How to Promote Diversity and Inclusion in the Workplace
Diversity and integrity are key infrastructures in the workplace. And from one’s point of view, it’s the first decision determining the value of the work culture.
Where should you start as a recruiter and what are the initiatives you should look for? Are there simple steps you can do to improve your work culture and enhance the stability of the work environment? The answer is yes.
Recruiting diverse cultures has only proved to help organisations to achieve better targets and build a stronger working environment.
The development of diverse cultures has been going on for decades.
We can go back as far as much as 1910, from the opening of the first gay bar, to the arrival of over 800 people from the Caribbean back in 1948 with HMT Empire Windrush and celebrating its culture, but also embracing a yearly event month defined by the LGBTQIAA+ community.
In December 2003, a structural research paper based on all employees with different ethnicities and backgrounds was introduced by Sean Dwyer, Orlando C. Richard and Ken Chadwick in their publication in the Journal of Business Research.
The publication included the way the study examined the influence of diversity in management on all firms’ performance. It was examined by composing a group of all firm members considered to be managers and officials, adopting contingency and configurational approaches, and gender diversity’s interactions with two key organisational variables (organisational culture and growth orientation) were evaluated against organisational-level performance measures. By supporting these theories, the results suggested that diversity affects the management level and it’s moderated by the firm’s strategic orientation. By the end of the study, including all the details taken out from 1978 to early 2003, they resulted in diversity-performance research by suggesting that before any aspect of gender diversity, race, belief or ethnicity is fully realised, there will be needed an appropriately configured and supportive organisational environment on an ongoing basis.
These discussions led to the government integrating the training in the organisation’s managerial and sub-managerial groups and reluctantly improving their way of distributing this to businesses, from online videos to classrooms, but also other people distributing their knowledge online through different articles and forums.
I’ve decided to be one of them… and to not incline any suggestion to click away, I will do my best to give you the answers on how to integrate more diverse cultures in your group of employees and understand diversity in the best way possible.
Firstly, diversity can be categorised into two: inherent diversity and acquired diversity.
Inherent diversity is a demographic factor, this being tied to race, gender, age, and any other characteristic that is natural to who someone is as a person. The acquired diversity refers to things like education, experience, values, skills, and knowledge, which are more fluid and can develop and evolve over time.
Now, what does diversity recruitment mean and what is the importance of this?
Diversity recruiting is the practice of hiring candidates using a process that is free from bias for or against any individual or group of candidates. The idea is that your team should consist of a variety of people with different backgrounds, types and experiences, including gender, experience, socio-economic levels, race, religion, sexual orientation, skin colour, and so on. It aims to find the best possible candidates, but it’s structured to give all applicants regardless of background, an equal opportunity. Some of the benefits that incline are:
- a broader range of skills and experience;
- increased language and cultural awareness;
- larger and more varied candidate pools.
From a basic point of view, diversity has among us a noticeably substantial influence. From Bureau of Labor Statistics 2014 to Metz & Tharenou 2001 and Gorman & Kmec 2009, all have given us reasons to strongly fight for our human rights and run from being categorised as just a cover. Right? And let’s not forget about the Equality Act, which in my opinion should rule the world!
Many leaders tend to implement this act by only approaching internally to their employees and maybe introducing a ‘must-sign’ condition to their employment papers, nothing that will have an immediate result.
The tendency to be open about what talents is taking part in your business journey can be a challenge. But as with every challenge, there comes an achievement out of it.
7 easy steps on how to improve diversity and inclusion in the recruitment culture
1. Audit your job ads
“Focus on things that candidates need to achieve, or what success looks like.”
Gartner’s article mentions an important thing: employee value propositions should be modernised. So why not use a language that describes the success that comes within the role? Sometimes we may gear the language we use in a more specific demographic way without realising it. Instead of focusing on the qualification you need from the candidate, you could implement a language in your adverts that will be clear on what success you offer them and that you are looking to develop client relationships on a corporate level.
2. Look out for new sources
A wonderful opportunity is never hiding or running away from you, so let your talent pool to be made from a variety of candidates from various places. Focus on the source that will deliver the best results.
