Openreach Leadership Program: Finding the Directors of Tomorrow

Openreach Leadership Program: Finding the Directors of Tomorrow

Openreach Leadership Program: Finding the Directors of Tomorrow

One of the world’s largest communication organizations, Openreach, turned to PeopleScout for a sourcing-led recruitment solution including talent assessment design to find eight to 10 future directors for a brand new leadership program.

Situation

Openreach approached PeopleScout to help them stand up and deliver a new senior leadership program which would allow starters to rotate through a series of roles to provide them with the skills needed to be successful in a director position. The roles included:

  • Senior Engineering Area / Regional Manager Fibre Network & Delivery (FND)
  • Chief Engineer – Senior Operations Manager
  • Senior Area Manager – Service Delivery

Openreach wanted PeopleScout to drive the talent assessment process and to source candidates for the program, presenting a list of the most suitable.

The aim of the program was to improve diversity and innovative thinking within the business. The business was concerned about a lack of gender and ethnic diversity, and most of their employees came from a telecoms background. Openreach wanted to bring in candidates from diverse backgrounds with experience managing large operational teams outside of the telecoms sector.

Openreach also wanted to improve career pathways within the business. So, our second aim was to support internal mobility by introducing a new step stone between senior management and director levels.

Our team were given a short time frame of just four weeks to create a solution and design the process. Plus, we then had to present candidates to Openreach for interviews in a competitive market.

Solution

Our team were tasked with attracting and sourcing candidates, designing and supporting the assessment center and completing the recruiter screening.

Advertising Plan

To start, we interviewed senior leaders and heads of resourcing to understand the transferrable skills they were looking for. From this we were able to make a target list of industries and organizations which had similarities. These included field operations and management, logistics, and engineering as well as consumer-centric operations such as retail.

With this intel in hand, we developed a solution which included a candidate attraction marketing campaign, including writing job copy and building a microsite.

Our team devised an inclusive and effective advertising plan. This involved creating a tailor-made job advert and a microsite containing relevant and exciting content about the opportunities available. Using imagery and quotes from their current directors, we brought the Openreach story to life and showed what real employees’ roles looked like. We supported our diversity goal by using both female and male directors in the attraction content.

The microsite played the biggest part in telling the story, taking potential leadership program candidates through their first few years at the company, detailing where they’ll end up.

We partnered with Openreach’s media partner for the campaign strategy for which LinkedIn was predominantly used. Posts from employees were used as well as brand-led posts that recruiters leveraged to highlight roles. We again drove our diversity objectives by using more women in our social media posts to amplify their voices.

A Sourcing-Led Approach

To begin, the recruitment process was sourcing-led, focusing on the candidate experience and the thorough qualification of candidates. We also specifically targeted passive candidates from the industries we identified with key transferrable skills. In order to help bring the roles to life, we directed candidates towards the microsite and video content that PeopleScout created for the campaign.

Talent Assessment

Our team worked with Openreach senior leaders to design an assessment solution, involving job analysis and a competency assessment framework. This enabled us to create a stepwise assessment process to evaluate candidates through cognitive testing and personality profiling. The penultimate stage involved a competency-based interview to identify a shortlist of candidates to present to Openreach for final interviews.

The assessment design included a feedback report from the interview panel for each candidate as well as a feedback interview for candidates who completed the testing stage.

Results

PeopleScout’s assessment design for Openreach led to:

  • Improved diversity amongst new program joiners. Amongst the new joiners, 25% identified as female and another 25% identified as Asian or Black. All selected hires scored highly in both the online test assessment and the interview.
  • 3:1 interview-to-offer acceptance rate. Our detailed assessment process was a good predictor of success. From the 81 candidates who were screened by recruiters, 34 candidates were selected for assessment, with 23 advancing to final interviews. Out of the 23, 10 were offered roles with eight acceptances.

The overall process from start to finish included a collaborative relationship between all teams at Openreach and PeopleScout to successfully deliver a brand new program.

Ten months on from the candidates’ start dates, we can confirm they have all successfully passed probation and are all actively working towards a director position.

“PeopleScout were really thorough, understood our requirements and ensured that they were able to accurately represent our business and the specific roles we were recruiting for. Communication throughout the process was excellent and they delivered the end result we were looking for.  When we surveyed our new joiners about their pre-hire experience, without exception they all held PeopleScout in high regard. We would have no hesitation in using PeopleScout in the future.”

Katrina Baillie, Head of Resourcing, Openreach

At a Glance

  • COMPANY
    Openreach
  • PEOPLESCOUT SOLUTIONS
    Recruitment Process Outsourcing
  • ANNUAL HIRES
    10 future leadership program candidates
  • LOCATIONS
    Telecomms & Utilities
  • ABOUT OPENREACH
    Openreach Limited is a wholly owned subsidiary of BT Group. The telecomm provider maintains the copper wires and fibre cables that connect homes and businesses to phone and broadband.

