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Diversity & Inclusion Key Insights Report

Prepared by

Contents

2

1. Context 03

2. Research Methodology 09

3. Diversity & Inclusion Overview 11

4. Insight Highlights 16

5. Insight Findings 18

6. Focused Insights 38

1. Context

SCOPE OF PROJECT

Context

4

• Diversity & Inclusion in the workplace is currently one of the most popular topics in the Talent Acquisition industry.

• FIRM members are keen to know how others are approaching this hot topic and are keen to understand what is the optimum way to both implement and manage Diversity & Inclusion strategies and initiatives.

• This insight report is designed to provide a comprehensive overview of how a variety organisations have approached their own Diversity & Inclusion initiatives and how successful they have been.

APPROACH

Context

5

• A number of organisations were approached directly by both The FIRM and Talent Insight Group.

• Each participant completed an online survey of 14 questions.

• Organisations that participated were given a guarantee of confidentiality and anonymity with regards to the final report.

Context

6

BENCHMARKING SET

The report focuses on a selection of organisations from a number of industries:

• Engineering• Financial Services • Fintech• FMCG • Healthcare• Hospitality• Information Services• Insurance• Legal• Logistics• Medical Devices• Public Sector• Recruitment Outsourcing• Retail • Transport• Water Technology

Context

7

QUESTIONS LEVERAGED

• Is Diversity & Inclusion (D&I) a key area of focus for you currently?

• What is your current state from a D&I POV? Please choose the answer that aligns closest to your current state.

o Compliance – (Compliance with equal employment/ affirmative action goals)

o Programmatic – (increasing representation of specific unrepresented groups)

o Leader Level – (Levelling the playing field by addressing systematic cultural barriers)

o Integrated – (Leveraging differences to create business value)

• How is D&I defined in your organisation?

• Who owns the D&I strategy in your organisation?

• Please share an overview of your D&I strategy.

• Are you working towards % targets or KPI's from a D&I perspective?

If yes, please give details of what these targets are at:

o Application Stage?

o At candidate shortlist stage?

o And at hiring stage?

Context

8

QUESTIONS LEVERAGED

• Are you adapting your recruitment process to accommodate any of these D&I initiatives? If so, please give details.

o Ensure inclusive text of job postings?

o Personality assessment?

o Strategic seeding of pipelines?

o Blind CV's?

o AI CV screening?

• What have you done to mitigate against bias in your recruitment process?• How are you working with suppliers to achieve your D&I objectives?• What are you doing from a sourcing methods perspective to attract diverse

talent?• Do you have any D&I initiatives/programmes in place for current

employees? If so, please give details.• Overall, how would you rate the effectiveness of your current D&I

strategy/initiatives?• Can you evidence tangible outcomes as a result of these initiatives?• Have you managed to demonstrate the ROI of increased workplace D&I? If

so please give details.

2. Research Methodology

2. Research Methodology

10

Findings are based on primary contact with relevant members of the TA/HR/D&Iteams from the sampled organisations.

The report is split in to four sections. Firstly, a general overview of Diversity &Inclusion. Secondly, a section of highlights of the insight findings. Thirdly, furtherdetail of the findings organised by each question leveraged. Finally, focusedinsights from a selection of the organisations sampled.

The 25 organisations that have participated in this research have been drawnfrom a variety of industries. In the interest of respondent confidentiality andanonymity, each has been labelled by industry (rather than by company name).

3. Diversity & Inclusion Overview

12

What is Diversity & Inclusion?

Diversity

Diversity is any dimension that can be used to differentiate groups and people from one

another. In a nutshell, it’s about empowering people by respecting and appreciating what

makes them different, in terms of age, gender, ethnicity, religion, disability, sexual

orientation, education, and national origin.

Inclusion

Inclusion is an organisational effort and practices in which different groups or

individuals having different backgrounds are culturally and socially accepted and

welcomed, and equally treated. These differences could be self-evident, such as

national origin, age, race and ethnicity, religion/belief, gender, marital status and

socioeconomic status or they could be more inherent, such as educational background, training, sector experience, organisational tenure, even personality, such as introverts

and extroverts.