For example, seek out opportunities to source diverse candidates where they typically hang out. A specific LinkedIn, Facebook group or forum. Allow taking the time to find the people you want to deal with and don’t wait about for them to always find you, like on Indeed. The more time you allow to take the initiative to find these channels, the more likely it is to integrate a diverse talent pool into your organisation.
3. Encourage your employees to use social media to refer to their connections
Your team members will have networks of people with a similar background to theirs. By creating a diverse referral program, you will notice a substantial improvement in your diversity recruitment strategy and highlight that your company values divergent backgrounds and ideas.
One way of starting would be to simply ask the employees already on your team to share the job ads with their networks and give them the tools they need to promote the company for you. Overall, their opinion and presence will have a positive impact on the team morale and engagement.
4. Develop a valuable employer brand
Hold the TEDx Talks of your dreams! Perhaps the best way to boost the diversity in your recruitment sourcing is to create an employer brand.
A straightforward way to do this is by simply talking to your employees about the importance of diversity and engraining the values into your company culture.
As you do this, you will develop a long-desired employer brand that is known for valuing diversity and will also develop a whole new level of relationships with your employees. You can:
- record stories of your employee’s background
- create media contents that highlight meaningful words
- challenge your team to create valuable memories of their daily life
- create internal diversity programs that offer internships and have a closure of specific backgrounds
Diverse people will seek out companies who truly value those ideals and getting involved organically is the only way to achieve those benefits.
5. Create new company policies
Implement new scheduling policies to include more religious holidays, community events, and so on. Encourage flexibility in your employees’ work hours that will allow candidates to build a life outside working hours, as well as come in with a smile on their face to work.
It’s also important to encourage your employees to speak up if they think there are certain points that are hindering diversity in any way. It’s the employees’ job to make everybody feel welcomed and having the right policies in your sourcing, is a terrific way to ensure your diversity recruiting strategy is running as it should be.
Continuously find ways to prove inclusiveness and accommodations. Include referred links to your diversity and inclusion policies, so you show the record you are on as committing to as an organisation.
6. Use blind resumes and blind interview processes
One thing a recruitment agency would be with an ideal opinion about this is that blacking out the personal information of a CV (date of birth, specific location, education, and so on) will avoid any bias done on the candidate before this would have the chance to introduce himself.
A blind interview process will apply the same as the resume, but this time it will be based on the communication exchanged with you. By just asking them a blind question through a text message or a recruitment platform of your choice that doesn’t involve sharing personal information, you will have the opportunity to gain an idea about the candidate’s talent.
7. Implement the diversity programme
Don’t be afraid to take ideas from other companies. Reading out ideas from Microsoft, LinkedIn and other big companies that have performed multiple personality assessments and have allowed minority groups in decision making. Obviously, it is wise to take a collective approach and make sure your “majority group” don’t feel like outsiders.
The workforce is one of the biggest promotive influences on people’s lives, making it matter is just one step closer to a successful managerial project.
Do you think you can use any of these points in your recruiting process?
Diversity and inclusion themselves have taken many overloaded approaches, and there are continued manifestations of people being stereotypically different from one another, so if these laws are still enforced, we will always be one step closer to world peace!
Here at Recruit Mint, we take pride in implementing diversity and inclusivity in our recruitment process and always follow its guidelines. We know how important it is for everybody to have their say and we always believe that respect should come from both sides, candidate and recruiters’ perspectives.
If you’re looking to work with an agency that values diversity and inclusion and can help you build recruitment strategies and frameworks to remove any bias from your process, then get in touch today on 01733 802300 or at peterborough@recruitmint.com.
Resources: Wikipedia, Recruitee, Forbes, Gartner, Journal of Business Research
2. THE CONTRACT
2.1
2.2
2.3
2.4
These terms of business and the attached Schedule(s) (“the Terms”) constitute the contract between the Agency and the Client for the Introduction of permanent or contract staff (to be engaged directly by the Client) and are deemed to be accepted by the Client by virtue of an Introduction or the Engagement of a Candidate, or the passing by the Client of any information about a Candidate to any third party following an Introduction.
These Terms contain the entire agreement between the parties and unless otherwise agreed in writing by Aaron Bowes the Agency, these Terms prevail over any other terms of business or purchase conditions (or similar) put forward by the Client.