Driving Diversity: Transforming Graduate Recruitment for Road Maintenance Company

Driving Diversity: Transforming Graduate Recruitment for Road Maintenance Company

Driving Diversity: Transforming Graduate Recruitment for Road Maintenance Company

A prominent UK road infrastructure organization partnered with PeopleScout to develop an early careers recruitment process that would boost diversity.

Situation

Our client faced a decline in overall applications from graduates, raising concerns about the availability of diverse talent, especially in the engineering space. To address this challenge, they partnered with PeopleScout to develop a recruitment process that would prioritize diversity and inclusion amongst graduates hires. The objective was not only to attract exceptional talent, but also to engage and nurture candidates from various backgrounds, ensuring an inclusive and representative workforce. 

Solution

PeopleScout collaborated with the company to design a successful early talent campaign strategy. One key focus was to target the Gen Z demographic while actively reaching out to a diverse array of candidates from different locations and backgrounds. To accomplish this, our recruitment experts executed a process designed to reduce adverse impact for all ethnic groups. The candidate attraction campaign also utilized inclusive language and imagery in the media strategy, ensuring that the campaign resonated with candidates from diverse backgrounds.

Utilizing Media for Outreach

Employing their employer branding imagery, the campaign leveraged social media platforms such as Facebook, Instagram, Twitter, Snapchat as well as the Google Display Network. With images that represented various groups, the campaign generated an impressive 29,000 clicks, effectively driving traffic to the career site, which produced over 42,000 total click-throughs to view available roles.

Mitigating Adverse Impact

After candidates applied and completed assessments, an adverse impact analysis was conducted, particularly following the Situational Judgement Test (SJT) stage. The analysis aimed to ensure that the benchmarking process did not negatively affect any ethnic group.

SJTs, known for their robustness and unbiased assessment experience, were used to screen a high volume of candidates. The automated scoring process helped reduce bias compared to traditional methods like resume CV evaluations. They also have lower adverse impact compared to other selection methods, such as cognitive ability tests.

This assessment method, combined with ensuring the recruitment coordinators who managed the candidate journey did not receive any ethnicity information about the candidates, helped eliminate unconscious bias and resulted in greater diversity of the candidate pool. 

Results

The collaboration and communication between PeopleScout and the client yielded remarkable outcomes. Throughout the campaign, the PeopleScout delivery team handled over 2,000 calls and emails. Among the 2,656 applications received for the graduate scheme, 54 offers were made, with 39% of these offers going to female candidates and 36% to candidates from ethnic minority backgrounds.

The successful partnership has significantly transformed their graduate recruitment process. By placing diversity and inclusion at the forefront, the company has paved the way for a more representative workforce. As they strive to achieve their strategic goal of 5% of their total workforce coming from early careers talent by the end of 2024, they continue to work with PeopleScout as their recruitment partner, ensuring a future that is diverse, inclusive and innovative.

At a Glance

  • COMPANY
    Road infrastructure company
  • INDUSTRY
    Building & Construction
  • PEOPLESCOUT SOLUTIONS
    Recruitment Process Outsourcing, Talent Advisory
  • ANNUAL HIRES
    50+ early careers positions

Menopause in the Workplace: Creating a Supportive Environment for Women

Once a taboo topic, menopause in the workplace is having a moment. And it’s about time. Globally, 657 million women are in their menopausal years (aged 45–59) and around half contribute to the labor force. According to CIPD, three out of five (59%) working women between the ages of 45 and 55 who are experiencing menopause symptoms say it has a negative impact on them at work.  

With stereotypes and embarrassment persisting, some women try to push through the challenges on their own. But at an age when many women are stepping into leadership roles, employers must do more to support employees who are experiencing symptoms of menopause in the workplace. 

What is Menopause? 

Menopause signals a natural transition in a woman’s life, marking the end of menstruation and fertility. It typically occurs between the ages of 45 and 55 as hormone levels fluctuate and decline. While a normal part of aging, menopause can usher in a variety of symptoms. Hot flashes, night sweats, insomnia, fatigue, memory lapses, mood swings—no two women experience it the same.  

How Menopause Impacts Women at Work 

In the same CIPD report, nearly two-thirds (65%) of women said they were less able to concentrate. More than half (58%) experienced more stress, which led to less patience with clients and colleagues.  

Not only do menopause symptoms disrupt focus, but they can also impact morale and attendance. In fact, 30% of impacted women have taken sick leave because of their symptoms. However, only a quarter of them felt able to tell their manager the real reason for their absence with some citing embarrassment (34%) and concerns about privacy (45%). Even more concerning is that another 32% said an unsupportive manager was the reason for not disclosing. In some cases, women have even left their jobs due to these challenges.  

The decrease in engagement and loss of productivity shouldn’t be overlooked by employers. A report from the Mayo Clinic revealed the U.S. economy loses $26.6 billion (USD) each year due to lost productivity and health expenses resulting from employees who are managing menopause symptoms.   

With the right support, women can shine through menopause without missing a beat in their careers. Enlightened leaders can create a culture where women openly discuss their experiences and get the flexibility they need.  

