Talent Acquisition in The Face of Diversity
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from talk to walk’Capita Talent Consulting combines its resourcing and diversity expertise to provide practical recommendations on the steps to take and the obstacles to overcome in the pursuit of more diverse candidate pools and resulting hires (internally and externally). Themes include: • Addressing the challenge of unconscious bias – yours, agencies and hiring managers • Reconciling speed vs. diversity of hires and managing stakeholder expectations • The mutual benefits of monitoring and reporting diversity of outcomes • How more inclusive on-boarding can improve and embed results
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Talent Acquisition in The Face of Diversity
- 1. We | Listen Create Deliver Diverse Talent Acquisition From Talk to Walk
- 2. 2 Capita Talent Consulting combines our resourcing and diversity expertise to give you practical and actionable recommendations on building a diverse and inclusive people strategy. DIVERSITY & INCLUSION - A BUSINESS IMPERATIVE Mike Ruddle - Capita REMOVING BIAS FROM HIRING STRATEGY Ruth Cooper-Dickson - Capita THE POWER OF DATA-LED DECISION MAKING Kirstie Kelly - Launchpad
- 3. Diversity Is the variety of people and ideas within a company Is the creation of an environment in which people feel involved, respected, valued, connected, and able to bring their authentic selves to the team and to the business. Inclusion Higher Engagement & Performance Some Definitions
- 4. D&I is now a Business Imperative 4 CUSTOMER RELATIONSHIPS 5 RISK MANAGEMENT 6 EXTERNAL STAKEHOLDER EXPECTATIONS3 ENGAGEMENT 2 INNOVATION AND COLLABORATION 1 COMMERCIAL
- 5. Common Issues 5 Compliance Gender The Concept Leadership Commitment Bias & ObstaclesMind-set
- 6. 4. Sustainable3. Transformational 6 An Evolving Journey – where is your Organisation? Organisation: Limited recognition of the business case Barriers to equitable career progression Exclusive behaviour tolerated Leaders: Paying lip-service “D&I is not on my radar” “I do the minimum required for legal compliance” Organisation: Recognition of D&I’s relevance to business agenda Silo’d interventions ‘Quick wins’ addressing symptoms not root causes Leaders: “I focus on D&I when time and other priorities allow” “I support specific D&I initiatives and programmes” Organisation: Business case established, understood & supported D&I best practice integrated into all core people processes Commitment unaffected by business challenges Leaders: “I believe in and promote the business case for D&I” “I take action to increase workforce diversity and build an inclusive workplace” Organisation: D&I is ‘business as usual’ and a cultural norm D&I efforts are firmly rooted in business strategy Industry Leaders Leaders: “D&I is integral to our business goals” “I am openly accountable for D&I progress and outcomes” “I am an inclusive leader and role-model (internally and externally) Action 2. Proactive Commitment 1. Reactive Unconscious Incompetence Conscious Incompetence Conscious Competence Unconscious Competence
- 7. 7 Removing bias from hiring strategy
- 8. Unconscious bias is simply our natural people preferences. We are biologically hardwired to prefer people who look like us, sound like us, and share our interests. Social psychologists call this phenomenon social categorisation, whereby we routinely and rapidly sort people into groups. This preference bypasses our normal, rational, and logical thinking. We use these processes very effectively (we call it intuition), but the categories we use to sort people are not logical, modern, or perhaps even legal. Put simply, our neurology takes us to the very brink of bias and poor decision-making.
- 9. There is no silver bullet Impossible to remove all bias from a process that involves human decision making Enable your recruitment teams to be more aware of bias in the recruitment process Develop inclusive recruitment practices Education and practical application
- 10. The high stakes of recruiting Complex and speedy processStressful Biases come into play - Affinity bias - Status quo bias Fast and slow thinking - system 1 and system 2
- 13. Addressing the challenges of unconscious bias 13 Attraction Application Recruitment Process Selection Feedback
- 14. Hint and tips Review and adapt your recruitment processes and documentation to become more inclusive Pre-commit to a set structured interview and process Mystery shop your recruitment process Do it differently Align all of your key stakeholders to manage expectations 1 2 3 4 5
- 15. 15 The power of data-led decisions
- 16. © 2015 Launchpad. All rights reserved | Sep 2015
- 17. “hire 30% more women please” “blind interviewing” “ “can we ‘predict’ who to hire” “reporting - track ‘protected’ groups” “recruitment processes must remain centralised” © 2015 Launchpad. All rights reserved | Sep 2015
- 19. WHO GETS IT WRONG
- 21. WHO GETS IT RIGHT! WHERE DOES DATA TELL A POWERFUL STORY
- 23. WE CHALLENGE CONVENTIONAL DECISION MAKING WE SHOW PEOPLE A BETTER AND FAIRER WAY TO MAKE DECISIONS USING DATA TO TELL THE STORY USING TECHNOLOGY 23 www.launchpadrecruits.com © 2015 Launchpad. All rights reserved | Sep 2015
- 25. Application through the employment lifecycle LaunchPad Screen™ Realistic Job Preview, SJQ’s LaunchPad Select™ Recorded video assessment LaunchPad Share™ Collaboration tool LaunchPad Live™ Two way video interview tool LaunchPad Presents™ Video led Job Descriptions YOUR BRAND HERE Recorded assessment Identify culture fit and motivation alongside capability Engage candidates earlier in your recruitment process Dynamic screening Quickly assess initial suitability 1:1 instant engagement Live video with scheduling and recording Sharing and Review Remove subjective decision making – improve controlled collaboration LaunchPad Validate Insights Platform Measures: fairness, accuracy, criteria validity, consistency © 2015 Launchpad. All rights reserved | Sep 2015
