It’s no secret that a diverse and inclusive workforce brings with it a multitude of benefits. In fact, you could wager that the vast majority of common business challenges could be solved by simply having a more diverse team to offer different perspectives, ideas, and solutions.

Yet for too many organisations, diversity and inclusion remain little more than buzzwords – and those who most want organisations to genuinely change can feel that. New research from Indeed reveals that there’s a considerable disconnect between how Australians believe workplaces treat minority groups and the lived reality of these groups. Our research found that 57% of working Australians understand ‘diversity and inclusion’ in the workplace to mean a scenario where all staff can be their true selves at work. However, two thirds (62%) of them admit to concealing part of their identity all or some of the time from their colleagues. And, almost a quarter (23%) say they can’t speak openly in the workplace without fear of criticism.

The findings are alarming and reiterate the fact that many organisations still have a long way to go when it comes to workplace diversity and inclusion. So, what can leaders do to ensure these concepts are more than just meaningless slogans in the workplace?

There are a number of ways to foster authentic diversity and inclusion. Building these strategies into your recruitment process is arguably the most important place to start. After all, a diverse workforce begins with a diverse candidate pool.

So, for those looking for some assistance on where to begin, here are some simple, practical ways to successfully build a diverse and inclusive recruitment process.

Broaden your search

When it comes to increasing diversity in your organisation, you need to try something different. Relying on the same recruitment strategy that you’ve used in the past may be limiting your business’ ability to recruit from a larger and more varied group of candidates. In addition to recruitment agencies, consider partnering with organisations dedicated to enabling greater diversity and inclusion in the workforce. The Australian Network on Disability helps connect your organisation to job seekers with a disability. Also, organisations like CoAct and Shine People Solutions work to find employment for refugees, Indigenous Australians, and the long-term unemployed.

What’s more, thanks to the growth of remote work and talent distribution outside traditional hubs, you can look for candidates located just about anywhere. When geography no longer limits your talent pool, you have more opportunities to attract great candidates. You can also focus on finding people with the skills and experience that most align with your company’s mission, rather than the right person for your postcode. This is a much better use of a recruiter’s time and is more likely to result in a successful hire.

Make your job descriptions more inclusive

The language you use in job descriptions could be limiting your talent pool. In fact, a study conducted by Harvard University found that women were less likely to apply for a role when the job description used words predominantly associated with masculine stereotypes.

For example, words such as ‘tough’, ‘dominant’, and ‘competitive’ are often associated with masculinity. Conversely, words like ‘nurturing’ and ‘supportive’ are associated with femininity. These gender-coded words may impact the likelihood of job seekers applying for roles within your company. Thus, a lack of gender diversity continues. Instead, opt for gender-neutral words like ‘motivated’, ‘professional’, ‘responsible’, and ‘quality’. This increases your chances of attracting a wider range of candidates.

Also, potential applicants shouldn’t have to conduct extensive research to discover the perks and benefits your company offers its employees. Be sure to list any benefits in your job postings so that you’re not limiting your talent pool. Include benefits like paid parental leave, flexible work options, or on-site childcare. Similarly, if your organisation has fully equipped parents’ rooms, accessible or unisex restrooms, or a variety of different lunch options in the cafeteria (i.e., halal, kosher, vegan, etc), it’s worth highlighting these too.

Use inclusive interview panels

During the recruiting process, the employer’s focus is often solely on the candidate pool. After all, the goal is finding the right talent for the role. However, this often means little attention is paid to the people who sit on the other side of the table during the interview process. Are they able to make decisions free from bias and favouritism?

Traditionally, a candidate typically only deals with one or two members of staff from the potential employer. This limits the likelihood of them meeting someone they can identify with. The more a candidate can see themselves working at your company, the greater your chances of hiring diversely. This is why it’s worth considering who sits on your interview panels. A panel of interviewers from different genders, ages, races, and professional backgrounds paints a picture of authentic diversity and inclusion. Allowing the candidate to see themselves represented in the team well before they’ve started their first day.

Use interview techniques designed to reduce unconscious bias

Stereotypes can play out in ways you’re not even aware of. This is why a gut instinct isn’t always reliable, as it’s often influenced by unconscious biases.

For example, if you have a good feeling about a candidate, it may be because they’re similar to you. Perhaps you live in a similar area or they did the same course at university. Ultimately, what may seem like a great personal connection doesn’t always translate to high job performance though.

Work to reduce unconscious biases in the recruitment process by conducting structured interviews with predetermined questions and a rubric for how to evaluate a good response. This way, you have the tools to objectively evaluate future job performance.

