Enabling all talent to thrive

Marketing materials and website
Visuals, content and tone of voice demonstrate a genuine commitment to bringing the best out of all your people, irrespective of which group/category they fall into.

Outreach via internships
Continual development of broad ranging pipeline via outreach programmes and internships.

Application process
Job adverts and job descriptions are reviewed for language (by software such as textio) and by use of focus groups from different demographics. A genuine desire to ensure the net is cast wide, fairly, and inclusively to attract the most suitable candidates.

Blind names and university / school names when applicants submitted to hiring manager
Names of individual applicants and the names of their places of study remain hidden to minimise unconscious bias in two key areas.

Invitation to identify / Freedom of expression
At application stage, all individuals are invited to submit data on ‘how they identify’ on gender, ethnicity, sexual orientation, socio-economic group, neurodiversity. In addition, a ‘freedom of expression’ text box is available to state any other preferences or notes to feel welcome and free (e.g., pronouns, correct pronunciation of name, preferences, or adjustments).

Shortlisting process
Shortlists for roles are not submitted unless there is a mix of candidates and experience level. A pre-requisite of this will be the business flexing their requirements to enable a wider net to be cast – without this commitment it will be a challenge to source candidates.

Interview process
• Standardised interview guide for each level used by all interviewers which is modelled on: values; sub-values; selected questions; list of indicators; to ensure consistency of approach for all candidates.
• Ensure a diverse panel of interviewers.
• Provide clear process and expectations for each stage of the process to candidate.
• Access to mock-interviews or panels for the candidate.
• Detailed and objective feedback provided for each candidate as well as a request for feedback on the interview experience for each candidate. Feedback to include specific measurable development areas and invitation to re-interview when feedback has been actioned.

Offer process
Standardised offer to ensure transparency in pay points; role aligned and not applicant dependent i.e., the same pay and benefits are offered.

Rejection process
Ensure letters informing unsuccessful candidates that they aren’t moving forward are sensitively worded and helpfully informative if feedback is being offered.

Onboarding coaching
Coaching is offered [for senior grades and key roles] to ensure a smooth transition into the business for lateral hires.

Onboarding sponsor
Nomination of a senior sponsor whose job it is to help the individual transition well and will assist with navigating the system, building a network etc. in first 90 days.

Integration day
Depending on numbers, an integration day for all new joiners enabling all new joiners to hear directly from the business about culture, behavioural expectations and “how things are done around here”.

Access to buddy network
All joiners are offered an internal buddy upon joining, typically continuing between 2–3 months. The individual can choose/select from a buddy network to match their individual and unique preferences.

1:1 meeting within the first week with performance manager/sponsor
Standardised guide for this meeting which ensures clarity of expectations around role, i.e. focused not only on the actual tasks but also on the team / department ways of working /how things get done / what success looks like – this is to ensure that covert / unwritten rules are brought out into the open and provide an platform for success vs. failure.

First 100-day period
Rather than a ‘probationary period’ move towards language and sentiment that focuses on integration, establishing familiarity, psychological safety, encouragement and celebration of key milestones. This would involve use of a template for feedback, attainment, performance and quality conversations to ensure the first 100 days set both the new joiner and the business up for a successful relationship.

Talent processes are assessed from a behavioural science point of view to minimise inherent human biases
• Create a clear definition of what talent, potential and success look like in the team and organisation.
• Ensure feedback is positioned as an offer of positive advice vs. harmful criticism.
• Provide training to all people on how to deliver quality conversations in the team that are equally distributed.
• Have transparent talent programmes and plans with clear and consistent communication on why individuals have been selected and not selected (ensure tone of talent programmes is not ‘the chosen ones vs. the rejects and instead a celebration and investment open to everyone if they do x, y, z).

Instead of a D&I team move towards an equity lead
• Role is to focus on the data, targets and driving accountability across the firm around equity.
• Strategic positioning of this role – embedded within the business and works with HR.
• This leader sits on Exec Team and is preferably a business leader rather than an HR professional (although may have a number 2 who is an HR specialist) – DO NOT appoint a visually different person in this role!