Source: http://www.globaldiversitypractice.co.uk

http://www.globaldiversitypractice.co.uk/

Why do we need D&I in our workplace?

Diversity and inclusion in the workplace is an integral part of any organisation. It can make or break thebusiness. This is because the core foundation of any organisation is its workforce – simply put it is themost valuable asset and influences its core existence. The more you demonstrate you value your people,the more successful you will be.

Organisations need to allocate the required resources and training in order to attract the right employees with the bestminds and skills. This may require you to look beyond the traditional recruitment pool. This is what we mean by diversity inthe workplace.

The onset of globalisation has led to a demographic shift, with increased mobility in migrant workers travelling to the fourcorners of the globe for career progression, and the need for a talented and skilled workforce resulting in diversity becominga key driver in economic growth across the world.

The benefits of a diverse workforce not only provides social harmony at work for the employees, but also increasesproductivity and profitability that will help the organisation to succeed in the global marketplace.

13



Why do we need D&I in our workplace?

14


“The ultimate goal of Diversity and Inclusion is to provide employees of all ages, race, gender and religions in any organisation with increased productivity, creativity,

problem solutions, attraction and retention of talent, and to help build synergy in teams, enhance communication, increase the organisations market share and create a satisfied diverse customer base. Applying D&I management strategies will release

opportunities and unlock potential, ultimately helping to propel the organisation and its status to claim its place and success in the global business world.”


Keeping Diversity & Inclusion On Track

15

Start with Inclusion

Before you begin hiring with diversity in mind, it’s important you begin with

your current company environment. Create an inclusive environment

where employees can do their best work and bring

their whole selves to work—this may be through kicking off employee resource groups or creating

company-wide norms and behaviors where all employees feel included.

Implement Feedback

Based on Reviews

Use reviews from third-party sites—or better

yet, send out your own feedback surveys— to gather feedback from

employees and candidates and calibrate

to make your hiring process fair and

consistent.

Ensure Diversity of Thought

Across All Teams

Don’t only focus on stats, but evaluate your market and ensure there is also

diversity of thought. Many companies lack

both clear gender

equality within the organisation, as well as management positions.

Make it a Team Sport

Building a diverse and inclusive company

doesn’t start and end with recruiting. Train

every employee to minimize bias and create

a truly inclusive workforce. Encourage

your team to get involved and help tell their stories about the

team and culture they’re part of.

Apply a

Scorecard

Review where you are at today and think about reasonable goals and

timelines for where you want to get to in the

future.

Source: http://www.lever.co

Five ways to keep Diversity & Inclusion at the forefront of recruiting…

http://www.lever.co/

4. Insight Highlights

Insight Highlights

17

D&I is currently a key area of focus for 92% of 25 of the organisations we sampled. 40% of respondents are currently operating at a ‘compliant’ standard, closely followed by 36% operating at ‘leader level’.

Only 20% of the sampled organisations have a dedicated D&I executive or team in place. Our research

shows that D&I is otherwise most commonly managed by HR within the organisations sampled.

The most commonly used D&I initiative was inclusive text on job postings, with 72% of respondents

ensuring this is used, followed by personality assessments at 36%. Strategic seeding of pipelines is being

used by 32% of respondents, while only 20% are using Blind CV’s and/or AI CV Screening.

92% of respondents are employing various methods and training in order to mitigate against bias in

their recruitment process. ‘Unconscious Bias’ was the most common, with 40% of respondents stating

they currently use this or are training managers in it.

Of 25 respondents, the average rating for the effectiveness of their organisations current D&I strategy/initiative was 4.36 out of 10. Only 16% of respondents rated the effectiveness of their current

D&I strategy/initiatives as 8+ out of 10. 40% rated theirs 3 out of 10 or lower.

5. Insight Findings

of respondents stated that D&I is

currently a key area of focus for

their organisation.

1. Is Diversity & Inclusion (D&I) a key area of focus for you currently?2. What is your current state from a D&I POV? Please choose the answer that aligns closest to your current state.

