is a great place to start,” says Stephanie.
“I like to go deep into these topics. I use quizzes, examples, and case studies to illustrate meaning.
I also provide tips about easy ways to positively change behaviour, like automating savings or tracking how you spend. I break down complex financial concepts into bite-size and easy-to-digest soundbites. I want people to walk away from a session feeling empowered, not inadequate. The content should be relatable, easy-to-grasp, and engaging,” advises Stephanie.

Encourage participation

“Once you have built out a baseline program, think about the perfect way to package that up to your employees. Could you brand this like ‘financial bootcamp’ and build a monthly campaign around it that leverages calendar dates and seasonality? We all know that Christmas is a tight period for a lot of people, so the lead up may be an ideal time to promote budgeting for big events, for example.
What is critical is that you set-up a program of activity or a calendar and make a commitment to providing great content and experiences regularly to engage employees with their financial wellbeing. Otherwise, you risk losing momentum,” explains Stephanie.
“Engaging a remote or dispersed workforce can also prove challenging when you are relying on an email address or an intranet to engage them. They want to access content where and when it suits them. That’s why Flare offers financial education through an app platform. This approach is much more aligned with content consumption patterns these days,” says Stephanie.

Meet needs without compliance risk

“For many employers, providing financial education and support to employees can feel risky due to compliance and privacy concerns. Advice around financial products is highly regulated in Australia and falls into two buckets, general and personal advice. General advice does not consider any personal circumstances and is general in nature. Personal advice is more specific and is tailored to the individual’s personal situation. Both require licences to provide advice,” Stephanie points out.
“The fines imposed on unlicensed financial advice are significant. Financial advice must only be provided by qualified and licensed financial advisers or financial counsellors, not by individuals or corporations who neither hold an AFS licence, nor are authorised representatives of an AFS licensee. It can be a criminal offence and result in jail time of up to five years and fines of up to $133.200 for individuals. For corporations the penalties are up to $1.33 million1,” warns Stephanie.

Explore resources available to support you

“Many businesses just don’t have the time, resources or expertise to support a financial education program,” states Stephanie. “If this is the case, there are partners available that you can lean on to help roll out your education. Flare, for example, offers financial wellbeing content through our free Flare app.”
“This helps us to scale education, meaning that we can support reach by making this information easily accessible and in the palm of your employees’ hands, at their convenience. Through this, we address several topics that we know are central to financial wellness, like money mindset and behaviours,” says Stephanie.

This is an excerpt from the Flare guide: How to support your employees’ financial wellbeing. Download a free copy today for more tips on a successful wellbeing program.

4 things to avoid when designing your wellbeing program

Janine Fry, Vice President of Customer experience at Flare, speaks to businesses and HR leaders across the country about their wellbeing programs daily. In her role, Janine helps them successfully implement and launch their benefits and wellbeing offering. She shares some of the most typical problems that are heard from clients as to why programs have failed in the past, as well as tips on what to avoid.

One-dimensional

“Companies need wellbeing programs that address holistic health: physical, mental, financial, and social. In the past, wellbeing programs have been focused on physical wellness like discounted access to gyms and step competitions. While those types of things are still important, it’s now widely acknowledged that programs need to respond to holistic health. Companies that are winning in this space have evolved their view of wellbeing,” says Janine.

Lives and dies on the intranet

“The workforce is becoming more flexible. People want to engage where and when it suits them, so access is key,” says Janine.
“It’s critical that wellbeing programs are engaged with and utilised, regularly. If they are sitting on a static intranet, then they risk going unnoticed and unused. One of the ways we have addressed this at Flare is by creating both a desktop and app experience that connects workers with their benefits anytime, and anywhere. It’s promoted to them during onboarding,” she adds.

