The significance of diversity in the workforce cannot be overstated, given the potential pitfalls associated with unconscious bias or preconceived notions. Diversity encompasses individuals of varying ages, religions, ethnicities, those with disabilities, and a balance between genders or those who choose not to be defined as belong to either sex.
In the realm of recruitment, it is vital to consider the Equality Act 2010. No applicant should face disadvantages based on a 'protected characteristic' including age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation. Utilising these protected characteristics can assist underrepresented groups in the recruitment process, broadening the talent pool. However, it is crucial to stay within legal bounds and avoid causing 'detriment' to another protected group.
It is lawful to actively seek and hire disabled individuals without risking discrimination, through positive action. Positive action allows an employer to give merit to a candidate who an employer reasonably believes the candidate has a protected characteristic that is underrepresented in the workforce. This approach can enhance the representation of disabled individuals within an organisation. Notably, the law applies when comparing a disabled person to a non-disabled one, not specific disabilities. Specific disability recruitment requires an occupational requirement or positive action, ensuring a fair and proportionate process.
Attracting Talent:
Strategies for Success in a Competitive Market
In a post-Covid, post-Brexit era marked by skill shortages and heightened competition for talent, attracting and retaining skilled individuals poses a significant challenge for employers. Here are five strategies to enhance talent attraction:
See the Potential
Look beyond traditional routes and consider candidates with the potential to be upskilled. Embrace external talent that brings diverse skills and experiences.
Hybrid Working
Explore the feasibility of hybrid work arrangements. Remote work not only taps into a broader talent pool but also accommodates individuals with accessibility challenges, neurodivergent talent, and those with caregiving responsibilities.
Work-Life Balance
Beyond salary and benefits, emphasise a better work-life balance. Candidates increasingly value organisations that prioritise social responsibility, offer volunteer opportunities, support charitable causes, and demonstrate a clear sustainability strategy.
Positive Culture
Foster a positive workplace culture. Existing employees in a supportive environment are more likely to recommend their organisation to talented acquaintances. Implement policies that swiftly address and resolve issues, ensuring a welcoming and discrimination-free workplace.
Stay in Touch
Maintain connections with talented candidates who declined offers or were not selected. Future opportunities may align better with their skills and aspirations.
Diversity and Talent
Enhancing Recruitment and Cultivating Success
Recognising the value of a diverse workforce is instrumental in attracting top-tier talent. This diversity includes individuals of varying ages, religions, ethnicities, abilities, and genders. Adhering to anti-discrimination laws during recruitment ensures fairness and widens the organisational talent pool. It is essential to navigate these practices within the legal framework, ensuring a proportional approach that minimises disadvantages for relevant groups. During the recruitment process, keep in mind that behaviours are more appealing than characteristics, and avoid the use of bias language in job descriptions.
Conclusion
Recruiting with diversity in mind is a commercially sensible approach for any business but there are pitfalls so careful thought is required and when in doubt take advice and avoid any legal issues which may arise from getting it wrong.