How to Create a Supportive Environment for Menopause in the Workplace 

HR leaders have real power to destigmatize menopause and help women thrive. By treating this transition as you would any other employee wellbeing topic and regularly evaluating policies, you can set the tone for women in your organization. Menopause isn’t just about managing symptoms. It’s about supporting employee growth. 

So, how can CHROs foster a supportive environment for menopausal staff? Here are some recommendations: 

1. Encourage open dialogue and self-advocacy. Make space for open, judgment-free conversations about menopause and let women know assistance is available. Breaking the stigma through dialogue and education is key. 

2. Review policies through a menopause lens. Is time off sufficient? Are you penalizing women unfairly? Consider putting a dedicated menopause policy in place. Ensure that work schedules, remote work options, and time off allowances give women managing menopause the flexibility they need to manage their symptoms.  

3. Make accommodations. Give leeway on start times for sleep struggles. Allow remote work flexibility. Simple adjustments like cooling fans, access to cold water and relaxed dress codes can go a long way to help ease hot flashes. 

99% of women don’t get any menopause benefits at work 

4. Provide education. Make educational resources readily available including FAQs, support groups, webinars, workshops. Consider offering menopause-specific training for managers so they feel more comfortable initiating menopause discussions. Plus, ensure they understand your policies to ensure women are not penalized or sidelined in performance reviews and career advancement unfairly due to menopause difficulties. 

It’s time to move past minimizing women’s symptoms or whispering about “the change.” Companies that support women experiencing menopause in the workplace are better at holding on to experienced female talent and avoiding costly turnover. With the right policies and culture, women can feel empowered and valued during this transition. When women feel their company has their backs through this transition, that loyalty and trust lasts. They’ll repay it with their talent and dedication. 

Supporting a Major Retailer in Creating Opportunities for Afghan Refugees

Supporting a Major Retailer in Creating Opportunities for Afghan Refugees

Retail talent solutions

Supporting a Major Retailer in Creating Opportunities for Afghan Refugees

A leading multinational retailer enlists their RPO partner, PeopleScout, to extend support for their career coaching program to refugees fleeing Afghanistan.

A New Start

Since 2021, thousands of Afghan refugees have applied for asylum in the U.S. as part of the U.S. Refugee Admissions Program (USRAP) following the fall of Kabul. For our client, a major multinational retailers, serving people and communities has always been at the center of their work. So, they jumped at the chance to help their new neighbors by supporting the mission of the Welcome.US coalition and sponsoring programs that aid refugees fleeing Afghanistan to build a new life, including helping them to create a livelihood and reach their individual goals.

Expanding a Career Counseling Program to Refugees

As their trusted RPO partner of nine years, the retailer turned to PeopleScout to expand an existing career coaching program to support Afghan refugees, making them among the first companies to work side-by-side with national resettlement agencies, military bases, the White House, national NGOs and other corporations to shape the Welcome.US platform.

Following previous success with delivering career counseling to military veterans and their spouses, PeopleScout is now supporting new arrivals from Afghanistan in the program to gain employment, explore entrepreneurship and access education support and resources.

The program matches PeopleScout career coaches with Afghan refugee participants. Our coaches are embedded in the client’s culture and act as a seamless part of their team. Leveraging language and translation skills to support Afghan refugees in their preferred dialect, the coaches hold virtual meetings with the participants to understand their existing skills and future goals. Then, the coaches connect them with resources to help them build a new future, typically along three tracks.

  1. Employment
    The career coach assesses the participant’s skills, strengths and past work experience. Then they help participants to build or hone résumés, complete job applications, and prepare for job interviews to help them transition to employment in the U.S.—whether that’s with client’s brands or another organization.
  2. Entrepreneurship
    Coaches connect individuals with the resources they need to start their own businesses.
  3. Education
    PeopleScout coaches help participants enter educational programs or gain the certifications they need to reach their overall career goals.

This emphasis on career counseling allows the participant to drive the program at their own pace, leveraging their coach as much or as little as they like. Refugees can tailor program to their needs and goals so they can grow and thrive in their new home.

At a Glance

  • COMPANY
    Leading multinational retailer
  • INDUSTRY
    Retail
  • PEOPLESCOUT SOLUTIONS
    Talent Advisory
  • LOCATIONS
    Over 10,000 stores in 20 countries

The Future of HR: Insights from Our EMEA Team

September 26 marks Human Resource (HR) Professional Day, where we recognize the dedication of HR experts. HR plays a vital role in organizations, serving as the bridge between management and the workforce. HR professionals are involved in all stages of an employee’s journey, from talent sourcing to overseeing the departure process.

The pandemic has changed forever the way we work, creating new norms in the workplace. HR have faced several challenges, including flexible work and the wellbeing of employees. As the workplace evolves with four generations—Baby Boomers, Gen X, Millennials and Gen Z—in the workplace paired with the acceleration of generative AI impacting various job roles, HR will continue to be challenged.