Benefits miss the mark

“Offering compelling benefits is one way to differentiate your business with new and existing employees, especially in this competitive wage environment,” Janine points out.
“We think of the employee experience as a journey from start to retain,” says Janine. “Non-wage compensation like perks, salary packaging, and wellbeing support and experiences, alongside mandatory benefits like Super and policies, create a complete offering to employees. We know that this combination is difficult for businesses to execute and manage on their own. There are so many considerations. Flare’s benefits solution helps take the pain out by packaging all these elements together to support businesses to engage their workers with their wellbeing.”

One hit wonder

“One of the most disheartening aspects of a failed wellbeing program is seeing all that hard work not add up to engagement. Influencing up, building a program and communicating it to employees takes effort, time and resources. Sometimes it’s difficult to sustain this investment over a long period. Really, you need that commitment, cultural alignment and advocacy to support the program ongoing,” admits Janine.
“At Flare, we have focussed on removing frictions from delivering and managing wellbeing programs. We offer the benefits, the products, the platform and the engagement program. We also empower businesses to have a level of control over that experience by embedding their wellbeing agenda,” says Janine.

This is an excerpt from our Flare guide: How to design a wellbeing program. Download a free copy today for more tips on a successful wellbeing program.

Media Release: MYOB acquires Flare, Australian SMEs to reap benefits

Flare to accelerate delivery of workplace financial services platform to help more SMEs reach their potential

Business management platform MYOB today announces it has acquired Australia’s leading workplace financial services platform Flare, extending MYOB far beyond accounting to solve diverse problems for SMEs and their employees.

MYOB first announced a strategic partnership with and investment in Flare in November 2020, resulting in the native embedding of Flare’s onboarding and superannuation services within the MYOB platform. The acquisition by MYOB will fast track Flare’s ambition to be Australia’s most comprehensive and innovative workplace financial services and benefits solution, accessible to any employer in Australia.

It is expected Flare will continue to operate as a standalone business and service its other clients and partners, with the initial focus on further enhancement of the platform’s existing integrations with MYOB. This will include Flare’s pay and benefits app, which will unlock discounts and wellness, a digital wallet for payroll and novated car leasing.

Greg Ellis, CEO of MYOB, said the acquisition represents a significant evolution of MYOB’s payroll capabilities to deeply connect SMEs with everything they need to run and grow their entire business.

“SMEs can only grow when they get more out of doing less. MYOB’s position in the employee network is already substantial; one in five employed Australians are paid through our software. When you combine this with Flare’s pay and benefits capabilities, we can provide one of the most unique people management platforms on market, offering business owners value in new ways and in less time. Helping SMEs be more competitive and productive is the ultimate goal.

“Our acquisition of Flare creates pathways for MYOB to connect with businesses in new and deeper ways. By offering our customers solutions that drive value within their processes, MYOB can deliver on our vision of being a vital partner in the full lifecycle of Australia’s SMEs. We are incredibly excited by this opportunity,” said Mr Ellis.

Since it was founded in 2015, Flare has grown significantly, with over one in every four Australian employees starting a job each year interacting with its and benefits platform, which serves to make employee experience tools attainable for any sized Australian business.

James Windon, co-founder and co-CEO of Flare, said the acquisition will leverage MYOB’s substantial customer footprint to level the talent playing field for SMEs by connecting them with quality workplace digital tools.

“The battle ground for talent has never been tougher. Eight in 10 businesses are experiencing skills shortages* and there are fewer unemployed people than there are jobs**. Creating an exceptional employment experience has only typically been in reach for bigger businesses with big resources; Flare is passionate about changing that.

“We are thrilled to supercharge this vision with MYOB, to explore innovative territories faster than before.

“MYOB’s investment in Flare will provide more businesses access to comprehensive employee benefits offerings and digitised onboarding experiences. We think that is a huge win for Aussie businesses and their employees.”