No variation or alteration to these Terms shall be valid unless the details of such variation are agreed between a Director the Agency and the Client and are set out in writing and a copy of the varied terms is given to the Client stating the date on or after which such varied terms shall apply.
The Agency acts as an employment agency (as defined in Section 13(2) of the Employment Agencies Act 1973) when Introducing Candidates to the Client for direct Engagement by that Client.
3. NOTIFICATION AND FEES
3.1
The Client agrees to:
3.1.1.
3.1.2.
3.1.3.
notify the Agency immediately of the terms of any offer of an Engagement which it makes to the Candidate;
notify the Agency immediately that its offer of an Engagement to the Candidate has been accepted and to provide details to the Agency of the Remuneration agreed with the Candidate together with any documentary evidence as requested by the Agency; and
pay the Agency’s fee within 7 days of the date of invoice.
3.2
3.3
3.4
3.5
3.6
3.7
3.8
3.9
Except in the circumstances set out in clause 5.1 below, no fee is incurred by the Client until the Applicant commences the Engagement when the Agency will render an invoice to the Client for its fees.
The Introduction Fee calculated in accordance with clause 3.3 below is payable if the Client Engages the Candidate within the period of 6 calendar months from the date of (a) the Introduction, (b) the Client’s withdrawal of an offer of Engagement or (c) the Candidate’s rejection of an offer of an Engagement, (whichever is the later).
3.3.1 The Introduction Fee shall be payable within days of the date of the Agency’s invoice which shall be rendered once the Candidate
The Introduction Fee is calculated in accordance with the attached Fee Structure Schedule based on the Remuneration applicable during the first 12 months of the Engagement.
Where the actual Remuneration is not known, the Agency will charge an Introduction Fee calculated in accordance with clause 3.3 based on its determination of the Remuneration taking into account the market rate level of remuneration applicable for the position in which the Candidate has been Engaged and with regard to any information supplied to the Agency by the Client and/or comparable positions in the market generally.
Where prior to the commencement of the Engagement the Agency and the Client agree that the Engagement will be on the basis of a fixed term of less than 12 months, the Introduction Fee will apply pro-rata. If the Client (a) extends the Engagement beyond the initial fixed term or (b) re-Engages the Candidate within 6 calendar months from the date of termination of the agreed period of the fixed term Engagement, then the Client shall be liable to pay a further Introduction Fee based on the additional Remuneration applicable for (a) the extended period of Engagement or (b) the period of the second and any subsequent Engagement, subject to the Client not being liable to pay a greater sum in Introduction Fees than the Client would have been liable for under clause 3.3 had the Candidate first been Engaged for 12 months or more.
The Client’s obligations under this clause 3 shall be performed without any right of the Client to invoke set-off, deductions, withholdings or other similar rights.
VAT is charged at the standard rate on all fees.
The Agency reserves the right to charge interest under the Late Payment of Commercial Debts (Interest) Act 1998 on invoiced amounts unpaid for more than 7 days the rate of 8% per annum above the base rate from time to time of the Bank of England from the due date until the date of payment.
4. REFUNDS
4.1
4.2
4.3
4.4
4.5
If, after an offer has been made and accepted, the Engagement (a) does not commence because the Candidate withdraws their acceptance; or (b) once it has commenced, is terminated by either the Candidate or the Client (except in circumstances where the Candidate is made redundant) before the expiry of [12] weeks from the date of commencement of the Engagement; the fee will be refunded in accordance with the accompanying Scale of Refund set out in the schedule to these Terms of Business.
In order to qualify for the refund set out in clause 4.1, the Client must pay the Agency’s fee within 7 days of the date of invoice and must notify the Agency in writing of the termination of the Engagement within 7 days of its termination.
For the purposes of this clause 4 the date of termination of the Engagement shall be the date on which the Candidate ceases working or would have ceased working for the Client, but for any period of garden leave or payment in lieu of notice, whichever is the later.
In circumstances where clause 3.5 applies, the full Introduction Fee is payable and there shall be no entitlement to a refund.
If subsequent to the Client receiving a refund the Candidate is re-Engaged within a period of 6 calendar months from the date of termination, then the refund shall be repaid to the Agency. The Client shall not be entitled to any further refunds in relation to the re-Engagement of this Candidate.