Insight Findings

19

D&I is currently a key area of focus for the majority of the 25 organisations sampled (92%). 40% of respondents stated that they are currently operating at a ‘compliant’ standard closely followed by 36% operating at ‘leader level’.

10

4

9

2

D&I Current State

Compliance – (Compliance with equal employment/ affirmative action goals) 40%

Programmatic - (increasingrepresentation of specificunrepresented groups) 16%

Leader Level – (Levelling the playing field by addressing systematic cultural barriers) 36%

Integrated – (Leveraging differences to create business value) 8%

3. How is D&I defined in your organisation?

Insight Findings

20

“Global initiative to increase all female hires by 2020 to 30%” | Engineering

“Diversity is about representation of currently under-represented groups at all levels. Inclusion is about building our culture and reputation as a place that attracts, develops, retains and fully engages all the diverse talent across our organisation.”

| Public Sector

“We are recruiting in an area with such acute staff shortages that we will hire anyone who has the desired skill set and qualifications.” | Healthcare

“Ensure that we offer a inclusive, fair and diverse workplace that encourages and supports our people to be themselves and feel welcomed, so that they can reach their potential no matter who they are.“ | Retail

"We are inclusive and value diversity in all its forms. We embrace different cultures and perspectives to find new ways.“ | Fintech

“We have an internal group called ‘Influence With Groups’ who represent all the diverse groups.” | Recruitment Outsourcing

“We are tasked to meet the same diversity demographics of our city. 51% women and 38% BAME. We need to reflect the city that we serve. We also need to create an accessible city for everyone, so delivering services that enables everyone to move freely

around the city. We are creating a fair, accessible and greener city.” | Transport

r

3. How is D&I defined in your organisation? (cont.)

Insight Findings

21

“It's about bringing all of you to work. It's making sure we have an employee base that matches our customer base and rangesnot just protected categories and Employee Resources Groups, but it's diversity of thinking and inclusion in all we do.”

| Financial Services

“Treating people fairly and with respect. Valuing people’s differences and treating people in a way they wish to be treated. Taking positive actions to include people from section of society when planning and making decisions.” | Legal

“Mostly just gender, but we are starting to also focus on ethnicity.” | FMCG

"What diversity and inclusion mean to us; We use ‘diversity’ to describe our commitment to recognising and respecting differences between people while valuing the contribution everyone can make to our business. ‘Inclusion’ means creating safe and welcoming

workplaces with fair cultures that encourage innovative and fresh ways of thinking, and allow people to speak up, especially to suggest where things could be done better. Diversity is about getting a mix and inclusion is about making sure that mix works well.“

| Financial Services

“Activity around ensuring equal opportunities within the organisation and consideration of how to widen the attractiveness of the organisation to external candidates.” | Transport

4. Who owns the D&I strategy in your organisation?

Insight Findings

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56% of respondents’ D&I strategy is owned by the HR Team/Director. Only 20% have a dedicated D&I Director or team in place. The remaining 24% of respondents’ D&I strategy is owned by other senior directors or SLTs.

5

14

6

Ownership

D&IDirector/Team

HR Director/Team

Other SeniorDirector/SLT

“Executive sponsor is our CFO (ExCom Member)”

Financial Services

“HR owns the strategy and have dedicated resource to

implement the strategy across the business.”

Retail

of respondents have a dedicated D&I Director or team

Only

5. Please share an overview of your D&I strategy.

Insight Findings

23

We have broken this down to look at some key areas. One is within

recruitment:

• Targeting more women into our organisation at management and within engineering.

• Support ex-forces personnel and making sure we recruit people based purely on skills sets and experience.

• Supporting hiring managers with interviews and training on unconscious bias

Water Technology

• Create an accessible workplace which aligns to our company vision and promotes diversity at all levels.

• Move away from viewing diversity as a box ticking exercise to seeing it as an opportunity and innovation. Create a diverse culture. Get buy in from business and have seniors sponsors that will champion diversity awareness in all different areas such as disability/transgender.