We sat down with our EMEA HR team to ask them about what they’d like to see happen in the future for HR.

Trisha Gajjar, Head of HR EMEA

I work closely with leaders across EMEA and our global organization to lead people programmes and create strategies that drive employee engagement and performance. My role focuses on advising leaders across PeopleScout on organizational design, leadership development and succession programmes, all in alignment with our overall business priorities. As Head of HR, my strategic vision entails cultivating an environment where exceptional talent thrives, while working closely with EMEA leadership and supporting APAC. We strategically champion a culture of inclusivity, growth and employee well-being.

I would like to see HR embracing AI-driven solutions to enhance efficiency in routine tasks. AI-powered tools can mitigate recruitment and promotion bias, moving us closer to inclusion and diversity aims. Additionally, HR should harness AI for predictive analytics to anticipate workforce trends and address issues before they become significant challenges. However, it is important to note that while AI integration is crucial, maintaining a human-centric approach in areas like employee well-being, complex conflict resolution and personalized career development requires emotional intelligence and compassion. The future HR function that I envision artfully balances AI efficiency with human empathy.

Lara Hawkins, UK Lead Business Partner

I operate across a true HR generalist spectrum, and day to day I work on anything from compenzation and benefits to employee relations. Much of my core focus includes working closely with our Head of HR to support shaping the people agenda within the business. I have the absolute pleasure of working in close partnership with our wider EMEA HR teams to align our goals, projects and priorities to achieve our shared employee experience vision. A key and much-loved part of my role is to deeply connect with our people at all levels to identify opportunities and present solutions, initiatives and processes that are mutually beneficial to the wider organization and the people that make up PeopleScout.  

I can’t wait to see, and continue to be part of the continued evolution of diversity, equity and inclusion in the workplace. Regulation will get us so far, but we are so fortunate to be surrounded by forward thinking and creative minds within this field, and those that we partner with, to make such an impact.

Laura Lovelock, HR Advisor

Day to day I am an operational point of contact for employees and managers within the business, and I am responsible for providing appropriate guidance and support. I work in partnership with managers when it comes to employee relations, ensuring accurate advice is given so matters are handled in line with company policy and procedures. I also support in the continuous learning and development of our managers through e-learning and live sessions covering a variety of topics from onboarding and reasonable adjustments to flexible working. I also provide support to wider teams and organizational projects.

What would you like to see happen within HR in the future?

I am keen to see what (if any) significant changes are made under the Revocation & Reform Act 2023. EU-related legislation will be revoked, so it will be interesting to see if the government implement any significant changes going forward.

Martyna Lizakowska, HR Administrator

In this role, I have the pleasure of working with both the Polish and UK HR departments. I find answers to various employee questions, support new joiners to the business and prepare reports and presentations for our wider teams.

What would you like to see happen within HR in the future?

Personally, I would like to see HR using technology as effectively as possible, so that we can automate more processes, without generating unnecessary paperwork. I would like to see more creative initiatives in HR-related fields like employee engagement, employer branding and corporate social responsibility.

But what will the world look like for talent acquisition leaders in the next 10 years? Read our whitepaper, Destination 2030: 10 Predictions for What’s Next in the World of Work, to explore the latest research and global workforce trends, and their potential impact on the future of work.  

The Power of Predictive Analytics in High-Volume Recruitment

By Amelia Krol, Business Analytics Lead

While navigating through high-volume recruitment processes, organizations often find themselves overwhelmed by the number of applications for a multitude of positions, ranging from entry-level roles to specialist positions. This can be a costly and time-consuming process that can damage the candidate experience and doesn’t guarantee candidate quality. This is where predictive analytics steps in, transforming the recruitment landscape.

Driven by advanced data analytics techniques and machine learning, predictive analytics offers a strategic advantage in managing high volumes of roles as well as ensuring the right fit.

How Does Predictive Analytics in Recruitment Work?

Predictive analytics involves the use of historical data, such as applicant resumes, interview feedback, performance data, and employee tenure to create models that predict future candidate success. Predictive analytics finds patterns and correlations within this data to identify characteristics that lead to successful hires. These indicators could include specific skills, educational background, work experience, and even personality traits that align with the company culture. This data-driven approach ensures a higher standard of candidate quality, as recruiters are guided towards individuals whose attributes align seamlessly with the organization’s culture and role requirements.

Furthermore, this strategic deployment of predictive analytics doesn’t merely benefit the organization; it elevates the candidate experience by matching applicants with roles that resonate with their skills and aspirations. As a result, candidates feel more engaged and valued throughout the recruitment journey, culminating in enhanced hiring outcomes and a positive brand reputation.

Predictive analytics presents itself not as a solution, but rather as a dynamic framework for continuous improvement. Organizations can leverage powerful analytics to determine fundamental employee attributes for specific roles, effectively managing the hurdles of volume hiring and retention. This involves harnessing predictive analytics insights to craft bespoke pathways that foster workforce growth. 