5. CANCELLATION FEE
5.1
If, after an offer of Engagement has been made to the Applicant, the Client decides for any reason to withdraw it, the Client shall be liable to pay the Agency a minimum fee as indicated on the Scale of Refund set out in the schedule to these Terms of Business.
6. INTRODUCTIONS TO THIRD PARTIES
6.1
6.2
6.3
Introductions of Candidates are confidential. If a Client discloses a Candidate’s details to a third party, that will be deemed to be a “Third Party Introduction”. If that Third Party Introduction results in an Engagement of the Candidate by the third party within 6 months of the Agency’s Introduction of the Candidate to the Client, then the Client will be liable to the Agency for payment of an Introduction Fee calculated in accordance with clause 3.3. Neither the Client nor the third party shall be entitled to a refund of the Introduction Fee under clause 4 in any circumstances.
Where the amount of the actual Remuneration is not known the Agency will charge a fee calculated in accordance with clause 3.4 on the minimum level of remuneration applicable for the position in which the Applicant has been engaged with regard to any information supplied to the Agency by the Client and/or comparable positions in the market generally for such positions.
In the event that any employee of the Agency with whom the Client has had personal dealings accepts an Engagement with the Client within 3 months of leaving the Agency’s employment, the Client shall be liable to pay an introduction fee to the Agency in accordance with clause 3.4.
7. SUITABILITY CHECKS
7.1
7.1.1.
7.1.2.
7.1.3.
7.1.4.
7.2
7.2.1.
7.2.2.
7.2.3.
7.2.4.
7.3
7.3.1.
7.3.2.
7.3.3.
7.3.4.
7.3.5.
7.3.6.
7.3.7.
7.3.8.
7.3.9.
7.4
7.4.1.
7.4.2.
7.4.3.
The Agency endeavours to ensure the suitability of Candidates Introduced to the Client to work in the position which the Client seeks to fill by taking reasonably practicable steps to:
ensure that it would not be detrimental to the interests of either the Client or the Candidate;
ensure that both the Client and Candidate are aware of any requirements imposed by law or by any professional body;
confirm that the Candidate is willing to work in the position
obtain confirmation of the Candidate’s identity; and that the Candidate has the experience, training, qualifications, and any authorisation which the Client considers necessary or which may be required by law or by any professional body.
Notwithstanding clause 6.1 the Client must satisfy itself as to the suitability of the Candidate for the position they are seeking to fill. The Client is responsible for:
taking up any references provided by the Candidate before Engaging the Candidate;
checking the Candidate’s right to work and obtaining permission to work as may be required by the law of the country in which the Candidate is Engaged to work;
the arrangement of medical examinations and/or investigations into the medical history of any Candidate; and
satisfying any medical and other requirements, qualifications or permission required for the Candidate to work in the Engagement.
To enable the Agency to comply with its obligations under clause 6.1 above the Client undertakes to provide to the Agency details of the position which the Client seeks to fill, including the following:
the type of work that the Candidate would be required to do;
the location and hours of work;
the experience, training, qualifications and any authorisation which the Client considers necessary or which are required by law or any professional body for the Candidate to possess in order to work in the position;
any risks to health or safety known to the Client and what steps the Client has taken to prevent or control such risks;
the date the Client requires the Candidate to commence the Engagement;
the duration or likely duration of the Engagement;
the minimum rate of Remuneration, expenses and any other benefits that would be offered;
the intervals of payment of Remuneration; and
the length of notice that the Candidate would be entitled to give and receive to terminate their employment with the Client.
Where the Candidate is Introduced for a position which involves working with, caring for or attending a Vulnerable Person the Agency shall, in addition to the obligations in clause 6.1, take reasonably practicable steps to:
obtain confirmation of the Candidate’s identity;
obtain confirmation that the Candidate has the experience, training, qualifications and any authorisation which the Client considers necessary or which may be required by law or by any professional body; and
obtain and offer to provide copies to the Client of two references from persons who are not relatives of the Candidate and who have agreed that the references they provide may be disclosed to the Client; and any relevant qualifications or authorisations of the Candidate. If the Agency has taken all reasonably practicable steps to obtain such information and has been unable to do so fully it shall inform the Client of the steps it has taken to obtain this information in any event.