• Ensure all internal processes and systems are accessible.• Tackle diversity awareness from both a customer and employee

perspective. • Raising awareness by helping colleagues develop the softer skills

needed to understand and better the needs of diverse customers and colleagues.

• Work with colleague listening groups from an employee and customer perspective to look at how accessible we are, both from a customer perspective and employee perspective.

Retail

• Increase gender diversity to 38% of all senior roles by 2020. Current position is 30%.

• Change in recruitment process

Insurance

5. Please share an overview of your D&I strategy. (cont.)

Insight Findings

24

Strategically, we need a greater focus on building an inclusive culture than we have had to date. We need to:

• Continue to increase the representation of currently under-represented groups at all levels across the organisation; and

• Focus on inclusion to build our culture and reputation as a place that attracts, develops, retains and fully engages all the diverse talent across our organisation.

Public Sector

• Focus on Gender as first priority• Prioritise diversity

Developing programmes to improve diversity• Educate and raise awareness• Encourage open, honest and transparent

conversations• Give managers the means to drive change• Give visibility of the problem• Need tools and roadmap so they can be part of

the solution• Guidance on how they can priorities gender

Managers advocate individuals for opportunities

• Recruitment attraction policies• Ensure we measure and target audiences for

diversity• Flexibility

Legal

• For the business to be a truly inclusive place to work from recruitment to retirement.

• The people in our business reflect communities which we work and the customers we serve.

• Recognising and embracing diversity as a way of ensuring we can attract, retain and develop the best people.

• Always treating people fairly and creating an environment that respects and values difference - as a way of ensuring future business success.

Insurance

7 7 9

0

2

4

6

8

10

Application Stage Candidate Shortlist Stage Hiring Stage

% Targets/KPI Stages

of respondents stated that they

are working towards %

targets or KPI’s from a D&I

perspective.

6. Are you working towards % targets or KPI's from a D&I perspective?

Insight Findings

25

56% of respondents stated that they are working towards some form of % target or KPI from a D&I perspective. Throughout the different recruitment stages, 28% of respondents work towards targets at application stage, 28% at candidate

shortlist stage and 36% at hiring stage.

A number of respondents shared details on the % targets/KPI’s they work towards at each of these stages. Examplesof these given by a range of respondent organisations can be found on the following slide.

6. Are you working towards % targets or KPI's from a D&I perspective? (cont.)

Insight Findings

26

Application Stage Candidate Shortlist Stage Hiring Stage

• Key focus is Graduate recruitment: Ethnic minority – 19.8%; Lower socio-economic – 25.7%; LGB – 4.8%; Disability – 13.8%; Female – 58.5%

• Increase gender diversity to 38% of all senior roles by 2020

• 50% male/female Split

• Gender representation at middle management and senior leadership level, disability and BAME rep targets

• 47% on score card for band 5 and above (senior leader) representation. We also have targets across the whole workforce profile.

• Working towards minimum of 10% female initially

• Must be gender balanced shortlist

• We aim to average 50/ 50 slates but it's not mandatory and our priority is always hiring the right candidate

• Working towards 30% female

• We have signed up the WIFC - which means 40% females at Senior Leader level

• Must give evidence if hiring a man e.g. show all data on how many applications received

• 35% female hires target

• 40% female hires target

18

9 85 5

0

5

10

15

20

Ensure inclusive text of jobpostings

Personality assessment Strategic seeding of pipelines Blind CV's AI CV screening

No

. of

Res

po

nd

ents

.

Initiative

D&I Initiatives

100% of respondents are using at least one of the D&I initiatives. The most commonly used was ‘Inclusive text on job postings’ with 72% of respondents stating this is utilised within their organisation, followed by personality assessments at 36%. ‘Strategic

seeding of pipelines’ is being used by 32% of respondents, while only 20% are using ‘Blind CV’s’ and/or ‘AI CV Screening.’

7. Are you adapting your recruitment process to accommodate any of these D&I initiatives?

Insight Findings

27

We have included some examples of how respondents are adapting their recruitment process to accommodate these initiatives on the following slide.

