Co-Creation as a Tool for Inclusive Practice: Living Our Values in HR

I recently listened to a TEDx talk by Corporate Anthropologist Michael Henderson. His key point was that the function of Human Resources is not about framing humans as a resource.

Instead, HR should be about resourcing humans so they can effectively contribute to their mission or purpose. I found this insight powerful and have thought about it almost every day since.

At Atkinson HR, we are a values-led organisation that champions collectivism. We believe inclusive practice is not just a strategy, but a shared responsibility.

Co-creation is one way we live these values. It ensures that the people in the organisations we work with are not only heard, but empowered to shape the systems that impact them.

Why Co-Creation Matters

Co-creation is a collaborative process that brings together a range of stakeholders, from leaders to employees and external partners, to design, problem-solve, and address shared challenges. In HR, this can include developing policies, rethinking recruitment processes, shaping culture, or defining organisational values.

Co-creation is more than consultation. It is both a methodology and a continuous mindset that places the people affected by decisions at the heart of the process. It strengthens inclusive practice by moving beyond representation into voice, agency, and shared power.

Co-creation also reflects values in action. It recognises that people closest to a challenge are often closest to the solution. It values lived experience alongside professional expertise. It builds equity by shifting power from a few to the collective. And it demonstrates integrity by creating space for people to influence outcomes rather than respond to decisions already made.

Principles for Meaningful Co-Creation

To make co-creation effective, a few core principles are essential:

• Psychological Safety: People need to feel safe to speak honestly and challenge norms.

• Transparency: Be clear about what is open to influence and what is fixed.

• Inclusive Facilitation: Use structures that enable all voices to be heard.

• Time and Resourcing: Co-creation takes time. Make space for it.

• Feedback Loops: Show participants how their input shaped the outcome, or explain why it didn’t.

Where Co-Creation Adds Value in HR

Starting to embed co-creation does not require a complete overhaul. Key areas include:

• Job Design and Recruitment: Involve team members in shaping job descriptions and interview criteria. Their insight can help identify barriers, clarify expectations, and highlight what is needed for success.

• Policy Development: Work with a representative group, such as a staff forum, to test, review, and refine policies. This ensures policies are equitable, relevant, and embraced.

• Values and Behaviours: Regularly reflect on organisational values and discuss how they appear in day-to-day behaviours. This keeps values alive and aligned with practice.

• Onboarding and Offboarding: Feedback from recent joiners and leavers provides insight into key stages of the employee experience. Involving them strengthens trust and ensures systems meet real needs.

Embedding co-creation leads to:

• Decision-making that is less top-down and more shared

• Recognition of diverse experiences

• Inclusive, relevant, and equitable policies and practices

• Increased trust and engagement

• Systems that reflect lived realities rather than abstract ideals

Challenges to Watch For

Co-creation can be deeply enriching but only when approached carefully. Common pitfalls include:

• Tokenism: Involving people without genuine influence can erode trust.

• Performative Practice: Gathering input without acting on it or valuing it can feel extractive. Lived experience is expertise and deserves respect.

• Dominant Voices: Without careful facilitation, the same people may control outcomes. Ensure marginalised voices are amplified.

• Time Pressures: Co-creation takes longer than top-down decision-making, but rushing can lead to poor outcomes that do not stick.

Recognising these challenges does not mean avoiding co-creation. It means approaching it with humility, clarity, and care.

Resourcing Humans to Contribute to Their Purpose

Michael Henderson’s perspective on HR as resourcing humans to contribute to their mission remains central to our work at Atkinson HR. Co-creation allows us to move beyond doing things for people to doing things with them. It creates space for people to not only be heard, but to influence, shape, and lead. It reflects a belief that purpose is shared and strengthened through collaboration.

At Atkinson HR, we help organisations bring this approach to life with values-led, people-first strategies rooted in co-creation, collectivism, and care. Whether you want to evolve recruitment practices, reshape organisational values, or redesign team collaboration, we can support your journey.

When people feel genuinely resourced - not just managed - they thrive, connect more deeply to purpose, and help build workplaces where everyone can flourish.

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