- 26. Delivering results from a fair, consistent and measurable process IMPROVEMENT MEASURE • CREATE A STANDARDISED CANDIDATE EXPERIENCE • NPS SCORING • OBJECTIVITY FROM MULTIPLE REVIEWERS • INTERVIEW:HIRE RATIO/ TIME TO HIRE • IMPROVED REVIEW CRITERIA DESIGN • RPO or TESTING EFFECTINESS AND COST • PRECISE REVIEWER PRE-BRIEFING • OPERATIONAL ENGAGEMENT • MONITORING REVIEWER BEHAVIOUR • TRIBUAL CLAIMS, FULFILLMENT RATES • SPECIFIC REVIEWER EDUCATION • REDUCED TRAINING COST/ INCREASED IMPACT – EMPLOYEE ENGAGEMENT © 2015 Launchpad. All rights reserved | Sep 2015
- 27. For every 1% increase in employee engagement, you can expect to see an additional 0.6% growth in sales for an organisation 2013 Trends in Global Employee Engagement, Aon Hewitt ” “ There is a statistically significant relationship between diversity practices and employee engagement at work, for all employees The Role of Diversity Practices and Inclusion in Promoting Trust and Employee Engagement, May 2015 ” “ © 2015 Launchpad. All rights reserved | Sep 2015 Diversity drives employee engagement
Editor's Notes
- We'll talk about the steps you need to take, how to overcome the obstacles and how to develop diverse candidate pools to get the best hires: Mike Ruddle will frame the session and begin to explore the business imperatives for D&I and building the business case for an inclusive organisation Ruth Cooper-Dickson will share her experiences both as a recruitment and D&I specialist. Kirstie Kelly will explore the steps you can take to build your capability.
- Without Inclusion – Diversity Initiatives will only deliver limited results The real benefits of diversity can only be unlocked through an inclusive culture because Employees who feel equally valued and included, irrespective of their individual differences and/or background, are more engaged than those that do not – which in turn enhances their productivity and collaboration Inclusive teams value and utilise the different strengths and contributions of every team member equally and exploit the resulting power of diverse thinking
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- General scene setting of the topic. There is no silver bullet. It is impossible to remove all bias, especially if it is unconscious. Need to be aware of our own biases, but also be confident enough to call others out. Is the recruitment process inclusive to provide a level playing field for all candidates? This only comes from education and practical application, consistently reviewing the processes and challenging the status quo. Examples of organisations that have started to get this right, don’t worry /panic lots of large corporates are still a long way from addressing this issue.
- Recruiting is pressured Cost implications Stressful Can be complex process the more senior the hire – politics Explanation of Fast & Slow Thinking – Recruiting is generally based on fast thinking and “gut feeling” Lots of different cognitive biases out there – not to baffle – Affinity Bias / Status Quo are examples I’ve come across in my career a lot. Recruiting in the same image and recruiting another “John” because that’s what we need.
- Leadership reflective questions for them to look through – 2 minutes to look through the questions and think about… What resonates? What stands out? What do they perceive as an immediate challenge or problem area? What does work well currently? Where are they aligning against best practice?
- This is where I see the biggest challenge having worked across all sides of the recruitment spectrum (agency, in-house, inclusive recruiter, D&I consultant) No joined up thinking – in the strategy or recruitment plan when it comes to reconciling speed vs. diversity of hires and managing stakeholder expectations. Recruiters/Suppliers – not informed as to what the inclusion strategy is nor are they challenged consistently – all goes out of the window when bums on seats are required. Recruitment team needs to be challenged by those agencies who look at a candidate who may be diverse and have the confidence to progress them – example EY Recruitment team needs to understand the decision to hire, but also need to work with the business to educate. Providing a more diverse talent pool does not necessarily mean a longer lead time to hire. There will always be a pain barrier to go through in understanding this.
- Top Tips: Re-cap of the process and key points “Do it Differently” I feel is a better way of saying Remove the Fear. Challenge the business to things differently, challenge the business to look at a different hire. Be confident in the adaptation of the recruitment process to be more inclusive. Challenge the bias that already exists in the culture of organisation to shape against the vision and values – do it differently. No 5 – previous slide- work with the suppliers – education on the current strategy – boutique & search may not be as well versed as some of the larger supplier.
- difficult to capture data IT’S NOT JUST ABOUT DATA FOR THE SAKE OF IT are we looking at it the wrong way? WHO GETS IT WRONG who gets it right start with your hypothesis and work backwards D&I MATURITY MODEL – FROM REPORTING TO PREDICTION (BUT ONE STEP AT A TIME) an example of how data can answer a simple hypothesis – we think we discriminate? Why its important