7. Are you adapting your recruitment process to accommodate any of these D&I initiatives? (cont.)

Insight Findings

28

“We have made our website fully accessible, our hiring managers have unconscious bias training and we work with charities to get people into work such as Whiz Kidz and Shaw Trust. We also use disability job boards and flexible working job boards and are

partnering with Offploy.” | Recruitment Outsourcing

“Providing coaching for female candidates through the interview stage. Internal development for senior females” | Financial Services

“Considering shorter application form and female open days/employability programmes.” | Transport

“We are providing unconscious bias training to all stakeholders involved in recruitment cycle, revising our wording on job descriptions, recruitment advertising - to be unbiased. Full on rating scale for assessing candidates at interview, considering AI as

part of the shortlist process, reviewing our MI and what info we request from candidates and what we do with it, setting metrics to assess improvements.” | Retail

“Yes, we will be recruiting using different outreach, channels and building relationships with various charities that will enable us to meet our objectives.” | Hospitality

“Yes through disruption - cv anonymous pilot is being rolled at scale in April 2019. We also integrate talent flags in Taleo as well as anon algorithm to strip CVs. We also modify our whole attraction methods to reflect diversity and we’re currently building a new

careers site for early careers to reflect our city.” | Transport

of respondents stated that they

have or are implementing

methods or training in order to mitigate against bias in their

recruitment process.

8. What have you done to mitigate against bias in your recruitment process?

Insight Findings

29

92% of respondents are employing various methods and training in order to mitigate against bias in their recruitment process. Themost common was ‘Unconscious Bias’ with 40% of respondents stating they currently use this or are training managers in it.

“Inclusive Leadership training (including

Unconscious Bias) with Talent Acquisition and

Leadership teams.”

Retail

“Increased diversity of assessors; removed test items showing any bias; conducted an independent

cultural bias review; mandatory unconscious bias training; on-going, dynamic monitoring of diversity

success rates at every stage.”

Public Sector

“We currently use a tool called Cognisess. Cognisess uses predictive analytics to hire based on cognitive performance, behaviours and skills. What this means is we have enabled managers to remove the need for CVs for entry roles, meaning we recruit "blind" for many roles and are assessing based on cultural fit and a pre-

determined set of core characteristics that make our top performers successful.”

Hospitality

of respondents stated this included implementation and

training on ‘Unconscious Bias’

9. How are you working with suppliers to achieve your D&I objectives?

Insight Findings

30

1213

Working with Suppliers?

Yes

No

48% or respondents are working with suppliers to achieve their D&I objectives. The remaining 52% are not working with suppliers in relation to their D&I, do not work with suppliers at all, or are in the process of implementing methods of working with their

suppliers to achieve their D&I objectives.

“Encouraging balanced shortlists, making online adverts neutral.”

Insurance

“Test providers have worked to remove any bias; diversity outreach

partners provide insight into our diverse groups, assist in identifying

potential applicants and help extend reach; also provide bespoke diversity

research.”

Public

“Requesting their D&I policies if they have them and understand what they are doing as part of

their D&I initiatives.”

Retail

“PR agency to produce targeted campaigns.”

Transport

10. What are you doing from a sourcing methods perspective to attract diverse talent?

Insight Findings

31

“Working with WES and other female entities.” | Engineering

“Increased digital assessment; remove some of cognitive assessment; include strengths based assessment; accelerate time to offer; shortening assessment exercises; improved website with clearer messaging, with more video content; more social media content.”

| Public Sector

“Looking at using different strategies such as utilising Vercida.” | Water Technology

“Diversifying the images in our adverts, all inclusive language.” | Healthcare

“Part of our strategy is to do more around positive recruitment action in 2019 - still researching best methods. Working with Diversity Network within Apprenticeships. Exploring working with National Literacy Trust from Apprenticeships and social mobility

point of view. Reviewing our website and JD copy etc. to ensure inclusive language.” | Retail

“We tap into a number of different sources, including focusing on gender specific sites and groups, LGBT, ex-military etc, sponsoring events. Our graduate programme has a target of 50:50 gender balance and we have introduced a returners programme.”