* Hays August 2022

** ABS August 2022: in July, there were fewer unemployed people (474,000) than there were job vacancies (480,000 in May)

About MYOB

MYOB is a leading business platform with a core purpose of helping more businesses in Australia and New Zealand start, survive and succeed. MYOB delivers end-to-end business, financial and accounting solutions direct to businesses employing between 0 and 1000 employees, alongside a network of accountants, bookkeepers and consultants. For more information visit myob.com or follow MYOB on LinkedIn.

About Flare

Flare is Australia’s leading pay and benefits platform. Over one in four Australian employees are now using Flare technology when they start a new job – integrated seamlessly into the leading payroll, HRIS and time-and-attendance platforms. Flare allows employers of any size to offer everyone in their organisation the kind of personal and financial benefits that were once only available to senior executives, available with no ongoing maintenance or fees. The Flare app and card give employers the tools to attract and retain top talent – helping workers to take employee experience into their own hands and make their pay go further.

Media contact:
Harry Godber
0438 997 298

Media Release: Australians change jobs seeking better workplace benefits as the ‘great resignation’ takes hold

Australians are demanding more control over their pay and benefits amid mounting post-pandemic financial stress, with a new study confirming the global ‘Great Resignation’ phenomenon has arrived on our shores.
 

Professional services organisation Ernst & Young, Australia (EY) has collaborated with leading Australian pay and benefits platform Flare to survey 7,000 employees across the Australian economy over January–March 2022. The research findings have revealed a workforce with limited access to benefits or products that support financial wellbeing, and who are leaving their employers as their expectations change post-pandemic:

  • Workers are demanding greater control over their pay and benefits: 55% report COVID-19 lockdowns have changed what they expect from an employer.
  • Financial wellbeing accounted for over 50% of resignations in this period.
  • Just one in three Australian employees has access to a benefits program; yet those who do believe that it meaningfully improves their pay package and financial wellbeing—and makes them less likely to leave their jobs.
  • Over three quarters wish to take up key financial benefits like salary packaging.
 

Cashflow and payroll timing are also revealed as key financial stress factors for workers:

  • Australian workers have become the largest creditors in the economy: only half are paid weekly, and one in four report being paid late—resulting in extended periods where employees are without the pay they are owed.
  • 7 in 10 Australians are living paycheck-to-paycheck, with less than $5,000 in savings and an inability to meet their financial needs in an emergency.

 

Despite these escalating cashflow issues, 7 in 10 employees report they would never ask for a pay advance, choosing instead to take on debt to meet their cashflow needs:

  • Two in three have turned to credit cards to meet their spending needs; on average, they are now nearly $3,000 in debt.
  • One in five has used a personal loan or mortgage drawdown for a vital purchase.
  • Two in three wait until payday to make important purchases.

 

The analysis notes significant merit in employers adopting benefits programs that are accessible, dynamic and go beyond a static intranet—including the option to access pay on-demand without charging interest or fees, and where value is driven by other perks like affiliate partnerships or access to a broad range of financial wellness resources.

EY Oceania Fintech Leader May Lam said, ‘What is clear from this new data is that there is a significant workforce shift underway post-pandemic. In this environment, employers of all sizes have an imperative to review the financial and personal benefits they are offering to employees, or risk being left behind as others adapt.’

Flare Co-Founder and Co-CEO James Windon said, ‘This new data reveals the balance of power in the Australian workforce has shifted towards employees. Workers are coming to expect more from their benefits: nobody should have to pay to get paid.’

‘Employers can no longer provide a static intranet and expect to retain staff. The reality for most workers is that they’re not in an office every day: they’re remote or on their feet, and need financial resources in their hands, on their smartphone,’ Windon said.

‘Flare has listened to employees, and we’re proud to be launching Australia’s first pay and benefits app available to any business for free – letting workers take employee experience into their own hands. It’s our goal to equip businesses of all sizes to compete for top talent with the resources of ASX50 companies, right across the economy.’

The Flare & EY Whitepaper ‘Pay in the new economy’, can be accessed here.