To make sure your structured interview runs smoothly, follow this best practice approach for diverse and inclusive recruitment:

1. Prepare a list of open-ended questions to ask candidates, considering both the hard and soft
   skills you’re looking for.
2. Provide interviewers with the questions and evaluative criteria before the interview so they can
   ask clarifying questions of the hiring manager ahead of time.
3. Ask candidates the same questions in the same order.
4. Evaluate candidates using standardised evaluative criteria, such as a rating scale or rubric (what
   a “poor,” “acceptable” or “great” response to each question looks like).

Consider supplementing structured interviews with blind reviews of resumes or cover letters. In blind reviews, the candidate’s personal information (including their name) isn’t revealed until near the end of the selection process. Withholding this information helps reduce the influence of unconscious bias from the hiring manager, which can lead to more diverse and inclusive recruitment practices.

Prioritising and actively cultivating diversity, inclusion, and belonging isn’t just good for your staff and employer brand. It can also help your business succeed. Companies with a diverse workforce are more likely to excel in productivity, performance, innovation, and even revenue. Put these tips into practice the next time your company is hiring and you’ll be on track to cultivating a truly diverse and inclusive workforce.

With more than 15 years of experience in the recruitment industry, Jay Munro has worked in a variety of roles in agencies and job boards, from consulting and recruiting, to leading the product development of new sourcing technologies. As an Employer Insights Strategist with the Indeed Employer Insights Team, Jay pairs platform data with industry trend analysis to share Indeed’s story and bring the value of the company’s programs and solutions to life.

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Nyrstar initially asked Jade to remove her post, saying it could discourage applicants, but later apologised and vowed to re-shoot the campaign. A spokesperson said “You raise a valid point and we sincerely apologise. We are taking the video down. We are an equal opportunity employer and do welcome applications.”

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PwC’s purpose is to “build trust in society and solve important problems”. 

“Our purpose sits at the core of everything we do,” said Christopher Rogan, Consulting Partner at PwC. “I’m fortunate enough to have the opportunity to do that every day in the role I have, leading our health consulting practice. It’s a sector that always provides opportunities to make a difference. That’s why we’re here.” 

Rogan has been with PwC for more than 13 years. When offered a role with PwC, he was attracted to the nature of the work and the opportunity to work with some of the world’s biggest brands. 

“We provide advice to individuals and major organisations to help them solve their most important problems and make a valuable difference. My role is in consulting and advisory, and I focus on the health sector broadly.” 

The global reputation of the PwC brand derives its value from the work they deliver to clients, which is, of course, done through their people. 

“There are many things we’ve done over the years to reinforce and focus on the value of our people. It’s something we try to ensure we’re doing every day.”  

PwC is focused on creating the best possible experience for its teams, offering opportunities for them to learn, grow, and explore areas in which they are looking to develop. It is also an environment that focuses on diversity and inclusiveness.  

51% of PwC people are women (partners 28%). 51% of PwC people have a diverse cultural background. 88% believe PwC is an inclusive work environment. 86% of PwC people currently use one or more types of flexibility. 

“Diversity and inclusiveness helps us to create the best value for clients. We can’t deliver great work in a homogenous environment. Having diversity in our organisation allows us to have variety in our thinking and solve those difficult problems.” 

Interestingly, PwC submits short surveys to their people on a weekly basis to gauge their experience, so it can understand what their people are thinking and feeling, and potentially manage any areas that require attention. 

“Our clients have high expectations, and we have high expectations of ourselves. But that is never at the expense of creating the right experience for our teams.” 

For PwC, part of creating the best environment for teams involves fostering a healthy workplace. Both the Brisbane and Melbourne offices have engaged in Tour de Office, a week-long interoffice cycling event, for the past two years. 

“Both our offices participate in the event around the same time, which creates some friendly rivalry!”  

During the event, PwC has raised funds for the Starlight Children’s Foundation, of which Rogan is president of the advisory board.  

 “It’s important to bring a different set of experiences or initiatives for our teams to participate in and connect with. The Starlight Foundation provides such a valuable role in the lives of sick children and their families. They offer them opportunities that allow them to just be kids. Tour de Office is such a great way for our people to get behind the cause and show their support. At the same time, they can get fit and healthy, without having to commit a huge amount of time, as it’s only a half-hour ride in the office on a stationary bike.” 

There are many initiatives that bring PwC together as a group, but people universally get behind the Tour de Office event in particular. 

“We run it over one week and celebrate at the end of the week. We’re a big group, so it’s something we can do together and have fun. We set up two stationary bikes in the office, and our people often to their half-hour rides together. Of course, there’s some friendly competition with our Melbourne office. But that makes it more fun!” 