| Fintech

10. What are you doing from a sourcing methods perspective to attract diverse talent? (cont.)

Insight Findings

32

“Partnering with charities to access talent pools. Using diverse job boards. Being a disability confident leader.” | Recruitment Outsourcing

“Looking to invest with Textio, being aware of text on adverts, re writing so neutral.” | Insurance

“Targeted Campaigns, review of online branding.” | Transport

“Advertising through gender neutral and diversity best practices e.g. advert improver tool, disability accredited practices.“| Financial Services

“Reviewing where we advertise our roles” | Retail

“Attraction/Sourcing - events, i.e where is bame in tech event, steps into work for disability (brilliant programme that offers a year of training for individuals with learning difficulties. We will be rolling out neuro diversity soon, our plan is to look at homeless

people. We’ve successfully launched ex offenders hiring with a virtual re recruitment event at Brixton prison and we also run youth events for recruitment across the city to pipeline diverse candidates.” | Transport

11. Do you have any D&I initiatives/programmes in place for current employees?

Insight Findings

33

12

10

3

D&I initiatives in place?

Yes

No

TBC

48% of respondents have D&I initiatives/programmes in place within their organisations for current employees. 40% do not and did not share plans to implement anything at this time/in the near future. However, 12% did express current plans to implement

these programmes for the benefit of their current employees as well as future recruitment.

“"Employee Networks (Gender Equality, Flexible working/careers, BAME, LGBTQ, Wellbeing, Social

Mobility)Specific training/development workshops

for above.”

Retail

“Positive action programmes to support skills development and

selection success; insight sessions; skills coaching; one to one

support.”

Public Sector

“Undertaking currently - very new project. We work with children who

have NEET status, women returning to work from maternity leave at present but we want to expand this into more

underrepresented groups.”

Hospitality

“Senior Women Development Forum.”

Financial Services

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12. Overall, how would you rate the effectiveness of your current D&I strategy/initiatives?

Insight Findings

34

Average 4.36

Of the 25 respondents, the average rating for the effectiveness of their organisations current D&I strategy/initiatives was 4.36 out of 10.

We have explored respondents scoring of their organisations in further detail on the following slide.

12. Overall, how would you rate the effectiveness of your current D&I strategy/initiatives? (cont.)

Insight Findings

35

0

1

2

3

4

5

6

1 2 3 4 5 6 7 8 9 10

No

. of

resp

on

den

ts

Rating

Respondents’ Scores

Only 16% of respondents rated the effectiveness of their current D&I strategy/initiatives as 8+ out of 10. 40% rated theirs 3 out of 10 or lower.

13. Can you evidence tangible outcomes as a result of these initiatives?

Insight Findings

36

8

12

5

Tangible Outcomes?

Yes

No

TBC

Only 32% of respondents could evidence tangible outcomes as a result of their D&I initiatives. 40% stated that they were unable to do so and the remaining 20% stated that it was too early in the process to be able to do this.

“We only started some of these this year and will drive more next year. Plus the addition of a new

recruitment system we have just launched which will allow us to

track better.”

Retail

“Improved representation; increased diversity applications;

positive engagement scores; award recognition.”

Public Sector

“Yes - through Cognisess we have a much larger diverse array of talent, which we historically may not have considered due to recruiting against set experience within the industry,

rather than recruiting the right person and training instead.”

Hospitality

“56% women hired into leadership roles last year 45%

women in operations as part of a recruitment attraction. There’s

lots more too.”

Transport

“We do so much it's hard to work out what's having the impact. Our diversity hiring is increasing so we're doing something right but given how much we're doing I'm not sure whether it's one

key initiative or the combination that is having the impact.”

FMCG

14. Have you managed to demonstrate the ROI of increased workplace D&I?

Insight Findings

37

2

17

6

Demonstrated ROI?

Yes

No

TBC

Only 8% of respondents have managed to demonstrate the return on investment of increased workplace D&I. 68% stated that they were unable to do so and the remaining 24% stated that it was too early in the process to be able to do this.

