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‘Everyone has a part to play in moving the needle’: Cpl’s Sharon Vize on leading with inclusion
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As Chief People Officer at Cpl, Sharon Vize has spent more than 30 years championing people, purpose and progress. She has witnessed first-hand how inclusion in the workplace has shifted into a powerful catalyst for change. Passionate about diversity, she shares what inclusive leadership truly looks like, how companies can move beyond good intentions, and why Irish businesses – no matter their size – can lead the way.
“When I started my career, there was a strong focus on equal opportunities,” she says. “But it has evolved significantly in both practice and philosophy.”
Back in the 1990s, she explains, diversity and inclusion (D&I) were rooted in legislation, viewed largely through the lens of compliance and treating everyone the same. Today, the concept is broader and far more proactive.
“D&I is about creating equity, representation, and of course goes beyond the protected characteristics to include neurodiversity, socioeconomic backgrounds, allyship, psychological safety and more,” she stresses. “It’s no longer a standalone initiative or a box-ticking exercise. It’s a fundamental driver of business performance, talent attraction and of course social responsibility.”
For Sharon, the question isn’t whether D&I belongs in business, but rather how companies integrate it in everything they do. “At Cpl, it means creating a workplace where people of all backgrounds, identities, abilities, and life experiences feel they genuinely belong, are respected, and can thrive,” she says.
The business case, she adds, is crucial to a truly diverse workforce, and notably, teams can be small but still have a mighty impact. “If everybody is the same and thinks the same, you will only ever be the ‘same’. D&I doesn’t require a large team; it requires intent.”
While larger organisations may have dedicated D&I functions, she believes small businesses can lead the way too: “Small businesses can build inclusive cultures by listening to their people and embedding fairness in hiring and development.”
Filling the gaps
While Ireland has made major strides in recent years, Sharon is candid about the work still to be done.
“What’s particularly striking is that, for a relatively small country, Ireland consistently punches above its weight when it comes to social progress and inclusive values,” she notes.
“Where I think we need to focus and drive sustainable change is disability inclusion, ethnic and cultural diversity in leadership, neurodiversity support in recruitment and performance, and using D&I data to drive decisions.”
This, she stresses, means being honest about what’s not yet working and being brave enough to address it. “I truly believe that organisations are well-intentioned but need to go deeper and move from celebration to meaningful change.”
What real inclusion looks like
“Inclusive leadership starts with courage,” she continues. “It’s about doing the thing that feels uncomfortable because you know it might open the door for someone else.”
She reflects on one of her most personal experiences leading the Menopause Employee Resource Group at Cpl. “I did not want to do it at first. It was deeply uncomfortable. I had spent years keeping that part of my life private… but I reached a point where I realised: if I have experienced this, then others have too.”
The impact was immediate. “People thanked me for speaking out. It gave them permission to talk about something that had felt taboo for too long.”
This is an example, she shares, of how real inclusion isn’t about perfect policies, but everyday human connection. “It’s not just about grand strategies. It’s about honest conversations, especially around the things we are not meant to talk about. Inclusive leadership is about listening, learning, and showing up with vulnerabilities.”
Breaking the myths
A major barrier to progress, Sharon explains, is a persistent misunderstanding about what D&I actually involves. “Some of the common myths are: ‘D&I is just about gender or LGBTQI+; we treat everyone the same, so we’re inclusive; we’re a small business, so it doesn’t affect us; or that D&I is HR’s job.’”
These ideas, she says, create roadblocks. “These are mindset blocks. D&I is not an initiative, it’s a way of working… Silence or inaction carries more risk than respectful engagement.”
Unconscious bias can creep in at every stage of business decision-making, and she wants organisations to face that head-on. “We might favour hiring people who look, speak or behave like us. We might judge assertiveness in a woman as aggressive but see it as confident in a man,” she explains.
“Intersectionality means recognising that people may face overlapping forms of bias.” Cpl’s approach to tackling this is clear: “Slow down decision-making, use structured interviews and performance reviews, create safe spaces for feedback, hold leaders accountable. Ultimately, inclusion will deepen when we stop applying a one-size-fits-all lens.”
Inclusion in action
Rather than relying on lip service, Cpl is action-driven and builds inclusion into its everyday operations, particularly when it comes to hiring. “We include D&I statements in all job adverts, use blind sourcing on LinkedIn, encourage candidates to seek interview accommodations, and gather data at the application stage to improve equity,” she says.
There’s also a steering group focused on candidate experience: “We’re reviewing everything from website accessibility to interview processes.” And career development is just as intentional: “We have a transparent promotion process and our Fusion leadership development programme is designed to nurture future leaders with diverse representation.”
It’s about listening to what our people are telling us and responding in real, tangible ways.
Language and allyship
“Language evolves fast and it matters,” Sharon says, who is a vocal advocate for education around inclusive communication. “We run training on inclusive language, disability awareness and inclusive recruitment.”
She highlights Cpl’s ‘Be Proud Cafés,’ informal spaces where employees can talk about topics that often don’t get airtime – from mental health and, as Sharon championed, menopause. “Everyone should feel empowered to expect more in the workplace, regardless of their gender or background, and to be given the space to speak up where they can thrive,” she says.
“This isn’t about political correctness, it’s about respect.” And when it comes to allyship, she’s direct: “Allyship means listening without being defensive, speaking up, creating space for others to lead, and being present and proactive. Not just during Pride or IWD, but every day.”
Measuring progress
Accountability, she insists, is non-negotiable. “You start by making your commitments transparent. Set goals, track data, report progress – even when it’s slow.” In other words, the commitment to inclusion can’t just live in strategy documents or employee handbooks; it must be lived and measured consistently.
Cpl takes this seriously. The company conducts a ‘Sense of Us Survey’ every two years, designed to capture the lived experiences of employees and provide data to identify where support or change is needed. “It’s about listening to what our people are telling us and responding in real, tangible ways,” she says.
That commitment extends beyond surveys. Cpl also works closely with the Irish Centre for Diversity and empowers employees to take active roles in shaping the company’s culture. “Employees are encouraged to give feedback and take ownership through forums and committees,” Sharon explains. “Everyone has a part to play in moving the needle.”
How to begin
For organisations at the start of their D&I journey, her advice is clear and compassionate: start small, but start now. “Talk to your people. Ask about their experiences. Look at your hiring practices. Review your policies. Build awareness. Take small, visible actions. And make inclusion part of how you lead. It should be embedded into your values, your culture, your people practices.”
Inclusion isn’t something that can be delegated or outsourced, she says; it must be championed from the top down and reinforced through daily actions. “Don’t wait until you feel ready or until you have the perfect strategy, just begin,” she encourages.
For Sharon, the heart of the matter is simple: inclusion builds stronger businesses and stronger teams. “D&I is a way to build a better organisation for everyone.”
For more information on Ireland’s leading specialised recruitment and talent solutions firm, visit cpl.com.
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