Written by Neal Chamberlain FCIPD, Director of Neal Chamberlain Associates (February 2026)

For business leaders and HR professionals across the North West, the conversation about growth is changing.

It’s no longer just about inward investment, infrastructure or scale.

It’s about the quality of employment we create — and whether our workplaces are contributing to long-term regional prosperity or simply short-term output.

One of the most powerful mechanisms we have to shape that future is the Greater Manchester Good Employment Charter.

And its relevance extends far beyond Manchester itself.

Regeneration Is About People, Not Just Property

The regeneration of Greater Manchester over the past two decades has been remarkable.

From post-industrial decline to a thriving city-region with growing strengths in digital, advanced manufacturing, life sciences, professional services and the creative economy — the transformation is visible.

But physical regeneration alone does not secure inclusive growth.

The real test of a region’s success lies in questions such as:

• Are jobs secure and fairly paid?
• Do people have access to training and development?
• Are opportunities accessible to diverse talent across communities?
• Do people feel heard, respected and supported at work?

A Good Employment Charter shifts the focus from simply creating more jobs to creating better jobs.

And that matters — economically and socially.

What a Good Employment Charter Signals

For business leaders, signing up to a charter is not about optics.

It is a statement that:

• You are committed to fair pay and secure work.
• You take inclusion and diversity seriously — not just as policy, but as practice.
• You invest in training and development, building skills that strengthen both your organisation and the regional talent pipeline.
• You meet — and aim to exceed — legal compliance, embedding progressive, people-centred employment practices.
• You recognise that engagement, wellbeing and voice are drivers of productivity, not soft add-ons.

For HR professionals, the Charter provides a structured framework to benchmark and elevate practice — moving from compliance to leadership.

For the region, it creates a common language around what “good work” means.

Inclusion and Diversity as a Regeneration Strategy

In a region as diverse as the North West, inclusion is not optional.

Employment practices that widen access to opportunity:

• Unlock under-represented talent.
• Increase innovation through diversity of thought.
• Reduce long-term inequality.
• Strengthen community cohesion.

When employers align around shared principles, the impact multiplies. Recruitment becomes fairer. Progression becomes more transparent. Development becomes more accessible.

And the message to investors and future employees is clear: this is a region that values people.

Beyond Legal Compliance: Leading Edge Practice

Every responsible employer meets their legal obligations.

But leading employers ask a different question:

“What does excellent look like?”

That might mean:

• Proactive career development pathways
• Meaningful employee voice mechanisms
• Transparent progression frameworks
• Flexible working models that reflect modern life
• Wellbeing support embedded in organisational culture

These are not simply “nice to have” initiatives. They drive retention, engagement and performance — all critical in a competitive labour market.

The Opportunity — and the Work Still to Do

Greater Manchester’s regeneration story is powerful. But the journey is ongoing.

While many major employers have aligned with the Good Employment Charter, there is significant opportunity to bring more small and medium-sized enterprises into the movement.

SMEs make up the backbone of the North West economy. When they embrace good employment principles:

• Standards rise collectively.
• Talent flows more easily across sectors.
• Communities feel the impact at scale.

The Charter is not about creating bureaucracy. It is about creating shared ambition.

And for business leaders, it is an opportunity to shape the employment landscape rather than react to it.

A Strategic Choice for the North West

If we want the North West to continue attracting investment, retaining talent and narrowing inequality, we cannot separate economic strategy from employment quality.

The question for leaders and HR professionals is not whether good employment practices matter.

It’s whether we are prepared to champion them — visibly and collectively.

So, for those of you leading organisations across the North West:

Are you actively contributing to raising employment standards in our region — and if not, what might be possible if you did?