The State of Engagement:
Karen Walter
Head of Recruitment, The Guardian
The Guardian is a global news organisation delivering fearless investigative journalism, rigorously committed to the truth. It operates under a clear and public mission: to be open to all, funded by many, and beholden to no one.
It is a values-led organisation, and those values are not decorative. They shape decisions, culture, hiring and development from the top down.
I wanted to explore what engagement looks like inside a newsroom with a global reputation, strong principles, and a workforce increasingly shaped by Gen Z expectations.
What engages employees?
At The Guardian, engagement is deeply connected to voice and accountability.
Karen explains, “colleagues are united under a shared mission. The organisation holds itself to account publicly, and internally too. Employees have a strong voice, and that voice matters.”
People know their work contributes to something bigger than themselves. That sense of responsibility and impact is central. Here, diversity is recognised as essential to better journalism and better decision-making. Karen is clear that diversity strengthens the organisation’s output and integrity.
Regardless of whether you lean left or right, the connection between what you do internally and externally is seen by readers/customers/clients.
What gives your business the edge in attracting and retaining talent?
Starting with flexible working – that’s no longer a headline benefit. It is expected. Karen notes, “since the bumper hiring years post-Covid, the conversation has shifted. Candidates in 2026 do not see flexibility as a perk, they simply see it as how work operates.”
Now, candidates increasingly ask about wellbeing. “Gen Z employees are entering the workforce with different expectations. They want to understand what real support looks like. Mindfulness sessions, yoga, mental health support and wellbeing initiatives are now part of the conversation during recruitment.”
Karen is proud that The Guardian’s offering is competitive and comprehensive in this space.
However, the true edge still comes back to brand and purpose. The Guardian’s EVP is underpinned by its mission. It informs culture, shapes inclusion, and guides decisions.
Some of their benefits are listed below. See their careers page here.
Which part of EVP matters most to you personally?
EVP, or Employee Value Proposition, is the balance of what people give and what they get back. I like to break it down into seven pillars:
Brand & Purpose, Culture, Environment, Monetary, Prospects, Relationships, and Wellbeing.
For Karen, and for the first time in this series, although unsurprisingly – it’s Brand & Purpose.
“It informs all the work that we do”, she says, “it sets our inclusive culture and guides decision making from the top down.”
What are your biggest people challenges right now?
Karen is clear that the priority is developing and nurturing top talent. The challenge is ensuring that everyone, regardless of background, has the opportunity to succeed.
In a global organisation with a strong public voice, internal equity matters. Creating access, supporting progression, and sustaining inclusive growth requires constant attention.
She notes, as do most of my guests, that engagement is not static. It evolves with workforce expectations, generational shifts and external pressures.
The work is ongoing!
Follow Karen on Linkedin
Explore career opportunities on The Guardian’s careers website
Contact CHEER!
Click here for past editions of The State of Engagement