8. INFORMATION TO BE PROVIDED
When the Agency Introduces a Candidate to the Client the Agency shall inform the Client that they have obtained confirmation of the matters set out in clause 6.1 and in the case of a position which involves working with Vulnerable Persons the matters in clause 6.4. Where such information is not given in paper form or by electronic means it shall be confirmed by such means by the end of the third business day (excluding Saturday, Sunday and any public or bank holiday) following, save where the Candidate is being Introduced for an Engagement which is the same as one in which the Candidate has worked within the previous 5 business days and such information has already been given to the Client.
9. CONFIDENTIALITY AND DATA PROTECTION
All information relating to a Candidate is confidential and subject to the Data Protection Laws and is provided solely for the purpose of providing work-finding services to the Client. Such information must not be used for any other purpose nor divulged to any third party and the Client undertakes to abide by the provisions of the Data Protection Laws in receiving and processing the data at all times. In addition information relating to the Agency’s business which is capable of being confidential must be kept confidential and not divulged to any third party, except information which is in the public domain.
10. LIABILITY
10.1
10.2
The Agency shall not be liable under any circumstances for any loss, expense, damage, delay, costs or compensation (whether direct, indirect or consequential) which may be suffered or incurred by the Client arising from or in any way connected with the Agency seeking a Candidate for the Client or from the Introduction to or Engagement of any Candidate by the Client or from the failure of the Agency to introduce any Candidate. For the avoidance of doubt, the Agency does not exclude liability for death or personal injury arising from its own negligence or for any other loss which it is not permitted to exclude under law.
The Client shall indemnify and keep indemnified the Agency against any Losses incurred by the Agency arising out of any non-compliance with the Data Protection Laws, and/or as a result of any breach of, these Terms by the Client.
11. NOTICES
All notices which are required to be given in accordance with these Terms shall be in writing and may be delivered personally or by first class prepaid post to the registered office of the party upon whom the notice is to be served or any other address that the party has notified the other party in writing, by email or facsimile transmission. Any such notice shall be deemed to have been served: if by hand when delivered, if by first class post 48 hours following posting and if by email or facsimile transmission, when that email or facsimile is sent.
12. SEVERABILITY
If any of the provisions of these Terms shall be determined by any competent authority to be unenforceable to any extent, such provision shall, to that extent, be severed from the remaining terms, which shall continue to be valid to the fullest extent permitted by applicable laws.
13. GOVERNING LAW AND JURISDICTION
These Terms are governed by the law of England & Wales and are subject to the exclusive jurisdiction of the Courts of England & Wales.
SCHEDULE: FEE STRUCTURE (Clause 3.3)
| Remuneration | Transfer Fee as a Percentage of Remuneration |
|---|---|
| Less than £15,000 | 15% + VAT |
| £15,001 to £29,999 | 17.5% + VAT |
| £30,000 and above | 20% + VAT |
SCHEDULE: SCALE OF REFUND (Clause 4.1)
1.
2.
The following scale of refund only applies in the event that the Client complies with the provisions of clauses 3.1, 4.1 and 4.2 of these Terms.
Where the Candidate ceases working for the Client during the first 12 weeks of the Engagement (except where the Candidate is or will be made redundant) or fails to commence an Engagement, except in the circumstances set out in clause 3.10, a refund of the Introduction Fee shall be paid to the Client in accordance with the scale set out below, subject to the conditions in clause 4.1 and 4.2.
| Week in which the Engagement terminates in accordance with clause 4.2 | % of introduction fee refunded |
|---|---|
| 1-2 | 90% |
| 3-4 | 80% |
| 5-6 | 60% |
| 7-8 | 40% |
| 9-10 | 20% |
| 11-12 | 10% |
3.
4.
There will be no refund where the Candidate’s Engagement is terminated (or the Engagement would have terminated but for any period of garden leave or payment in lieu of notice) during or after the 13th week of the Engagement.
In the event of the Client cancelling the Engagement after an offer of an Engagement has been made to the Applicant the minimum fee specified in clause 5 shall become payable, which shall be calculated as follows: 17.5% of the Remuneration where the annual Remuneration is £15,000 or less and 20% of the Remuneration where the annual Remuneration is £15,001 or more.
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