1. O
N THE
ORGANISATION’S
VISION
We want to see a world where people
with a learning disability are valued
equally, listened to and included
in society. People with a learning
disability face inequalities in every
area of life. We need to tackle these
issues head-on by changing society’s
attitudes, influencing people who
shape policy and practice, and
empowering and directly supporting
more individuals to lead fulfilled lives.
ON BUILDING FUTURE
TALENT POOLS
Mencap has adopted a framework
that encompasses all elements of the
recruitment process, from attracting
new candidates all the way through
to their first day at Mencap. Our
framework is a blend of two
different recruitment models:
values-based and person-centred.
Together this represents ‘Our
Inclusive Recruitment’.
Our research shows that attracting
candidates who are a clear cultural
fit would mean there is a stronger
likelihood that they would remain
employees in the long-term, mirror
and represent our values and
behaviours, and champion our work
towards helping people with a learning
disability achieve our vision. Through
ROB WALKER,
HEAD OF
RESOURCING,
ROYAL
MENCAP
SOCIETY
Rob’s main role is to
design, develop and
deliver Mencap’s
resourcing strategy
that supports its
goals as a charity
and service delivery
organisation.
www.mencap.org.uk
MENCAP
our recruitment framework we are
able to demonstrate that people with
a learning disability are an integral
part of every stage of our recruitment
process and that we hire staff who
share our values.
ON MEASURING
THE SUCCESS OF
TALENT ATTRACTION
The success of our campaigns
is measured initially against the
calibre of the candidates attracted.
Marketing to attract volume is no
longer an option as numbers do not
necessarily translate into quality. Our
campaigns include explicit reference
to the values of Mencap and, when
appropriate, the people that we
support. This is representative in all
our marketing materials and all digital
platforms where we have a presence.
We have also begun redesigning
our job descriptions to mirror this
same tone and feel. We still include
within our marketing materials entry
requirements or person specifications,
but it is not the primary focus.
Adopting Our Inclusive
Recruitment has encouraged focused
and cost-effective marketing of our
roles; particularly care positions,
matching the support worker’s skills
to the needs of the person we support.
It has produced better selection
techniques and helped us hire the
BUILDING INCLUSIVE
RECRUITMENT
at
With more than 9,000 people employed
in 600-plus UK locations, learning disability
charity Mencap recruits on average 2,000
people a year· Mary Appleton caught up
with the man in charge of making it all happen
– group head of resourcing, Rob Walker.
53November – January 2016
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52

2. right person, for the right role, the
first time. The by-product of this is
improving staff retention.
The resourcing team took a
proactive step, identified the key
challenges, designed a solution,
communicated the benefits to key
stakeholders, implemented the
framework and led by example.
First-line behavioural and
values-based interviewing at
a pre-selection stage was introduced,
offering managers evidence-based
shortlists and influencing inclusive
selection techniques.
ON MENCAP’S BIGGEST
CHALLENGES
One of our main challenges has been
attracting, retaining and hiring the
right type of people. Competition is
fierce in our sector, and cost-effective,
efficient resourcing is paramount.
We knew it would be necessary to
think differently about how we attract
and select if we were to successfully
address our turnover. Since adopting
a person-centred and values-based
recruitment framework we have seen
a better return on the number of
candidates who successfully embody,
and thrive in, our working culture.
Our next challenge? It has become
increasingly difficult to attract a
younger generation to consider
a career within social care.
represent our vision of changing
attitudes towards people with a
learning disability and provide
a focus on our people.
ON COMMUNICATING
THE STRATEGY
This year we launched and
communicated our five-year strategy
to all of our 8,000 employees. It
included five new values, to employees
and volunteers. So we organised
a day where Mencap people got
together across the country, had fun,
talked values and future plans – and
they loved it. And to top it off, they
managed to get us trending on Twitter
– a first for the charity. This has been
followed by a number of initiatives
to ensure that the new values are
front of mind for staff. What we
have seen from this is increased
employee engagement through their
contribution and their commitment
to make it work.
ON THE HEAD OF
RESOURCING ROLE
Mencap is an entirely collaborative
organisation and unlike anywhere
else I have been employed. I have an
opportunity to be involved in, and
included on, a number of strategic
committees that examine the
landscape and plan for the future.
Business partnering is encouraged
and this allows me to be an active
contributor when discussions include
forecasting, business growth within
our services divisions, workforce
planning and organisational design.
ON BECOMING AN
EMPLOYER OF CHOICE
Our head of learning and
development has introduced a new
appraisal programme, ‘Shape your
Future 3D’, which examines three
key dimensions (hence the 3D) of
an employee’s performance. During
the year a number of conversations
are held between each employee and
their manager to discuss and agree
how they are performing in their job.
The three dimensions examined and
“Marketing to attract volume is no
longer an option as numbers do not
necessarily translate into quality”
impact us, being aware of the key
internal drivers of change, for example
business growth, retiring employee
numbers and skills shortages and
to continue being aware of possible
future scenarios that I may need
to plan for.
ON DEVELOPING
A POSITIVE
EMPLOYER BRAND
This is all about being aware of what
Mencap’s reputation is as an employer,
and what makes us different,
as well as unique.
Before you are able to develop
a positive brand, you have to make
sure you have the ability to be able
to clearly define what your employer
brand actually represents and who
your audience is.
The final element is: is there
consistent messaging to candidates
and employees alike? The worst
mistake that anybody can make
is to sell a dream that doesn’t live
up to reality.
discussed are the employee’s values,
objectives and their role, including
leadership, if the employee being
appraised is a manager.
At Mencap we also have a talent
development programme. If an
employee receives an ‘excellent’
appraisal rating across all dimensions,
they are invited to participate. The
programme aims to help staff fulfil
their potential and achieve their
aspirations, whether this is a move
upwards, sideways to a position in a
different department, or to develop
further in their existing role. There is
an opportunity to become involved in
strategic committees and groups that
help shape Mencap’s future direction.
ON FUTURE TALENT
For me, it’s about continuing the
close relationships I have with the
600-plus hiring managers of Mencap.
Collaboration and visibility is key, as
well as being an effective partner and
making sure that I offer a credible
value proposition.
Meeting the needs of Mencap
over the next few years will require
the right future talent acquisition
strategy, ensuring that it is aligned to
our unique direction. My focus will
be identifying and communicating
external changes that are likely to
ON RECRUITING
YOUNGER TALENT
Attracting Generation Y or
Millennials into a sector that is maybe
considered a less attractive career
option than others is always going
to be difficult. For Mencap it’s about
positioning ourselves as an employer
of choice. It is well-documented that
this demographic is sophisticated,
technology-wise. The speed of the
internet is changing how and where
they are communicated with.
We are about to launch our
refreshed employer brand and we
intend to be more accessible to a
digitally led generation with a greater
level of exposure on the platforms
they are more inclined to visit.
Our revitalised brand will remain
firmly centred on our values, clearly
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