diversity and inclusion recruitment audit John Eatwell and Tara - PowerPoint PPT Presentation

diversity and inclusion recruitment audit John Eatwell and Tara Longley

overview • Background • Methodology • Findings • Recommendations • Thoughts for discussion www.strategictalent.nz

background • Ravensdown Ltd • Board and CEO driving diversity • Current goals around gender diversity but wanted to be broader • Some actions already taken at a Board and Executive level www.strategictalent.nz

methodology • Interview ‣ Internal Customers ‣ Applicants - successful and withdrawn ‣ People and Culture Team • Review materials (strategies, policies, PDs, interview guides, ads, tests and questionnaires used etc) • Review how decisions where being made www.strategictalent.nz

areas for review • Strategy and actions to implement • Attraction • Selection ‣ Screening ‣ Interviews ‣ Assessment • Candidate quality www.strategictalent.nz

strategy • Goals • Targets • Policies and values ‣ Diversity and Inclusion ‣ Recruitment based on merit www.strategictalent.nz

attraction • Ads • Careers page • Website and • Video www.strategictalent.nz

selection • Position Descriptions and Competencies • Screening • Interviews - phone and in person/video • Assessment • Final decision based on gut feel and team fit www.strategictalent.nz

training • Treaty of Waitangi and unconscious bias training for Executive and middle managers. • No formal training on recruitment skills, diversity and inclusion www.strategictalent.nz

key recommendations • ‘Benchmarks’ rather than ‘targets’ in strategy. Panel/Whanau interviews • All Ravensdown managers involved in recruitment and selection should complete Objective Assessment and Recruitment Skills training, followed by HR coaching. • Position descriptions’ contain criteria which are used at all stages of the selection process. Competency framework is reviewed and rationalised. • Applicant Tracking System and Online video Interviewing based on criteria • Competency based interview approach and guides should be developed with behaviourally anchored rating scales. Other tools are aligned (eg reference checks). • Assessments aligned to competencies and selected based on key evaluation criteria. www.strategictalent.nz

next steps • Reviewing competencies • Implementing applicant tracking system • Review process for position descriptions • Tendering for new psychometric tools again key criteria in psychological society professional handbook www.strategictalent.nz

conclusions • Overall a robust process. • A number of improvements that can be made • Good to stop and review! www.strategictalent.nz

References • Apfelbaum, E. (August, 2016). Why Your Diversity Program May Be Helping Women but Not Minorities (or Vice Versa). Harvard Business Review. • Bohnet, I. (2016). How to take the bias out of interviews. Harvard Business Review. • Dobbin, F . & Kalev, A. (Oct, 2016). Why Diversity Programs Fail: And what works better. Harvard Business Review. • Hay. (2015). The Balancing Act: Creating a Diverse Workforce. Hay NZ. • Roxburgh, E. & Hansen, K. (2015). Bias in Recruitment and Selection. Centre for Labour, Employment and Work. • Sivabalan, R. Y. (2014). How to Transform the Traditional Way of Recruitment in the online system. International Business Research , 178-185. www.strategictalent.nz