Predictive Analytics in Action

In late 2021, one of our hospitality clients, Merivale, faced the challenge of recruiting 800 roles within six weeks. Partnering with PeopleScout, they turned to Affinix®, our proprietary talent acquisition suite with includes Affinix Analytics. PeopleScout’s strategy involved deploying Affinix to swiftly source and categorize applicants based on role streams. To ensure quick turnarounds, a tech-powered approach was implemented, utilising video and phone interviews. Leveraging Affinix’s real-time analytics dashboards, candidate responses were screened using built-in AI-powered tools to dynamically filter them into qualified roles. Referrals from current staff were also encouraged through Affinix CRM tool. Despite the challenging talent market, PeopleScout achieved remarkable results a time-to-offer of just 3.36 days and a time-to-fill of 5.5 days. The collaboration’s success continues as they meet the client’s ongoing talent needs, emphasising the transformative role of Affinix Analytics in the current market.

Several tools are employed for predictive analysis in recruitment, leveraging data-driven insights to enhance hiring decisions. Affinix seamlessly integrates AI, machine learning, digital interviewing and more. It’s a comprehensive solution for streamlining recruitment and enhancing candidate experience. Affinix encompasses various features, including AI Sourcing, which identifies passive candidates for each job posting. CRM optimisation and requisition management enable enhanced communication and talent pool creation based on skills and other factors. Moreover, Affinix Analytics provides job seeker analytics and operational metrics to understand the end-to-end recruitment process. The platform’s integration with HR technologies solidifies its holistic approach to talent management.

Making Informed Decisions about Predictive Analytics

Although promising, predictive analytics, and AI in general, can be perceived as being risky. The key concern is the potential of creating biased algorithms, which can limit diversity in the hiring process and create inequalities. Bias might be present in the historical data fed into the model, from which the algorithm learns. Additionally, the accuracy of predictive models could be compromized due to the constant changes in the recruitment industry as well as evolving organizational needs.

Moreover, the complexity of machine learning algorithms can decrease transparency in decision-making, which would make it challenging for candidates to understand the reasoning behind rejections. Furthermore, quantifying skills and abilities could be difficult for certain roles.

In 2018, a leading retailer released the results of hiring software that was developed internally. The AI scored female candidates lower than male candidates due to bias in the data used to train the model. The model was trained using the company’s historical hiring data, which mostly consisted of men. As a result, AI saw male candidates as preferable to female candidates.

Organizations considering using predictive analytics in recruitment should keep these issues in mind, particularly as they gather data that the models will use. If any bias is discovered by the predictive model, it’s an opportunity for you to introduce (or update) unconscious bias and diversity training to your hiring managers.

Changing the Recruitment Landscape with Predictive Analytics

Predictive analytics in recruitment is a powerful force in changing the landscape, particularly in the context of high-volume hiring. The integration of historical data with cutting-edge HR technology optimizes the recruitment process, enriches the caliber of selected candidates and ensures that talent acquisition supports the strategic objectives of the organization. However, balancing the benefits and limitations of this approach is crucial for a responsible and effective application of predictive analytics in high-volume recruitment.  

Learn More About Affinix

Attracting Older Workers to Retail and Hospitality Jobs

According to a global study by Bain & Company, workers aged 55 and older make up over 25% of the workforce in G7 countries by 2031, making older workers one of the most in-demand talent pools for employers today. In the UK, the government launched a “returnership” initiative to inspire those over the age of 50 to come back to work or to seek a career change. This scheme involves three programs that help older workers retrain and learn new skills, providing workers with a clear roadmap back into the workplace and encouraging organizations to hire them. In Western Australia, the Job Reconnect program provides grants to both employers and employees to cover costs related to licences, upskilling, and even work clothing, transport and childcare.

It’s crucial for retail and hospitality employers to know how to entice older workers back to work and to make the most of their valuable talent. Known as the ‘sandwich generation’—defined by caring for their elderly parents and also dependent children or grandchildren—older works have a strong work ethic. Customer facing and front of house roles enable them to fit work around caring for family and other responsibilities.

Keep reading for key insights from our panel discussion and get the latest research to understand exactly what older workers want and what retail and hospitality organizations can do attract this in-demand demographic.

What Do Older Workers Want?

What do over 50s want and need from an employer? Does your organization know how to attract and engage this older workforce and how to hire and retain them?

Flexibility

Unsurprisingly, monetary concerns are coaxing older workers back into the workplace due to the cost-of-living crisis. However, when it comes to choosing an employer, flexibility takes precedence over money.

Hospitality roles typically attract a younger demographic of workers. However, the flexibility offered by these jobs also appeals to the older working generation. Given that the over 50s are the largest age group with caring roles, flexible and part-time work is a powerful motivator for them to fit a job into their routine.  

As well as permanent roles, seasonal and flexible roles are available within the hospitality and retail industries, which can be more attractive to the older working community. Working harder in those seasonal months creates work-life balance, allowing older workers to take time off during quieter periods to recover and be with their friends and family.

