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Designing for Intersectionality and Inclusive Recruitment
- 1. Welcome!
- 2. 6:30-6:45pm Welcome 6:45-7:30pm Panel 7:30-7:50pm Break 7:50-8:10pm Designing for Extremes 8:10-8:30pm Making Better Decisions 8:30-8:40pm Close & Chat! One Two Three Four Five Six
- 3. Section name Welcome to our third and final HumanHR meet up for the year!
- 6. Joanne Lockwood CEO & Founder SEE change happen Lucy Hackshaw Founder & Executive Coach Flux Sonya Barlow Founder, Like Minded Females HumanHR Event 28th Nov: Designing for Intersectionality #belongatwork Kate Rand Group Employee Experience Director Beyond Keiran Wilson Empowerment Programmes Delivery Officer, Stonewall
- 10. Context
- 11. Context
- 12. The Question “What level of responsibility should the recruitment industry have to ensure that the process for finding the best talent is equitable?"
- 14. The Process • Defining the requirement • Attracting and finding candidates • Selecting candidates • Offer Management …plus • Choosing an agency or solution • Internal strategy
- 15. Defining the requirement • Take time on the requirements • Challenge the Hiring Manager – do they really need a degree… for the employee to be in the office 9-5, etc • Use personal language - not “candidate” • Advertise that you support D&I and how e.g. flexible working • Don’t have generalised job descriptions – used words that will attract different types of people • Rather than consider adjustments once someone is employed, think about it earlier - within the recruitment process
- 16. Attracting and finding candidates • Assume the need for diverse candidates is a given • What talent pools is this going to? If this doesn’t change, it’ll be the same people applying • Instead of asking if you have disabilities on a job application, ask broader questions about requirements to help do the job • Consider the environment you’re attracting people too and who this works and doesn’t work well for • Think about how candidates can apply and be flexible
- 17. Selecting candidates • Remove names, age, gender and school to avoid bias • Consider how to get the best out of a candidate so it’s an accurate representation of the person • Plan the interview and share questions beforehand • If you use an assessment, are you really assessing the skills for the job? • Recognise that lazy interview questions like “tell me about yourself” can be difficult for people that need clarity • Ensure reasonable adjustments are made throughout the process
- 18. Offer Management ∙ Ask “what can we do to help you in your job and make you more efficient” ∙ Ask for details rather than make assumptions about specific challenges ∙ Understand how some people from underrepresented groups may accept a lower salary – do not take advantage of this ∙ Have training in how to manage the conversation
- 19. Choosing an agency or solution ∙ How diverse are the agencies you’re using? How important is it to them and what’s their understanding of how to tackle it? ∙ Is a pricing or reward structure driving a specific behaviour of those who are working on your behalf? Beware of how an agency may present candidates that they believe may better secure commission ∙ Be wary of tech solutions claiming bias free recruitment. Understand the historical data that has been used to train the AI and on what basis candidates are excluded
- 20. Internal strategy ∙ Make sure you and your agencies are aware of the equalities act and the reasonable adjustments you should make ∙ Ensure that diversity doesn’t focus on one select group (e.g. gender/race). It’s not equitable if it’s unbalanced ∙ Have KPI’s linked to diversity and inclusion ∙ Hold suppliers to account for an equitable process just like you would ethical behaviour. ∙ Recognise that there will be culture change when there is a move to employ more diverse candidates
- 21. • “Reasonable adjustments” are for the recruitment process, not just employment • Take the time to really consider requirements of the job – skills and behaviours • Be flexible in the application process • Give the candidate the best possible opportunity to show how great they can be • Ask those supporting the process how they will ensure diverse candidates at the top of the funnel Summary
- 22. Get in touch! Visit us at www.anygood.com Follow us @AnyGoodHQ Juliet Eccleston CEO and Founder juliet@anygood.com +447801070650 ✔ Recruitment process audit and design ✔ Employee referral consultancy ✔ IR35 and the use of SOW’s … and of course for personally recommended candidates for roles!
- 26. INCLUSIVE RECRUITMENT: MAKING BETTER DECISIONS BELONG & INVENT thehoneycombworks.com hi@thehoneycombworks.com@thcworks
- 29. What is the goal of the recruitment process? #allythcw @thcworks Fill the role Predict success in the role
- 30. LEILA - HAVING AN ALLY OR THE IMPACT OF NOTProblem Our decision making is highly flawed
- 32. LEILA - HAVING AN ALLY OR THE IMPACT OF NOTSolution Use behaviour, not experience, as your core criteria when screening, assessing and interviewing candidates.
- 33. Problem Recruitment processes don’t always define the behaviours and knowledge that are actually needed to be successful in the role
- 34. Identifying behaviours that will lead to success Requested skills Ability to work both independently and as a part of a team Ability to multitask; must have good time management skills Excellent communication skills
- 35. What is success in the role? Delivering multiple client projects simultaneously and successfully (meets client outcomes, repeat business) within tight deadlines Requested skills Ability to multitask; must have good time management skills Identifying behaviours that will lead to success
- 36. What is success in the role? Delivering multiple client projects successfully (meets client outcomes, repeat business) within tight deadlines Requested skills Ability to multitask; must have good time management skills Examples of behaviours needed ➔ When starting a new piece of work or project, clearly defines what needs to be achieved, the outcome required ➔ Plans in advance what to do if potential obstacles to completing work get in the way, rather than waiting until it happens ➔ Re-prioritises goals and actions as needed, to ensure they are still contributing to the required outcomes Identifying behaviours that will lead to success
- 37. Solution Define the SPECIFIC skills and behaviours needed, clearly linking them to success in the role
- 38. Problem We treat different people differently
- 39. Evidence and identity 2018 LeanIn.Org and McKinsey Women in the Workplace Study
- 40. Solution Use the same, carefully defined, set of questions/assessments for each candidate Ensure you have evidence from EVERY candidate.
- 41. Id mptions Inclusive assessment Use the same, carefully defined, set of questions/assessments for each candidate for the role. Use behaviour, not experience alone, as your criteria when screening or interviewing candidates Ensure you have detailed evidence from every candidates for every behaviour / assessment equally Define the specific skills and behaviours needed to be successful in the role
- 43. We’re using Slido for Questions! https://www.sli.do/ Code: F180
- 44. Next meet up 30th Jan Want to host or speak? Email me! kate.rand@bynd.com