In creating a great environment for the event, PwC sets up bikes in some of the creative spaces they have in their offices. 

 “Tour de Office makes the event really easy. They provide a volunteer to motivate riders, provide water and snacks, and record times. It’s a fun environment! We all gather around for the last rider, then we host an awards presentation. For example, awards for staff members who rode the most, or raised the most funds.” 

The event has fostered inclusion and improved and focused Rogan’s team.  

“During certain events, some people feel as if they can’t or don’t want to participate. But this half-hour event is designed so that it’s easy for everyone to participate, to take the time for themselves and the cause. 

“The first year we ran the event, I was nervous that people wouldn’t get behind it. However, lots of people signed up and the event ran really well. It grew bigger the following year. It’s been great to see people recognising what a great event it is, seeing the worth for both themselves and the charity.” 

The connection the event creates across the business between individuals, teams and offices, reinforces PwC’s culture of collaboration and working together – which is, in fact, one of their values. 

PwC’s values form a core part of their identity. In fact, PwC offers its people and leadership teams incentives to donate their time and skills to choose initiatives that give back to their community. 

The organisation also supports reconciliation, recently launching their Elevate Reconciliation Action Plan 2019 – 2023, sharing their commitment to promoting reconciliation and reducing inequality experienced by Aboriginal and Torres Strait Islander Australians.

 PwC values creating a diverse and inclusive culture to represent the diversity of their clients and the Australian community. Its aim is to support all its people to reach their full potential.  

“Everyone has their own causes they want to support, and that support doesn’t necessarily mean offering financial support alone. It can be through offering our time and expertise. These are things we can do together.” 

How does your organisation bring your values to life? Share a comment below. 

Interested in getting your organisation involved in Tour de Office? Contact Helen@tourdeoffice.com or on 0429 347 417.

For more information about what Tour de Office can do for your organisation, visit the Tour de Office website.

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Under a partnership with Transport Women Australia Limited and Volvo Group Australia, Wodonga TAFE’s Transport Division DECA are delivering Women Driving Transport Careers (WDTC) programs to attract women to the transport industry.

The program is designed to bridge the gap between licensing standards and professional industry requirements. WDTC is aiming to increase the participation of women in driving roles across the Australian Road Transport industry as part of the solution to address the shortage of drivers across this sector.

We spoke with Jeff Burns, HR Manager for Hanson Southern Region and Alex Fraser Group, who partnered with these organisations to offer candidates a free 4-week training program of theory and practice driving training, with payment from day one and permanent full-time employment.

“We have 4000 employees and 1800 truck drivers, so our pipeline for drivers needs to be solid, particularly as the business grows and we add trucks to our transport fleets. So, we really had to understand what was changing in the transport driver marketplace,” said Burns.

Interestingly, this marketplace is growing due to the online shopping industry, which has caused a boom in the need for professional drivers for package delivery. Unfortunately for Alex Fraser and Hanson, this has soaked up a lot of talent in this area.

“Our Australian CEO for Hanson, Phil Schacht, has joined Male Champions of Change which enables male business leaders to champion gender diversity in their organisation. He felt we could do something in our driver workforce through our recruitment.”

Burns started conversations with Wodonga TAFE and DECA who mentioned their upcoming driver training programs, as they had conducted a pilot program run earlier in the year. He then worked to determine the obstacles Alex Fraser and Hanson were up against.

Recruitment challenges

As well as industry competitors stealing talent, another challenge is that Alex Fraser and Hanson are more compliance-driven and require high-calibre, reliable, and safe drivers, with experience, who are willing to use log books, take fatigue breaks, and are prepared to stay drug-free.

“It can be hard to find these people, as the work is perhaps not as attractive, with longer working hours, weekend work, and pay in other sectors, such as parcel delivery, can be competitive. The work is also physically demanding and unless drivers are job fit there can be injuries. So it’s not without its challenges!”

The WDTC program was, therefore, an opportunity for Alex Fraser and Hanson to secure eight new trained employees. Participants in the program receive support and training to prepare them for their driving tests. They also have the opportunity to drive the same trucks as they would be when employed.

“We provided permanent employment from day one. Our candidates underwent a 4-week intensive course at Wodonga TAFE, passed their tests, and joined our organisation as full-time drivers. It’s not necessarily about gender. We need access to the best talent, and if the truck license is a barrier to gaining employment and they’re interested in the work, then this program removes that obstacle.”

While this was a great outcome for Alex Fraser and Hanson, what were the steps they took to get there?