About Flare

Sydney-based fintech Flare is Australia’s leading benefits platform and pay technology provider. Flare serves over a million employees—including a quarter of Australian workers starting jobs each year; and is integrated into the leading HRIS, time-and-attendance and payroll software suites.

The new Flare App and Card are available for free to businesses of any size, and bring Flare’s full suite of benefits into the hands of employees, at the centre of employee engagement:

  • The Flare Card gives employees the option to access their wages in real time for free—without incurring any fees, charges or interest.
  • Free access to a competitive suite of perks, discounts and wellness resources from leading Australian retailers and service providers.
  • Access to valuable salary packaging services to save on tax—including novated car leasing, a tax structure that saves car owners thousands of dollars per year on average.
  • Better engagement with your superannuation savings—the largest benefit available to most Australians.
  • Flare has partnered with Westpac, Australia’s oldest bank, to provide a full banking-as-a-service experience to employees within their workplace—launching later this year.

The Flare App and Card are rolling out now to early-access partners and will be available to the remainder of the Flare network over the course of 2022

About EY

The EY Technology and Consulting practice supports organisations as they initiate or undergo major transformations. Capabilities span end-to-end solution implementation services from consulting, strategy and architecture, to production deployment.

Media contact:
Harry Godber
0438 997 298

Six women on what ‘breaking the bias’ means to them

This International Women’s Day is bringing awareness to bias (conscious and unconscious) in the workplace, and what holds women back from achieving equal rewards, resources and opportunities regardless of gender.

At Flare, we recognise that diversity is an amazing thing, and that it benefits not only the workplace but society at large, and so we celebrate it. We’ve asked six women at Flare to share with us their views on breaking the bias, why it is important, what it means to them, how they’d go about it and where they see other women leading the way.

The theme of IWD 2022 is #BreakTheBias. What does this mean to you?

Katie: To me, it means that we all have the same consequences for our actions and the same rewards for our efforts. It would mean getting to a place where gender and skin colour have the same effect on our careers as eye colour.

Jessica: To #BreakTheBias, I believe, means to never stop questioning; to be on a constant journey of learning and undoing structures that might disadvantage women. It means to advocate for the material change in policies to account for the intersectional nature of the human (and women’s) experience. In daily life, it’s calling out language and behaviours in a safe and constructive way and being conscious of how all the information and media you’re consuming impacts the way you see your reality. This is where I hope we can strive to be. Collaboration and a holistic approach to addressing deeply ingrained biases will be key to our success.

Neda: To me, it’s as simple as breaking gender bias. With so much unconscious bias, even with the best intent, we form them, unaware of the impact they have on individuals. To me, it is understanding we have those unconscious biases and slowly breaking them down and creating greater awareness. That extends culturally as well.

Lauren: To me, ‘Break the Bias’ is the continued advocacy to challenge structural and institutional biases that impact women’s financial security.

We have seen examples of ‘breaking the bias’ with proposals to remove the superannuation income threshold test from 1 July 2022. This proposal removes some of the structural inequalities which exist in women’s access to superannuation, enabling low-income, part-time and casual workers (often disproportionality overrepresented by women), to earn employer guaranteed superannuation contributions.

The structural and institutional biases which exist in financial services, perpetuate women’s financial insecurity. Breaking these biases means educating ourselves and continuing the dialogue on income and retirement inequality, identifying and talking about the legislative gaps that let women down, and empowering other women to share knowledge and increase their levels of financial literacy which is key to attaining a level of financial security.

What would it mean to you to have a gender equal world?

Liz: A world where a person’s gender doesn’t determine the freedoms they experience, their opportunities, their degree of safety and their ability to exercise their basic human rights.

Sam: Feminism often gets a bad rap, even from women but Gloria Steinem once said, “A feminist is anyone who recognizes the equality and full humanity of women and men.” If all men (and women) can proudly call themselves feminists our work is done.