Sense of Belonging

Workers in this age rage are still searching for rewarding work. Older workers wish to find a place where they can feel a part of their local community and give back. Over 50s enjoy creating social connections that a customer-facing job in a restaurant or supermarket can provide.

Customer-facing roles in hospitality and retail give individuals the chance to serve and connect with their community. For older customers, seeing employees in shops and restaurants that represent them can boost the customer experience. 

Myths About Older Workers

There are plenty of misconceptions out there from employers and colleagues about hiring and working with older workers. Consider these myths busted.

Myth 1: Older Workers are Resistant to Technology

Certain words can be viewed as a turn off for an over 50s audience, including “tech-savvy”, which some see as a way to ward off older candidates. There are older people who will feel excluded because others wrongly perceive that they’re less capable with technology, when in fact they are part of a generation that has seen huge advancements in technology. Bill Gates, the co-founder of Microsoft, is in his late 60s, and Tim Cook, the CEO of Apple is in his early 60s.

Recognise that all colleagues work differently with technology, so you must be thoughtful in your use of training. In hospitality and retail, workers are likely to be using tills and sales computer systems. Regardless of whether a person struggles with technology, an organization should have a strong program in place to support workers as they learn how to use these tools. For example, consider implementing a buddy system of workers and leaders who will happily help new employees in their first few weeks as they learn point-of-sale systems.

Myth 2: Absences are Higher Because of Health Issues

As people get older, their health can decline. However, this doesn’t mean that absenteeism is higher amongst older workers. In fact, older workers are more likely to have higher everyday attendance rates due to their strong work ethic. When you do see sickness or absence, it is typically in the form of long-term leave, rather than the odd day here and there.

Myth 3: Older Workers are Less Productive Than Younger Workers

A study demonstrated that there was no different between younger and older workers in terms of productivity. This study found that with their years of experience and memories, older people perhaps dismiss new information when they process things and instead use past information. It’s therefore important to acknowledge that older workers aren’t doing things worse, they just do these things differently through their years of experience.

What Can Organizations Do to Attract Older Workers?

So, how can retail and hospitality organization tap into this hard-working talent pool? Here are four questions to ask to ensure your talent acquisition program is over-50s friendly.

Are Your Candidate Attraction Materials Inclusive for Everyone?

To attract older workers, you must think more creatively and broadly.  Use community-based websites to engage with people who live close to your locations. Show how the job will fit into their lifestyle and what it would be like for an older person to work there, rather than a generic message. Create testimonials from your current employees to support this.

Make sure that your imagery is diverse, featuring people of all ages. Look at your marketing materials and ensure that it reflects the community so that over 50s can see that jobs in hospitality are here for them. Take advantage of local community-boards in community centers and supermarkets.

How is Your Candidate Experience?

Retention and attraction are very different. Employers can encourage people to apply for jobs through their advertisements, yet ultimately, it is down to the experience the candidate has during the recruitment process, induction and beyond. The candidate experience is what will make them accept the position and stay at the company. 

When younger workers leave education, they’re taught how to answer competency-based interview questions and how to write a resume. The older generation of workers likely won’t have a resume and may not have experience with this kind of interview. Is your interview process age inclusive and relevant to them?

Are You Giving Them What They Want?

Now that we’ve shared what older workers want, is your organization serious about flexible shift patterns? Over 40% of the part-time workforce is aged over 50. Not only does this part-time schedule work in hospitality, but also in retail, in which the holiday season creates a huge demand for workers.

Different shift patterns in retail can support individuals in their family commitments and lifestyle. Look at your employees’ caring responsibilities, for partners, for children, for elderly parents, and take this into account when creating your shift offerings.

But what else does this generation want from you? Everyone responds well to positive feedback. Both the retail and hospitality industries are great at celebrating successes, shown through brilliant behavior and examples across organizations.

Finally, show that your organization values them by offering benefit packages. Health is a priority for everyone as we get older, and health benefits can help to attract them to your organization.

Does Your Anti-Bias Training Include Age?

Ageism usually gets the least amount of focus across the DE&I plan. Train your leaders and hiring managers on unconscious bias particularly as it relates to age. Ensure there are no biases lurking in the recruitment process to open up talent pools instead of closing them down.

FUTURE OF WORK

DESTINATION 2030: 10 PREDICTIONS FOR WHAT’S NEXT IN THE WORLD OF WORK

The Multigenerational Workforce: Keeping Millennials Motivated

In this article, the third in our Multigenerational Workforce series, we’ll be focusing on millennials in the workplace, including what matters to them and how best to engage them.

By 2025, millennials will make up over half of the workforce, essentially replacing retiring Baby Boomers. They’ve already made a huge impact on the way we work, including leveraging technology to revolutionise productivity. As the older millennials enter their 40s, they’re moving into leadership roles and will have even more influence on how organizations operate into the future. So, how can employers harness the power of millennials to drive their businesses forward?

Who are Millennials?