Recruitment advertising, attraction, and screening

While the WDTC is a great opportunity for candidates, Alex Fraser and Hanson faced the challenge of recruiting women who were not necessarily looking for a new job, let alone considering a job in the driving industry. Burns obtained the knowledge and experience of recruitment specialists Employment Office, who ran a dual-branded Alex Fraser and Hanson recruitment advertisement.

“We used traditional job boards, and complemented this with targeted social media advertising campaigns and promoted this on our company social channels. It was, by and large, a very positive and widely-shared social media post. We were really surprised by how many thousands of people looked at it, and how far around the world it went!”

Alex Fraser and Hanson were able to target their advertisement at women, as the opportunity qualified under equal opportunity legislation. (Note, if your organisation is looking to recruit a certain demographic, ensure your advertisement is not discriminatory. Equal opportunity law is state-based, so check the law in your location before you advertise.)

“Recruitment was challenging, in that we were looking for people who didn’t necessarily have a commercial driving background. Instead, we had to ask what qualities might we shortlist on instead. This included things like adventurousness, willingness to have a go, an ability to deal with customers, and being serious about safety.

“In our shortlisting process, we also looked for other attributes in the absence of a commercial driving record, such as candidates with connections to driving through family members who have been drivers, those who grew up on farms and had experience in heavy machinery, or those who have done 4WDing or adventure travel.”

The recruitment advertisement also included a number of screening questions, asking candidates to list any relevant experience, what interested them in the opportunity, and what made them think they would enjoy the work.

After using these screening questions to create a shortlist, recruiters conducted a phone screening process to illuminate candidates’ other qualities, such as customer service and safety experience, and preparedness to have a go. Recruiters also obtained factual information such as clean driving history and confirming candidates’ availability for employment and training.

Shortlisting and selection

Alex Fraser and Hanson received approximately 260 applications for their eight roles. From this talent pool, they invited 30 candidates to attend a group assessment day which was run by Employment Office.

“Sometimes candidates don’t fully appreciate what they’re in for. So a large part of the group assessment day was dedicated to the reality of the roles. For example, concrete truck driving is different to tipper driving, with different hours and requirements. From there, candidates could express their preference.”

After the group assessment day, seven candidates were offered employment.

“We had a challenging timeline of six weeks from advertising to making the offer, including comprehensive truck driver medicals. Some of our candidates had to provide notice at their other organisations, but we had to complete training before the end of the year! We managed to secure seven new hires. The instructors at Wodonga TAFE gave glowing praise for all our candidates.”

The results

“We are so pleased with our new hires. They’re a fairly diverse group. One candidate worked for Toyota in their assembly line, one was a massage therapist with a background in disability services, and another was a graduate in veterinary studies. They were all impressed that full-time employment was offered, as many of the jobs they were applying for were casual or contract. Permanent employment was attractive to them, along with the fact we provided free training and licensing.”

Alex Fraser and Hanson provide buddy programs for their new starters. In addition to new buddies, they will also provide new hires from the WDTC program a mentor, a psychologist who liaises with them and visits them on the job in order for them to raise any concerns or issues that they might not be able to raise with the companies. This supports them in achieving success and provides early warnings if there are any issues that need to be addressed.

If your organisation needs skilled people with professional qualifications, offering training opportunities can be so beneficial to both you and your candidates! Start by understanding what is happening in your industry and assess your unique employer offering in comparison to your talent competitors. Consider partnering with educational institutions and external recruitment specialists. Determine the best screening questions to formulate a great shortlist and use group assessment days to your advantage. If you’re hoping to become an equal opportunity employer, check your state laws before running your recruitment advertisements, and consider seeking advice from recruitment specialists.

Learn more about how Alex Fraser relies on their values and people to achieve success.

What training opportunities does your organisation provide? Tell us in the comments.

The post Need skilled professionals? Why offering training and becoming an equal opportunity employer works appeared first on Recruitment Marketing.

Diversity and Inclusion is not only a global business challenge but also more vital today than ever.

Why?

Because millennials will make up 75% of the workforce by 2023 and are “the most demographically diverse generation in the workforce.

Diversity and inclusion (D&I) are used synonymously, yet they are two halves that must meet to make a whole.

SHRM defines diversity as “the collective mixture of differences and similarities that includes … individual and organisational characteristics, values, beliefs, experiences, backgrounds, preferences, and behaviours.” And it defines inclusion as “the achievement of a work environment in which all individuals are treated fairly and respectfully, have equal access to opportunities and resources, and can contribute fully to the organisation’s success.”

Put them together and what do you get?

Reiterations by many organisations of similar noble sentiments embedded as part of their mission statements. However, their messages haven’t always matched their movements.

Diversity and inclusion means hiring equivalent numbers of diverse professionals at the executive level and on the front lines, and ensuring they feel respected and belong.

