Why Imperial College London Made Space for Magistrates – and Why Other Employers Should Too

What is your professional background, and when did you first find out about the magistracy? 

I’ve spent the majority of my career in Human Resources, and for the past 30 years I’ve served as an HR Director or Chief People Officer across a wide range of organisations, including in the Civil Service. Those roles have given me deep experience in workforce culture, leadership development and the power of representative organisations. 

My journey into the magistracy began in 2007 after several local community groups encouraged me to consider the role. At the time, conversations about ensuring the magistracy truly reflected the communities it served were gaining momentum. Their encouragement prompted me to look seriously at the opportunity. It felt like a natural extension of my commitment to fairness, representation and public service. I was fortunate to have an employer who was not only supportive of my application but genuinely enthusiastic about it, which made stepping into the role all the more meaningful. 

From an HR perspective, what value do you think employees bring back to the organisation from volunteering as a magistrate?

The value is genuinely significant. Magistrates develop a suite of highly transferable skills that enrich their workplaces in tangible ways, such as:

• deep, active listening
• people management
• diplomacy
• structured decision‑making
• the ability to stay composed in challenging or emotionally charged situations

These aren’t abstract qualities; they translate directly into stronger leaders, better team dynamics and more resilient organisations. 

From a cultural standpoint, having magistrate volunteers in your workforce brings your organisation’s Corporate Social Responsibility (CSR) and values to life. It sends a clear message internally and externally: we don’t just talk about contributing to society — we actively empower our people to do it. That alignment between values and action is incredibly powerful. 

Imperial was named Employer of the Year by the Magistrates’ Association. How does Imperial support magistrate volunteers?

At Imperial we have a strong, proactive culture of volunteering. We actively encourage colleagues to explore public duties. Our leave policy includes dedicated special leave for civic and public duties, which means that colleagues serving as magistrates don’t have to choose between their professional responsibilities and their public service. 

It’s a simple but impactful approach: when you genuinely value civic contribution, you build it into the structures that support your people. 

Some employers worry about the time commitment. How have you found magistrate volunteering works in practice alongside a full‑time role?

Personally, I’ve found the balance very manageable but a lot of that comes down to having supportive managers and colleagues who understand the value of the role. My experience has shown that with open communication and thoughtful planning, it’s entirely possible to meet the commitments of a full-time role while still contributing meaningfully to the magistracy. 

What do you think the biggest myth or barrier is to employers supporting employees volunteering in the magistracy? 

There are a few persistent misconceptions. Some employers assume the training burden is enormous. In reality, it’s structured, well supported and manageable alongside full‑time work. 

Many people believe magistrates must be legally qualified but that simply isn’t the case. Magistrates are unpaid volunteers from all walks of life, and legal advisers provide clear guidance throughout every hearing. 

Another misconception is around the time requirement, which is 13 full days a year. Many employers offer around 10 days of special leave, so volunteers sometimes use a small portion of their own time to meet the minimum. Once employers understand this blend and the predictability of scheduling, the commitment becomes far less daunting. 

What would you say to other HR leaders who are unsure whether supporting magistrate volunteering is right for their organisation? 

I would encourage them to shift the question from “what might this cost us?” to “what might this bring us?” Well trained magistrates return to their organisations with enhanced judgement, stronger interpersonal skills, deeper community awareness and the ability to navigate complexity with fairness and calm. 

Supporting magistrates is one of the most authentic ways an organisation can demonstrate its commitment to social responsibility. It transforms CSR from a statement on paper into something living, practical and meaningful. And for HR leaders, it’s a rare opportunity to develop people in a way that benefits them personally, professionally and civically, all at the same time. 

Find out more about supporting magistrates in your business via our employer guide.