As organisations mark International Allyship Day on 8 August, inclusion and leadership experts say employers need to move beyond good intentions and make allyship part of everyday workplace culture.
From challenging discrimination and supporting people facing visible and hidden barriers to creating psychological safety and ensuring fair access to AI, meaningful allyship is increasingly being recognised as an essential leadership capability. Everyone deserves to feel respected, valued and able to thrive at work.
Yet for many people, barriers to opportunity, progression and belonging remain part of working life. Those barriers may relate to race, ethnicity, gender, disability, neurodivergence, age, LGBTQ+ identity, religion or socio-economic background. They may also arise through chronic illness, menopause, caring responsibilities or other circumstances that colleagues cannot immediately see.
Creating fairer workplaces therefore requires more than statements of support. It requires people who are prepared to act. That is the message behind International Allyship Day, marked on 8 August each year.
Founded in 2023 by the Integrating Women Leaders Foundation, the day encourages individuals and organisations to move beyond passive support and take meaningful action alongside people who experience exclusion, discrimination or unequal access to opportunity.
WHAT IS INTERNATIONAL ALLYSHIP DAY?
International Allyship Day is observed on 8 August each year and encourages individuals and organisations to move beyond passive support towards active advocacy for people facing discrimination, exclusion or unequal access to opportunity. Rather than positioning allyship as a one-day campaign, the initiative encourages people to listen, learn, challenge unfairness and use their influence throughout the year.
Hira Ali, Founder of Advancing Your Potential and author of Her Allies, believes meaningful allyship starts with turning intention into action. “Meaningful allyship today means translating good intentions into consistent action. It’s not a checkbox or a role for a select few; it’s a leadership skill,” she says. “My advice to leaders: start by noticing what’s amiss and who’s missing, then use whatever influence or privilege you hold to make a difference. Awareness without action isn’t allyship – it’s merely observation.”
WORKPLACE ALLYSHIP IN ACTION
Meaningful workplace allyship is about action, not simply expressing support. Anyone can practise allyship across different communities without needing to become an expert on every lived experience. Allies can help challenge discrimination, amplify overlooked voices, sponsor talent, support accessibility, create psychological safety and make workplace decisions fairer.
Some of the people who need allies most may be experiencing invisible barriers, including chronic illness, disability or caring responsibilities. And as artificial intelligence transforms jobs, allyship is increasingly relevant to whether employees have fair access to technology, training and emerging opportunities.
ALLYSHIP AT WORK
Workplace allyship means actively using your voice, influence, access or position to support people who face barriers, discrimination or exclusion, while listening to and centring their lived experience. At its simplest, allyship involves standing alongside people who face unfair barriers and considering how whatever influence or access we have might help create a fairer outcome.
That could mean challenging discrimination when it happens. It could involve sponsoring someone for an opportunity, making space for overlooked voices, questioning an unfair process or simply listening when somebody’s experience differs from our own. More importantly, allyship is not about speaking for people with lived experience or assuming we know what they need. It starts by listening.
Robert Baker, Founder and CEO of Potentia Talent Consulting Limited, also believes allyship must be demonstrated through action. “For me, meaningful allyship has always been about proactive, intentional action and impact, not just verbal support. Allyship has moved beyond gender to being about using our social influence and power in the workplace to support those with less influence and power,” he says. “This means actively advocating for others, even when they are not ‘in the room’, challenging bias when we see it and making sure that decisions are based on fairness.”
ALLYSHIP IS NOT JUST ABOUT ONE GROUP
Allyship is sometimes associated primarily with gender or race. But its application is much wider. In 2021, when Dictionary.com named ‘allyship’ its Word of the Year, the definition reflected how the concept had expanded beyond race, gender and sexual identity to areas including disability and economic status.
More recent research reinforces that point. For example, a 2025 study found that men identifying as active workplace allies supported a wide range of communities. While 96% advocated for women, 81% supported colleagues of different ethnic backgrounds, 77% LGBTQ+ colleagues, 70% people from lower socio-economic backgrounds, 69% neurodivergent colleagues, 66% people of different ages and 63% disabled colleagues. The figures demonstrate an important point: allyship does not need to stop at the boundaries of one identity or community.