“Yes work force culture this is gaining momentum around

change.”

Transport

“Enhanced retention of diverse groups. Increased brand

recognition.”

Public Sector

“Only through research that already exists. It's not something I'm aware of us doing.”

FMCG

6. Focused Insights

6i. Organisation 1 • Transport

Please share an overview of your D&I strategy.

To represent the city across all groups (disability, BAME, women, etc..).

How is D&I defined in your organisation?

We are tasked to meet the same diversity demographics of our city. 51% women and 38% BAME. We need to reflect

the city that we serve.

We also need to create an accessible city for everyone, so delivering services that enables everyone to move freely

around the city. We are creating a fair, accessible and greener city.

Company Context

• Transport• c.30,000 employees in the UK

Focused Insights – Organisation 1

40

Who owns the D&I strategy in your organisation?

Managing Directors, it’s on their score card. We also have a Talent and D&I Director, staff network groups and ally

networks. Everyone owns it as part of their jobs.What is your current state from a D&I POV?

Leader Level(Levelling the playing field by addressing systematic cultural

barriers)


41

Are you adapting your recruitment process to accommodate any of

these D&I initiatives?

✓

Ensure inclusive text of job postings? ✓

Personality assessment?

Strategic seeding of pipelines? ✓

Blind CV's? ✓

AI CV screening? ✓

Are you working towards % targets or KPI's from a D&I perspective?

At application stage?

47% on score card for band 5 and above (senior leader) representation. We also have targets across the whole workforce profile.

At candidate shortlist stage?

Yes in exec - 38%.

And at hiring stage?

Not a target as if we get women onto shortlists they have been converting at 50/50.

What have you done to mitigate against bias in your recruitment process?

• All of the above and diverse panels.


42

What are you doing from a sourcing methods perspective to attract diverse talent?

• Attraction - Sourcing - events, i.e where is BAME in tech event, steps into work for disability (brilliant programme that offers a year of training for individuals with learning

difficulties).• We will be rolling out neuro diversity soon, our plan is to

look at homeless people. • We’ve successfully launched ex-offenders hiring with a

virtual re recruitment event at a local prison.• We also run youth events for recruitment across the city

to pipeline diverse candidates.Are you working with suppliers to achieve your D&I objectives?

• Yes, charities and industry partners to provide us with a diverse pipeline.

Do you have any D&I initiatives/programmes in place for current employees?

• Auto shortlisting in Taleo for middle managers • Our time women’s sponsorship programme

• Supplier BAME talent programme

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43

Can you evidence tangible outcomes as a result of these initiatives?

• 56% women hired into leadership roles last year.• 45% women in operations as part of a recruitment

attraction. • There’s lots more too!

Have you managed to demonstrate the ROI of increased workplace D&I?

• Yes; workforce culture - this is gaining momentum around change.

Overall, how would you rate the effectiveness of your current D&I strategy/initiatives?

6ii. Organisation 2• Public Sector


Strategically, we need a greater focus on building an inclusive culture than we have had to date.

We need to:• Continue to increase the representation of currently

under-represented groups at all levels across the organisation; and

• Focus on inclusion to build our culture and reputation as a place that attracts, develops, retains and fully engages all

the diverse talent across our organisation.


Diversity is about representation of currently under-represented groups at all levels.

Inclusion is about building our culture and reputation as a place that attracts, develops, retains and fully engages all

the diverse talent across our organisation.

Company Context

• Public Sector• c.420,000 employees across the UK


45


Central Office D&I Team.

What is your current state from a D&I POV?


barriers)


46



✓


Personality assessment? ✓


Blind CV's?

AI CV screening?



Key focus is Graduate recruitment across all three stages:• Ethnic minority - 19.8%• Lower socio-economic 25.7% • LGB: 4.8%• Disability: 13.8%• Female: 58.5%


As above


As above


• Increased diversity of assessors• Removed test items showing any bias

• Conducted an independent cultural bias review• Mandatory unconscious bias training

• On-going, dynamic monitoring of diversity success rates at every stage


47


• Increased digital assessment• Remove some of cognitive assessment • Include strengths based assessment

• Accelerate time to offer • Shortening assessment exercises

• Improved website with clearer messaging, with more video content / more social media content

How are you working with suppliers to achieve your D&I objectives?