Belonging is a basic need of every human. When people have a deep sense of belonging, they feel accepted and have a lower intent to leave because they become embedded in their social environment.

Why do most organisations fail to achieve D&I?

Plain and simple: Homogenous decision-makers determine both the problems and solutions.

D&I emerges organically, it doesn’t begin or end at the leadership center, nor by solely changing policies. Attracting and retaining the best talent occurs when organisations stop sounding the part and start playing the part.

Fortunately, some Fortune 500 companies have shifted from “preaching to operationalising” to taking action. This year Johnson & Johnson (J&J) ranked number 1 in WilsonHCG’s top 100 Employment Brands Report and won the Employer of Choice for Gender Equality citation in Australia. WilsonHCG also ranked ADP in the top 10.

The WilsonHCG Top 10 earned a combined 157 per cent more in revenue than the bottom 10.

More importantly, J&J and ADP’s top rankings and esteemed reputations are positive byproducts of how they treat people, not a horse and pony show to win awards.

J&J and ADP didn’t become global leaders of D&I by accident and they never rest on their laurels.

D&I is their culture and it’s tied to the core of their business. They understand that without diverse perspectives they cannot promote innovative solutions and employee engagement. And they realise that a diverse workforce is the only gateway to inclusion, and thus ensure their leaders reflect all their people.

In their words, “Diversity is built in to everything we do”… “Diversity and Inclusion is how we work every day.”

Advantages

According to Gallup, Workplaces that are diverse and inclusive have many competitive advantages, including:

• increased job satisfaction, retention and organisational commitment
• increased trust and well-being
• increased creativity and innovation
• lower levels of conflict, intention to quit, stress, job withdrawal and organisational turnover.

D&I is not only the right thing to do, “having diverse teams improves financial outcomes.” Gallup found that the combination of employee engagement and diversity resulted in 46% and 58% higher financial performance, for business units in two independent companies.

How does ADP drive commitment to D&I?

C-suite and senior executives:

• make D&I your core strategy, lead by example and be accountable
• ensure your fellow leaders are representative of your employees and clients
• take an active role in D&I and participate in D&I initiatives
• get directly involved in the hiring process at all levels, even the junior-level positions
• be dedicated to diversity recruitment efforts, using tools like Visual Search to prevent unconscious bias, allowing you and your recruiters to focus on skills rather than employee demographics.

How does J&J drive commitment to D&I?

They invest in and support initiatives such as:

• formal mentorship programs for cross-gender, cross-functional, cross-segment, cross-generational and cross-regional employees
• mentorship programs that pair diverse students with industry leaders
• STEM²D (science, technology, engineering, maths, manufacturing, and design) mentorships for women.

Johnson & Johnson and ADP are blazing the trail with their D&I leadership development and mentoring programs. In fact, ADP uses Business Resource Groups (BRG) to engage and retain under-represented employees. Because ADP has a more proportional number of diverse leaders than most enterprises, they have gained the deep insights necessary to provide a structure and environment that gives voice to values and value to voices.

CFO Jan Siegmund founded and serves as executive sponsor to ADP Pride, its LGBTQ BRG that focuses on increasing inclusion and diversity. Other BRGs support employees to belong and believe their work is meaningful.

And ADP executives are always open and enthusiastic to sponsor new BRGs.

All organisations can become “whole” by practicing SHRM’s definition of D&I. They can form D&I executive committees that uncover the real problems, as well as provide mentorship programs and sponsor employee-led groups similar to J&J and ADP’s BRG’s.

Diversity and inclusion are the sustainable organic answers to treating employees fairly, increasing worker performance and company revenue, and meeting the global business challenges a company faces today. D&I is the disrupt that will attract, engage and retain a multicultural, complementary and cutting-edge talent pool.

What diversity and inclusiveness initiative does your organisation get involved in? Let us know in the comments.

Christine Alexy is a professional writer focused on motivational psychology and leadership development. After 15 years of  IT network engineering, Christine re-invented her career when she graduated with honours from Penn State University with a BS in Business Leadership and IT/Security and Risk Analysis.

Dovetailing her professional leadership experience, she is a ghostwriter and researcher for top business leaders and a popular blogger. Christine has supplied extensive research and writing for Steve Van Valin, CEO of Culturology, helping him author a manuscript on purpose and meaning at work. She also ghostwrites high-level content for the HR industry related to ethics and organisational culture. A staunch proponent for meaningful and innovative leadership for today’s multi-generational workforce, Christine regularly shares her insights through her Thought Leadership Thursday blog posts on LinkedIn, @Serve2LeadLyceum on Twitter, and Leadership Lyceum on Google+.

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