Over the course of our working lives, we may be an ally to people facing sexism, racism, ableism, homophobia, transphobia, ageism, religious discrimination or socio-economic barriers. And because people themselves are not defined by a single identity, meaningful allyship also needs to recognise intersectionality. Someone may experience barriers relating to several aspects of their identity simultaneously.
CAN YOU BE AN ALLY TO EVERYONE?
In principle, we can all practise allyship across different communities. But that does not mean becoming an expert on every identity, issue or lived experience. Nor does it mean assuming the right to speak on behalf of everyone.
Effective allyship involves recognising where disadvantage or exclusion exists, listening to the people affected and considering whether our own voice, position, knowledge, network or influence could help remove a barrier. The support required will also differ from person to person.
One colleague might appreciate someone challenging a microaggression on their behalf. Another may prefer to handle the situation themselves but value support afterwards. Someone might need sponsorship for an opportunity; somebody else may simply need their contribution credited during a meeting.
That is why allyship starts with curiosity rather than assumptions. Respect and belonging should be universal. Allyship means being prepared to act when people encounter unfair barriers.
WHY WORKPLACES STILL NEED ALLIES
Despite decades of workplace inclusion initiatives, research continues to reveal the scale of discrimination experienced by different groups. Among disabled employees, a TUC survey found 39% had experienced bullying, discrimination or harassment related to their disability, impairment or long-term health condition within the previous five years. Among those affected, 42% said it harmed their mental health, 38% lost confidence, 31% said their performance suffered and 16% ultimately left their employer.
Age can create another barrier. Research involving more than 3,500 people found one in four had experienced ageism, with workers aged over 51 significantly more likely to experience prejudice than younger colleagues. Perhaps most relevant to allyship, almost four in ten people had witnessed ageist behaviour, yet more than 40% of witnesses took no action.
That gap between witnessing something and intervening captures precisely the distinction Hira Ali makes between observation and allyship. Women experiencing menopause can encounter another form of workplace disadvantage.
Research covered by Fair Play Talks found that two-thirds of menopausal women face discrimination at work, including being overlooked for promotion and having symptoms dismissed or not taken seriously. Different experiences require different responses, but the role of an ally remains remarkably similar: notice when someone is being stereotyped, excluded or disadvantaged; listen rather than assume; challenge inappropriate behaviour; and use your influence to help create a fairer outcome.
ALLYSHIP MATTERS WHEN CHALLENGES ARE INVISIBLE
Some of the people who most need allies may be facing challenges colleagues cannot immediately see. Chronic illness, cancer, autoimmune disease and caring responsibilities can all reshape careers, confidence and financial security – often while employees are trying to maintain the appearance that everything is normal.
Fair Play Talks recently reported that 70% of women with autoimmune disease believe their condition has held back their career potential, while 68% said their diagnosis had negatively affected them at work. Many were quietly changing their careers to cope with illness. Nearly four in ten reduced their hours, more than a quarter moved into less demanding roles, and others turned down promotions or left work altogether. Crucially, 61% had not fully disclosed their condition at work, including women who feared judgement or worried that disclosure could harm future opportunities.
Cancer presents another growing workplace challenge worldwide, with global cancer cases projected to surge by 77% by 2050. More than two million people are diagnosed with cancer each year in the US, for example, with around 72% of cases occurring among adults aged 20 to 74 – years closely associated with work, career progression and financial security.
Yet research highlighted by Fair Play Talks found 73% of cancer survivors reported a lack of workplace adjustments when returning after treatment, and 11% said insufficient support could lead them to leave their job. Allyship in these circumstances can be quiet but powerful: resisting assumptions about somebody’s capability, supporting reasonable flexibility, respecting privacy, challenging stigma and ensuring illness does not automatically translate into lost opportunities.
WORKING CARERS NEED ALLIES TOO
The same is increasingly true for employees with significant caring responsibilities. New research covered by Fair Play Talks found that one in four American adults is part of the sandwich generation, simultaneously caring for children and ageing parents.
They spend almost 24 hours a week providing or coordinating care alongside paid employment, effectively taking on another part-time job. The consequences for careers are substantial. Two-thirds said their career ambitions had been reduced, 55% had turned down a promotion, pay rise or other opportunity and 55% had considered leaving work entirely. Yet 66% admitted hiding the full extent of their caring responsibilities from their employer.