• Test providers have worked to remove any bias • Diversity outreach partners provide insight into our diverse groups, assist in identifying potential applicants

and help extend reach • Also provide bespoke diversity research


• Positive action programmes to support skills development and selection success

• Insight sessions • Skills coaching

• One to one support

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• Improved representation• Increased diversity applications• Positive engagement scores

• Award recognition


• Enhanced retention of diverse groups• Increased brand recognition


6iii. Organisation 3• FMCG


Increase gender representation globally.


Our Global D&I team.


Mostly just gender but we are starting to also focus on ethnicity.

Company Context

• FMCG• c.260,000 employees worldwide


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Programmatic (increasing representation of specific unrepresented groups)


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✓




Blind CV's?

AI CV screening? ✓



No formal target at application stage given the volumes we receive.


We aim to average 50/50 slates but it's not mandatory and our priority is always hiring the right candidate


40% female hires


We have formal Hiring Manager training, but we have further work to do. Data shows it's not a huge issue for us but that

doesn't mean we won't be focused on it going forwards.


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Not enough! It's too reliant on recruiter behavior. At the moment we have good awareness of our opportunity areas where we're not meeting market benchmark, but there is further work to be done. We have invested, in the US, in diverse research firms where the output only contains

diverse talent. We also have diverse talent pool in Avature.

How are you working with suppliers to achieve your D&I objectives?

Agencies are challenging on providing diverse slates.


Yes, we have female only leadership programs to help females progress in the organisation.

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We do so much that it's hard to work out what's having the impact. Our diversity hiring is increasing, so we're doing

something right, but given how much we're doing I'm not sure whether it's one key initiative or the combination that

is having the impact.


Only through research that already exists. It's not something I'm aware of us doing.


6iv. Organisation 4• Retail


• Create an accessible workplace which aligns to our company vision and promotes diversity at all levels.

• Move away from viewing diversity as a box ticking exercise to seeing it as an opportunity and innovation. Create a diverse culture. Get buy in from business and

have seniors sponsors that will champion diversity awareness in all different areas such as

disability/transgender.• Ensure all internal processes and systems are accessible.• Tackle diversity awareness from both a customer and

employee perspective. • Raising awareness by helping colleagues develop the

softer skills needed to understand and better the needs of diverse customers and colleagues.

• Work with colleague listening groups from an employee and customer perspective to look at how accessible we are, both from a customer perspective and employee

perspective.Who owns the D&I strategy in your organisation?

Customer & People Director/Exec.


Ensure that we offer an inclusive, fair and diverse workplace that encourages and supports our people to be

themselves and feel welcomed, so that they can reach their potential no matter who they are.

Company Context

• Retail• c.14,000 employees across the UK


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barriers)


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✓

Ensure inclusive text of job postings?


Strategic seeding of pipelines?

Blind CV's?

AI CV screening?



Not yet, but plan to introduce in 2019 at some stage.





“We will be exploring gender/race balanced short lists/Blind CVs/new testing processes, etc.”


Inclusive leadership training (including Unconscious Bias) with Talent Acquisition and Leadership teams.


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• Part of our strategy is to do more around positive recruitment action in 2019 - still researching best

methods.• Working with Diversity Network within Apprenticeships.

Exploring working with National Literacy Trust from Apprenticeships and social mobility point of view.

• Reviewing our website and JD copy etc. to ensure inclusive language.

Are you working with suppliers to achieve your D&I objectives?

With recruitment agencies yes. Not other suppliers as of yet.


• Employee Networks (Gender Equality, Flexible working/careers, BAME, LGBTQ, Wellbeing, Social

Mobility)• Specific training/development workshops for above

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We only started some of these this year and will drive more next year. Plus the addition of a new recruitment system we

have just launched which will allow us to track better.


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