Sarah: To me, a gender equal world is walking into a room and being seen and heard for who you are, for the ideas you offer, automatically given the same respect you give. A world where every room is safe for everyone, of any gender, to freely collaborate in, hold space in, be heard in.

Lauren: The continued existence of violence against women (physical, financial, social, political or otherwise) is incompatible with the concept of a gender equal world.

To me, a gender equal world is one free from violence, from our daily interactions through to our highest institutions. A gender equal world also recognises minority women from all corners of the globe, whose voices are rarely represented in mainstream discourse, and whose lived experiences of gendered violence are significant and vastly different to our own.

Neda: To me equality means accepting all out differences, but not using those differences based on gender! More fluid. No quotas, but also no unconscious bias and not feeling displaced that suddenly we must do the right thing, or say/not say something… It just is.
More conversation, more sharing, more learning.
Not striving to be perfect and censor conversation, but an understanding that we’re equal just as we are different.

What do you believe to be the most effective ways to break biases in the workplace?

Liz: It starts with recognising bias and helping others learn to recognise it. Bias is often unconscious. We can be prejudiced without knowing it. At Flare we have worked to educate our team on unconscious bias. And we actively examine our processes and decisions to understand where bias may arise. Diversity is also crucial to breaking biases in the workplace. You can’t just hire for diversity, you have to build an environment that celebrates it. One of our leadership principles at Flare is “we create safe spaces”. As leaders it is our job to build an environment where every person can bring their authentic self and it feels safe to take on challenges and grow.

Katie: Women are doing everything they can to break biases in the workplace, so the next step is to get all the men involved. Things like being the one to take notes, planning the work holiday party, holding space for us to be heard in meetings, sharing their data and advocating for equal pay, promoting women, being the one to stay home with a sick kid, and calling out bad behaviour by their colleagues will make the workplace a more equitable place for everyone.

Sam: Empowered women empower women! Break the bias in the workplace by spending time with and drawing inspiration from the great women in our lives – colleagues, peers, mums, aunts, daughters, girlfriends. The women that have your back. Call out bad behaviour and support one another. But more importantly, talk about and celebrate equality with the men in our lives too. As much as this world needs to raise stronger women, we need to raise enlightened men.

Neda: Whenever I have been vulnerable or have witnessed someone’s vulnerability, it has been met with compassion and a newfound understanding. I think creating space where we can all be vulnerable, evokes stories and that brings on understanding. It creates further awareness, and all sorts of stigmas are broken down, not just the gender ones.

What are women in your life doing to break the bias?

Katie: They’re unapologetically running for office, fundraising, advocating for women of colour and LGBTQ women, starting companies, getting promotions, investing, educating, parenting, and perhaps most importantly, prioritising themselves by creating space for rest, self-care, and things that bring them joy, so they can keep doing this work for as long as it takes.

Sarah: They are no longer simply ‘pleasing’ others because it’s the ‘safe’ or ‘nice’ thing to do. They are no longer following the rules women are prescribed to, just because it’s what “good girls” do. They are shaking up the status quo. They are pulling up to tables with their own seats and making sure their voice is heard. They are earning more than ever, shattering glass ceilings, paving the way for women of the future. There are more powerful women across roles and industries than ever before because we are capable. We are skilled. We are not just lucky.

Neda: They have found a way to play to their strengths, instead of trying to fit into a gender perception mould of what it means to be successful. They have found their uniqueness and share their learnings, openly. I have also found that those with a greater sense of awareness, especially in positions of power or authority, use their voice for the greater of all, not just some.

This International’s women’s day, we encourage open discussion about bias and how it impacts you at work and home. Our hope is that through awareness, we can identify bias and evolve to appreciate, value and celebrate our differences #breakthebias

This International Women’s Day is bringing awareness to bias (conscious and unconscious) in the workplace, and what holds women back from achieving equal rewards, resources and opportunities regardless of gender. At Flare, we recognise that diversity is an amazing thing, and that it benefits not only the workplace but society at large, and so we […]