ACCESS FOR NON-TRADITIONAL CANDIDATES Transparency in offering positions will be crucial to ensuring diverse applicants are able to apply for career opportunities. Organisations will need to remember that non- traditional applicants may not look in the job marketplaces where organisations traditionally advertise roles. Care also needs to be taken about the use and nature of social networks because these tend to lead to opportunities for those who form part of that specific network, potentially excluding anyone who does not consider themselves relevant to it. In order to diversify the workforce,
“ The starting point is to have a clear definition of what constitutes diversity and which aspects are to be recorded and monitored.”
currently is on updating policies in order to ensure a more inclusive use of language alongside a more flexible approach to supporting employees with diverse needs. But action also needs to be taken to ensure that employees and their families understand that their personal needs are being considered – in other words, good communications are needed such that individuals and their families realise that organisational policies are becoming more tailored rather than generalised and prescriptive. Another current trend is towards
provision of cash lump sums rather than prescribed policy elements. Again, while this presents a method of assisting with individual needs, it is important to remember that employees and their families will frequently require some support in order to guide them as to how to apply cash benefits that best meet their circumstances during the complex process of global mobility. As such, personal and tailored communication as well as support for non-traditional assignees/non-
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standard assignments will become increasingly important if equity and inclusion are to be achieved for a more diverse profile of individuals and families on the move. However, for a truly strong focus
on the social pillar, organisations need to go beyond inclusive language and flexible application of benefits. To encourage and support a more diverse workforce, be that in-country or globally mobile personnel, organisations will need to ensure that access to relevant employment opportunities is made available to the broadest possible spectrum of candidates. This may involve supporting the deployment and growth of local talent as well as individuals who are prepared to move countries in order to further their careers. Organisational leaders will need to consider aspects such as how diverse populations can be socially and culturally integrated within the workforce and how access to opportunities can be offered to individuals who may be considered as non-traditional post-holders.
and potentially make local roles and international mobility more widely available, organisational leaders may need to consider how they can access less well-networked populations. Of course, organisations may feel that this requires considerable effort simply to widen out the marketplace to individuals who may or may not be appropriate for the roles while traditional advertising and networking can bring in sufficient numbers of suitably qualified candidates. The message here though is that a more diverse profile provides wider choice for organisations to address talent pipeline deficiencies.
RECORD KEEPING AND MONITORING In order to manage the social ESG aspects effectively, it is important to ensure that records are kept on diversity such that the organisation can see where there are areas that still require further input and support. Keeping diversity records is also paramount to monitoring actions and determining their success. The starting point is to have a
clear definition of what constitutes diversity and which aspects are to be recorded and monitored. So, for example, an organisation may wish to record diversity statistics according to established protected
characteristics such as
those published in the Equality Act (2010). Such demographics are likely to include gender, race and ethnicity, age, disability, religion, and sexual orientation. However, organisations that wish
to monitor other characteristics as part of their diversity initiatives
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