Category Archives: inclusion

Diversity and Inclusion Recruitment – Beyond the Hype

Diversity and Inclusion recruitment processes and workforces are the buzz words right now. If the level of white noise was a benchmark, we should be there and all sorted. But we’re not. So  what’s going on behind the hype?

Why aren’t diversity and inclusion recruitment initiatives working?

I see regular, but superficial posts about the way to get it right. But despite the social media fanfare and the business case for D & I being incontrovertible, the needle isn’t moving at the rate it should. In some cases it’s regressing. These are the stats from McKinsey,  but if you go with Deloitte, Mercer, the World Bank or W.E.F. the indications are all similar.diversity and inclusion recruitment

Now companies like Microsoft and Google who seemingly go to great lengths to do everything right are struggling to shift the status quo. They are making D & I KPIs for senior management and part of their personal objectives. Essentially the message is that people can’t be relied on to do the “right” thing, they must have incentives and be rewarded for achieving specific objectives when it comes to diversity and inclusion recruitment.

Tackling bias 

To tackle this, many organisations have thrown big budgets and people at unconscious bias training and awareness coaching, but without creating a safe culture where biases can be called out.  Not unsurprisingly there is push back against generic programmes as employees resent the idea that they need to be “fixed.” Unconscious bias can only ever be managed in any of us. Candidates are placed because they conform to pre-conceived ideas around “cultural” fit (affinity or confirmation bias) and conversely rejected because they may not. The concept of hire for attitude rather than aptitude beyond entry-level, is something mainly seen in Twitter memes and quoted by LinkedIn influencers.

Read: Affinity bias and the recruitment process

Defining diversity

Organisations need to have a clear vision of how they define a diverse workforce, what it means for them and then clarity on the strategy they need to achieve those goals. Then there needs to be an impactful  message related to the company mission statement and employee benefits that would attract that diverse workforce. These conditions need to be openly stated as this demographic self-deselect. This can be flexi-time, welcome bonuses, job sharing, disabled facilities, carer support, retirement support, mentoring programmes and education and study support. So whether diversity comes from hiring on the basis of gender, ethnicity, age, physical ability or even mental health issues, there has to be clarity on which demographics are being targeted.

Promote an employer brand based on diversity

diversity and inclusion recruitment

Diversity and Inclusion recruitment drives can’t succeed in a vacuum.  A positive employer branding message has to focus on the benefits of working in an organisation that supports diversity. Building relationships at grass-roots level to create a feeder talent pipeline,  whether via alternative schools, community centres, colleges, NGOs, charities or women’s organisations etc;, or offering returnships to early retirees or parents. This involves having role models to act as brand and diversity ambassadors going directly into those communities to do a full-on PR job.

Spread the word

Once created this message needs to be strategically communicated where the target demographics are likely to be found.  85% of jobs are secured via networking so you can see why hiring results in “mini-mes” being selected. Many recruiters pursue low hanging, visible fruit. It means a fast, problem-free placement and easier fee. Identifying potential candidates easily tracked on LinkedIn is the quick fix option which will not support diversity. Many young recruiters don’t have the skills to do anything more imaginative and will need training on what is needed to encourage successful diversity and inclusion recruitment drives

Positions should be advertised in a wide variety of places and platforms. It is well-known that women cannot be found on STEM courses, so it’s a waste of time looking there. Yet most companies continue to do exactly that and then complain loudly they can’t find the talent. They should try looking at liberal arts courses and conducting numeracy testing at the interview stage.

Neutral selection processes

At this point the selection process should be as neutral as possible.

  1. Empathetic application forms – some companies still list learning differences as disabilities.
  2. Neutral profiles – making sure that the text usually written in an alpha male tone will not cause candidates to self-deselect.
  3. Blind CVs  – these are useless on their own without 3,4 and 5.
  4. Structured interviews with open feedback and a culture of calling out and naming bias
  5. Short lists of 3 for the target demographic. A token minority will end up getting cut.
  6. Interview panels with a diverse composition.

Read: Do structured interviews overcome unconscious bias? 

Organisations with a real interest in diversifying their workforce will make more concerted efforts to test new ways to identify and attract a new type of potential candidate. Unless that happens then diversity and inclusion needle will continue to stick.

For support on innovative recruitment processes contact here 

Inclusion initiatives

Diversity and inclusion initiatives under threat

What can HR do to protect diversity and inclusion initiatives?

Diversity and Inclusion initiatives struggle to succeed under any circumstances. But with recent dramatic shifts in the current social, economic and political cilimates in many areas, there is a strong possibility that any progress will be stalled. These swings signal a potential backlash to any corporate inclusion initiatives and even a reversal in our wider cultures. In a wider context, the growing mood seems to be dig in, keep people out, protect ourselves and make things “great” again. Whatever that means. It’s always unspecified of course. To specify would mean there is a vision, supported by goals and a plan. Across the board it’s clear there are no goals or plans. Anywhere. Just reactions.

The impact these new cultural developments will have on company diversity and inclusion initiatives needs to be factored in as the anti-diversity noise is getting louder by the day. News pours in from Denmark, Germany, U.K. France as well as other European countries. Of course not forgetting the rise in tension in the US.

When Inclusion is threatened 

Inclusion isn’t about creating a superficially correct business culture, where token minorities and the odd woman are included in low impact initiatives to tick C-suite KPIs and release Boards of their obligations. It’s about creating high quality work teams which will excel at meeting their ascribed objectives and organisational goals. People are needed to lead those initiatives.  There are any number of studies which show that diverse organisations have a higher return on shareholder value and hands down outperform non diverse companies.

Mckinsey business case

Mckinsey business case for diversity and inclusion

Changing climate

Yet they are not working as they should, even in cultural climates reflecting a positive outlook and so we are failing to see a lasting impact. A rational approach supposedly to appeal to the data driven business mind is simply not gaining ground.  Organisational cultural change can take many years. What is holding us back is the unconscious, irrational mind which is clearly overriding factually based D & I programmes.  Today, that irrational mindset seems to be getting stronger.

Somehow hiring managers regardless of their political mind-set and persuasion, need to be committed to doing the best possible for their organisations in terms of attracting, sourcing, retaining and developing top talent. Already on the weak side, these flawed processes will struggle against this changing sociopolitical background.

The level of unconscious bias in the recruitment and promotion process is already high. The tendency to copy paste “mini-mes” so companies create cohorts of corporate clones which tend to be white and male, will become even stronger.  The chances of creating a corporate culture based on diversity and inclusion set against that prevailing viewpoint will be weakened. The use of the hackneyed cop-out term as the right  “cultural fit” will only grow. One hiring manager in a strongly Brexit region told me he had already been instructed to cut certain ethnic groups from the selection process of his organisation.

Challenges for HR

At a time when employee engagement is at an all-time low and insecurity and uncertainty are clouds over- shadowing a majority, HR practitioners face challenges dealing with these key issues. How do companies expect to find a way forward through this morass if they are located in geographies where the beast of xenophobia has been unleashed in a way that many did not anticipate. I’m not sure how many hiring managers will prioritize inclusion initiatives in these areas.

What can HR they do to implement diverse hiring policies if political wranglings over visas and work permits are going to make international hires increasingly difficult? How will they deal with outright discrimination?

Read: Post Brexit uncertainty starts talent drain

The inclusion challenge today for HR is to have the skills and credibility as well as the tenacity and resilience to cut through the crap and call things for what they are. They may need to stand up to poor leaders.

How many are willing and able to do that?

Check out unconscious bias training here