Managing diversity and equality in the workplace is still challenging for some businesses. Judith Beck provides five tips for achieving workplace balance.
Having run an executive search firm for 25 years, I noticed there were specific inefficiencies that stood out as to why companies were not getting a diverse workforce. Good intentions by the company to conduct a fair process was normally there, however, there were flaws in the process and their structures.
The company would always tell me to find the best person for the role. In addition, they would like a balance in their team because they had all males or all females. They would also express the desire for different age groups and cultures to ensure they were meeting their diversity targets.
So, why then is there still a problem with diversity and equality? The internet is full of how to recruit for diversity/equality and it all sounds so simple and obvious – but is it?
Here (briefly) are five obvious but not obvious things that stood out for me that I felt would make a difference:
- Start with your Human Resources team
I noticed that a lot of human resources (HR) teams were mainly women and those teams were not diverse enough in culture or age. As an employer, make sure that the area representing your work force (HR) is equal in every way.
Break the stereotype that HR is a woman’s job and don’t send the message to the industry that we only hire a type. Have diversity in HR and that will filter to the rest of the organisation.
Make sure your HR areas are active in recruitment and that there is a structured process hiring managers need to follow. This will prevent managers hiring friends outside processes. Make sure HR is accountable with strict KPIs for diversity targets and salary equity throughout the company.
- Ensure there are targets in the application process
If you are a hiring manager and you want to make sure you are seeing a diverse range of candidates, then it is up to you to lead. I would see hiring managers give a weak brief to HR managers due to lack of time and not focusing on the importance of what they were doing.
As a manager, it is understandable that you want the best person for the role. How do you know you have the best person if you have not seen a diverse group from the market to compare? Take the time to brief your HR area on exactly what you want and insist that you see an equal number of male/female candidates, including candidates with diverse backgrounds and ages. If not, ask why not.
- Stop swimming in the same pools
One of the reasons people always hired in their image was because they were only looking in the areas they travelled in. Too many times employers rely on referrals from people they know (who are just like them) or use the same recruitment firm year after year without forming new relationships with other firms that may have different pools.
Companies would set requirements in the position description that would unintentionally eliminate certain candidates (mainly women) from applying. These candidates, both internal and external, would feel they didn’t tick enough boxes.
For example, one time a client asked me to find them a female candidate who had 10 years plus experience in the executive role they were hiring for. I had to advise them that there was not one female in Australia at the time who had that background, because it was male dominated. They needed to change their experience level and focus on capabilities. Once they did that it increased their reach and opened up new pools to access.
- Don’t let one person make the decision to hire
If you are working in a mid to large organisation and want to get the best person for a role you are hiring for, make sure you have an interview panel. Most of the time people are too close to the process and start to form a bond with a candidate – and then miss obvious flaws that candidate may have.
It is always important to have a fresh eye (such as a manager from another area) who could sit in on the final interviews. They will be able to see things you don’t. Ideally, you would have a panel of three to four individuals, of both genders with different backgrounds and ages if possible.
- Be open about equality and diversity with all your staff
When the conversation of equality and diversity came up, everyone thought they were doing everything they could to make sure they had a diverse workforce. What I noticed was there was not enough conversation down the line with staff on how they were going to achieve targets and why it was so important. These conversations are almost always at upper levels and not communicated enough down the line.
It is important to include all of your employees about the importance of diversity and equality, so there is an understanding and buy-in from everyone. This is not via online tutorials. Instead, face-to-face discussions with your staff and getting them involved is the only way to get real buy-in and make change. The whole team needs to see the importance.
