INCLUSION & DIVERSITY


However, Mr Sandhu says that the solution doesn’t stop there


and there is a lot of work organisations need to undertake. “From a younger talent perspective, it’s important to remember that you can’t be what you can’t see. It’s, therefore, imperative that we celebrate business leaders who are successfully showing the next generation of leaders that it is possible. Until we do that, we are never going to see leadership of UK companies that is reflective of the population.”


CHANGING THE CULTURE FROM WITHIN For a company that wants to change, it is important to look at current recruitment, how it works and where bias might creep in. “Training managers on how to direct and control diversity, and how to avoid unconscious bias is key, especially within the hiring process,” says Rebecca Hollants Van Loocke, COO EMEA at Frasers Hospitality. This might involve looking afresh at who sits around the


interview table and makes the hiring decisions. “A diverse interview panel can help to eliminate any unconscious bias and is also a chance to impress a wide range of candidates who will feel represented and that they can see a future for themselves at the company,” she says. This can be backed up by a dedicated Diversity and


Inclusion team, made up of people from different walks of life and backgrounds. This way, all employees feel that they have someone to talk to about any related issues. It is an example of the workforce taking equality and diversity seriously. “Other steps include educating employees on all forms of diversity and ensuring all staff areas are accessible, which can help streamline


“


the working day and ensure everyone is fully on board and trained on how to foster inclusivity within the workforce,” says Ms Hollants Van Loocke. Creating more family-friendly policies and benefits – for


example, better maternity and paternity pay, and flexible working and hours – can help working parents feel valued.


ENCOURAGING A GREATER TALENT POOL Changing the language you use to describe roles can also help an organisation guard against bias and encourage a wider range of applicants. “Unconscious bias is present at every stage of the recruitment process, but employers can significantly reduce its impact,” says Jenna Beard, sales manager of VHR, an international technical recruitment organisation providing solutions to the aerospace & aviation, F1 & automotive, engineering & defence and marine industries around the world. “Most job advertisements favour male candidates by using


‘masculine-sounding’ words and place more value on perceived leadership or ‘dominant’ qualities than crucial skills such as communication and teamwork. By reviewing the language and content of their job adverts, companies can make their jobs more appealing to candidates of all backgrounds. What’s more, many employers may not realise the barriers presented to applicants with disabilities,” says Ms Beard. This can discourage applications at the earliest stages. To combat this, inclusion training for HR departments can


help support the needs of all applicants and employees. “Everyone responsible for hiring should always ask, before arranging an interview, whether the candidate has any accessibility requirements or will need any specific support, and make it clear from the beginning that the employer will do everything they can to provide this support,” she says. Leaders also need to get honest feedback from their staff and


In today’s modern working environment it’s important to develop flexible attitudes, policies and everyday practices.” Angela Love


20 | RELOCATE | SPRING 2020


find out what their concerns really are – this can be achieved through reverse mentoring. “Reverse mentoring is vital in ensuring business leaders are listening to the experiences of their employees and can proactively work with them to improve both diversity across the business and the working lives of diverse employees,” Ms Beard adds. “Business leaders often speak to us about wanting women in


their senior leadership teams, but tell us that they suffer from a lack of female employees at junior levels to promote, as well as a lack of female applicants to senior roles. Just 8 per cent of UK engineers are female, which is the lowest rate in Europe by a considerable margin.”


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