Millennials, less commonly known as Generation Y, follow Gen X and precede Gen Z. Millennials were born between the early 1980s and the mid-1990s during the rise of personal computers and technology, making them tech-savvy. They’re the first generation to come of age in the new millennium, hence the name millennials. They are also known to be values-driven.

Workers from this generation are bound together through their shared experience of financial challenges, including the 2008 Great Recession, which caused a 19% unemployment rate and massive student loan debt among millennials. As a result, members of this generation are more likely to find themselves underemployed or self-employed.

Perceptions and Misperceptions

This generation have been characterized as lazy and narcissistic, labelled as “Generation Me.” Other common perceptions include being easily bored and hopping from job to job rather than staying with one employer. However, this could be due to the anxiety caused from the global financial crash.

Despite these stereotypes, millennials have been described as self-sufficient, solving their own issues and teaching themselves through the internet rather than relying on others for help. They are also known to be confident, curious and open-minded.

What Matters to Millennials in the Workplace?

Digital & Tech Skills

Having been the first generation to grow up in a digital world, millennials have widespread experience of the development of technology, being both the “pioneers and the guinea pigs”.

This has affected the way that they communicate, with 41% of millennials choosing to communicate electronically instead of face-to-face according to a study by PwC. However, they’re also the last generation to have grown up in a world without the internet in every household.

When considering a job, 59% of millennials claim that technology in the workplace is an important factor. Employers are responding to this by encouraging professional use of social media at work and introducing smartphones as an employee benefit.

Mission and Purpose

Millennials thrive in a workplace that is mission-driven, keeping them motivated and inspired. In our recent report, Inside the Candidate Experience, we found that mission and purpose were the second most important factor for millennials when considering a new job. Those who work for companies with this as a priority feel more accomplished. Millennials want to share their employer’s goals and values in order to feel they are contributing to the world.

Collaboration

The move to a more collaborative working environment has been driven by millennials through the use of technology as it’s become more sophisticated. A collaborative environment allows workers to speak their ideas freely and feel a sense of belonging as part of a team. One way that employers are emphasizing collaboration is through mentorship programs, which have been proven to increase the happiness of workers and their productivity.

How Do You Engage Millennials at Work?

As millennials slowly take over as the majority of the workforce, employers must learn strategies to keep them motivated and feeling valued.

1. Be Open and Transparent

Millennials want openness and transparency from their leaders, ensuring their confidence through factual information that can be validated.

Keep millennials productive by creating clear targets are regular opportunities for feedback and praise. In fact, according to the same PwC study, 51% of this demographic believe that frequent or continuous feedback is a must on the job, making up a huge part of what keeps them motivated and engaged in their work.

2. Embrace Teamwork

To manage a multigenerational workforce, leaders must recognize that each generation may need different methods of management. Among millennials, 74% expressed that they are as happy working alongside other generations as with their own. So, it’s unsurprising to find millennials now managing older workers.

However, 34% of millennials felt that their personal drive could be perceived as intimidating to other generations. Effective programs that encourage interactions between different generations are necessary to overcome these misperceptions. For example, millennials thrive in opportunities such as “reverse mentoring,” in which they are able to learn from and teach skills to older workers.

3. Invest in Employee Development

Millennials look at their work as a means to learn and develop, which may be the greatest differentiator between them and all other generations. Indeed, a whopping 87% of millennials say that growth and development opportunities are important to them in a job, compared to just 69% of non-millennials. Offering opportunities to develop technology skills and interpersonal skills will not only help you retain millennial employees, it will help you ensure this important segment of your workforce is ready to step into leadership roles.

4. Trust Them

While millennials want to be supported through feedback and praise, they also want the freedom to “be their own boss.” Flexibility is important to millennials in the workplace.They’ll happily put in the long hours if they believe their work has a purpose, but those hours may not be during the traditional 9-to-5.

Millennials believe that success should be evaluated through productivity, rather than the number of hours they are seen in an office. If they meet the deadlines you set, don’t be concerned about the hours they clock in and out. Focus on creating a flexible work culture to maximize millennial engagement, allowing employees to have more control over their working hours and location.

5. Lead with Your Values

Millennials are searching for more than “just a job” and want to achieve something worthwhile. Akin to Gen Z, millennials believe that companies and their leadership should be contributing positively to society. Strong corporate ethics will encourage loyalty among millennials.

A report from Deloitte found that 54% of millennials research a brand’s environmental impact and polices before accepting a job offer. To keep up with today’s candidates, it’s vital that organizations have updated employer value propositions (EVP) showcase the companies intentions to address social and environmental concerns.

In our multigenerational workplace, each generation will shape the world of work in their own way, and each will need different things from their working lives. Millennials bring commitment and collaboration to the workplace. In return, they want opportunities to grow and collaborate. Organizations that can effectively empower millennials to provide ethical leadership hold key to keeping them engaged.

Find out our top 10 predictions for what we think the working world will look like in 2030 and the best practices to prepare for the future in our Destination 2030 report.