Working carers may not necessarily think of themselves as an underrepresented group, yet they can still experience stigma, lost opportunities and assumptions about their commitment or capability. That is another reason allyship should not be reduced to labels. Sometimes being an ally simply means noticing that somebody is carrying something you cannot see – and ensuring they do not have to choose between asking for support and protecting their career.
ALLYSHIP MATTERS MOST WHEN COMMUNITIES ARE UNDER PRESSURE
Allyship can become even more important when particular communities experience heightened hostility, polarised public debate or uncertainty about their rights and belonging. Today, we are seeing rights and protections being challenged or changed for some groups, alongside heightened backlash towards trans communities, continuing racism and xenophobia – including within workplaces and public services – and increasingly hostile rhetoric towards refugees and people seeking asylum.
Whatever the wider legal or political debate, employers have a responsibility to ensure every colleague is treated with dignity, respect and fairness, and protected from discrimination and harassment. As Fair Play Talks has previously explored, everyday actions such as respecting people’s names and pronouns can be a simple but meaningful part of LGBTQ+ allyship. More broadly, allyship can mean challenging racism, xenophobia, stereotypes and prejudice, recognising people’s skills and lived experiences, and ensuring individuals are not reduced to wider political debates or societal divisions.
It is not necessary to agree on every political or policy question to practise allyship. Allyship means recognising when people are being marginalised, listening to those affected, challenging prejudice and using whatever influence we have to ensure people are treated fairly and with dignity. Sometimes the people who most need allies are those whose voices are being questioned, stereotyped or drowned out.
PERFORMATIVE ALLYSHIP IS NOT ENOUGH
Leadership consultant Julie Kratz similarly argues that inclusion cannot be treated as a one-day event or programme, but needs to live throughout an organisation’s culture year-round. Her advice for International Allyship Day focuses on turning awareness into sustained action – from perspective-taking and visible senior leadership to accountability and regular, bite-sized learning.
One of the biggest challenges facing organisations is the difference between performative allyship and meaningful action. Posting on social media during awareness days is easy. Changing recruitment practices, challenging bias, sponsoring underrepresented talent or speaking up when someone experiences discrimination is considerably harder. That distinction matters. “Ultimately, an organisation’s commitment to allyship is demonstrated not simply by what it says publicly, but by how colleagues experience its culture every day.”
LEADERSHIP MATTERS
Paul Sesay, Founder and CEO of Inclusive Companies, says the leaders who make the biggest difference are those who genuinely care about their people. “Through my work at Inclusive Companies, I’ve had the privilege of seeing some incredible leaders up close, and the ones who make the biggest difference are the ones who genuinely care about their people. They listen, they learn, they ask difficult questions and, importantly, they’re prepared to act when something isn’t right.”
For Sesay, allyship also requires leaders to examine their own behaviour: “I’ve also learned through my own leadership that allyship isn’t about having all the answers or getting everything right. It’s about being present, being willing to challenge yourself as much as you challenge others, and using whatever influence you have to make sure people are seen, heard and given the opportunity to succeed.”
His advice to leaders is simple: make inclusion personal. “The best advice I could give any leader is to get to know your people. Really know them. Understand their experiences, the barriers they face and what makes them feel valued. Don’t leave inclusion to a policy, an HR team or an annual campaign. Make it personal. When people genuinely feel that their leader has their back, that’s when you start to create a culture where people don’t just work – they belong.”
WHY PEOPLE DON’T ALWAYS SPEAK UP
Many people witness discrimination or exclusion but remain silent. Research consistently suggests this is rarely because people agree with inappropriate behaviour. More often, they worry about saying the wrong thing, making the situation worse or facing consequences themselves. Others simply assume someone else will intervene.
That is why organisations increasingly emphasise active bystander training, giving employees the confidence to recognise inappropriate behaviour and respond constructively. Allyship is not about having perfect answers. It is about being willing to learn, listen and take responsible action.
DIFFERENT WAYS TO BE AN ALLY
A 2026 study published in Equality, Diversity and Inclusion: An International Journal on allyship traits, analysed two samples comprising 3,627 men across 103 countries to explore how personality and character strengths relate to workplace gender allyship. Researchers distinguished between more committed forms of allyship, which can involve taking social risks or making personal sacrifices, and relationship-building allyship, including behaviours such as active listening and developing trusting relationships with people from marginalised groups.
The findings suggest there is no single personality type or approach required to practise allyship. Speaking up publicly matters, but so can listening, building relationships, mentoring, creating opportunities and consistently making fairer decisions.
Different people may practise allyship in different ways. What matters is moving from intention to meaningful action.
WHAT DOES GOOD ALLYSHIP LOOK LIKE?
Everyday allyship is often made up of relatively small actions that collectively shape workplace culture. Examples include:
- challenging stereotypes or inappropriate comments respectfully;
- ensuring quieter colleagues are invited into discussions;
- crediting ideas to the person who originally shared them;
- sponsoring talented employees for promotion opportunities;
- making meetings accessible for disabled colleagues;
- respecting names, identities and pronouns;
- checking assumptions about flexibility or caring responsibilities;
- supporting reasonable workplace adjustments;
- listening without becoming defensive when someone describes discrimination;
- continuing to learn about experiences different from your own.
None of these actions requires formal authority. Collectively, however, they help create workplaces where more people feel able to contribute fully.
ALLYSHIP AND AI
As artificial intelligence (AI) transforms work, allyship is becoming relevant in new ways. Robert Baker believes it is becoming a critical leadership capability as organisations navigate this transition. “Today’s workplace is being rapidly transformed by AI, so allyship has become a critical leadership capability to help ensure fair access and adoption of AI,” he notes. “This enables organisations to access the talent, ideas and perspectives they might otherwise miss.”
Fair Play Talks has previously reported that while organisations are investing heavily in AI, questions remain around whether employees have equitable access to the skills, training and opportunities needed to benefit from that transformation. Research published this year found employers are largely preparing workers to use today’s AI tools but not equipping them for tomorrow’s AI-driven jobs, risking new inequalities in access to training and career progression. Other research has found two-thirds of workers believe AI is already reducing entry-level hiring, while many organisations still lack comprehensive workforce transition plans.
In this context, allyship extends beyond interpersonal behaviour. It also means ensuring everyone has fair access to learning, reskilling, emerging technologies and future career opportunities.
WHY ALLYSHIP MATTERS
Allyship has evolved significantly over the past decade. It is no longer viewed simply as an individual act of kindness or support. Increasingly, it is recognised as a leadership capability that influences psychological safety, innovation, inclusion, employee wellbeing and organisational performance.
Research consistently shows that employees are more likely to contribute ideas, speak up about concerns and remain with organisations where they feel respected and included. Creating that environment is not solely the responsibility of HR or senior leaders. It depends on everyday actions taken by colleagues at every level. International Allyship Day therefore serves as an important reminder. Creating fairer workplaces is not achieved through awareness alone.
It requires people prepared to notice exclusion, challenge unfairness, listen with empathy and use whatever influence they have to help others succeed. As Hira Ali puts it: “Awareness without action isn’t allyship — it’s merely observation.”
In short, International Allyship Day may only appear once a year, but the workplaces people remember are those where allyship is practised every day.
WHAT EMPLOYERS CAN DO NEXT
Make allyship part of leadership.
Develop leaders who are expected to sponsor talent, challenge bias, create psychological safety and role model inclusive behaviour, not just support awareness campaigns.
Help people move from intention to action.
Many employees want to be allies but worry about getting it wrong. Give them practical guidance on speaking up, challenging inappropriate behaviour and supporting colleagues respectfully.
Recognise visible and invisible barriers.
Remember that disability, chronic illness, menopause, caring responsibilities and neurodivergence may not always be visible. Encourage managers to avoid assumptions and create environments where people feel safe asking for support.
Ensure inclusion keeps pace with AI.
As organisations adopt AI, make sure access to training, career development and new opportunities is equitable, so existing inequalities are not reinforced.
Measure culture, not campaigns.
Don’t judge success by the number of awareness days celebrated. Measure whether people genuinely feel respected, included, psychologically safe and able to belong.
Make allyship everyone’s responsibility.
Inclusive workplaces are not built by HR alone. Encourage employees at every level to use whatever influence they have to remove barriers, amplify overlooked voices and support colleagues.
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