Future of Work

Destination 2030: 10 Predictions for What’s NEXT in the World of Work

Breaking DE&I Barriers in Life Science: Tips to Build & Recruit a Diverse Workforce

Over 20 years ago, the U.S. Congress passed the Minority Health and Health Disparities Research and Education Act, or the Healthcare Fairness Act, to address national issues such as the increasing need for a diverse workforce. With focus on the life sciences, it stated, “There is a national need for minority scientists in the fields of biomedical, clinical, behavioral, and health services research.” Yet, underrepresented populations are still the largest “untapped STEM talent pools in the United States.” 

Black and Hispanic individuals remain underrepresented in the science, technology, engineering and math (STEM) workforce. Plus, women remain underrepresented in fields like physical sciences, computing and engineering. Moreover, organizations in Europe are struggling to find and retain women in STEM. According to Eurostat, female scientists and engineers remain a minority in STEM roles, and despite increases over the past decade, women still make up only 16.5% of engineers in the UK. 

For life science organizations, the lack of minorities and women in STEM fields and the sector overall will present long-term challenges in cultivating a workforce that will help them remain competitive in our increasingly diverse and interconnected world. 

However, it seems there hasn’t been much progress made in the 20+ years since the Healthcare Fairness Act. So, how can life science organizations make a difference in creating more diversity in life science careers? Keep reading to learn more about the DE&I challenges and opportunities for life science employers. 

Life Science’s Lack of a Diverse Workforce

Diversity is lacking across the entire life science industry, from research to clinical work. According to the U.S. National Science Foundation, the representation of minority ethnic groups in the science fields must more than double to match the groups’ overall share of the U.S. population. In fact, 65% of the U.S. workforce in life science are white, 19% are Asian, 8% are Hispanic and only 6% are Black. 

Being a future-focused employer requires investment in building diverse and inclusive teams. Bringing underrepresented groups into your organization provides a full range of benefits and skills to drive innovation. The issue is particularly pressing as the industry undergoes a wave of transformation due to the disruption of tech—further widening the current skills gap.  

Additionally, diversity in leadership will help you boost retention and attract talent. With 85% of life science employees who identify as a minority saying they are ‘hugely underrepresented’ in senior roles, the lack of diverse leadership representation could be detrimental to your organization. It could affect your bottom line and further hinder your ability to attain those highly competitive, in-demand skills (like data analytics and computer programming) needed within the industry.  

Diversity in Life Science

Furthermore,  Informa Connect conducted one of the largest industry employee research reports to date, which surveyed life science professionals around the world about their opinions on diversity and inclusion in the industry. When asked what the industry’s biggest problem is pertaining to having an inclusive and diverse workforce, over a third of respondents named the lack of representation of minorities in leadership roles. 

Gender Inequality in Life Science

Due to the lack of women in STEM careers, life science employers struggle to attract women to R&D roles. According to the United Nations Educational, Scientific, and Cultural Organization (UNESCO), 70% of global researchers are men. This creates problems for life science employers as both female life science professionals (65%) and male professionals (59%) believe women are under-represented overall. It doesn’t help that, although women make up almost half (48%) of life science workers, men still out-earn women by 13%.

Diversity in Life Science

Why is Diversity in Life Science so Important? 

Although there are clear disparities around representation of minorities and women in life science, only 23% of organizations are giving significant focus to DE&I and only 13% are financially investing in diverse groups.  Organizations that aren’t prioritizing DE&I will struggle to cope with the industry’s current talent shortage. The lack of diversity puts organizations at a competitive disadvantage when it comes to attracting and retaining top talent. 

In our recent research report, candidates say that a diverse workforce is an important factor when evaluating companies and job offers. This is even more important for candidates from underrepresented groups. In Biospace’s latest report, 93% of women of color responded that they believe diversity is important when considering a job. Investing in DE&I-focused talent acquisition strategies, programs and training creates a huge opportunity for life science organizations to grow a diverse and productive workforce. 

A diverse and inclusive work environment builds trust, increases engagement and improves business outcomes.  

Organizations with strong “diversity climates” have increased employee job satisfaction and employee retention as well as financial returns above national industry medians. Companies with above-average diversity scores report nearly 20% higher revenue due to innovation.  

Moreover, diversity provides many benefits for improved organizational performance and productivity such as:  

  • Broader range of skills and experience  
  • Multilingualism to support global growth 
  • Increased cultural competence and awareness 

Diverse workforces, including cognitively diverse teams, leverage a greater variety of perspectives to solve problems faster with improved accuracy. According to the International Labor Organization, when companies establish inclusive business cultures and policies, they experience a nearly 60% increase in creativity, innovation and openness. 

For example, the majority of the western world’s research uses tissue and blood from white individuals to screen drugs and therapies that are developed for a more diverse population. However, different ethnic groups experience different outcomes from various treatments, methods and diseases. A diverse workforce, especially in biomedical science and pharmaceuticals, would more likely push for inclusion in research and testing and provide different perspectives that could lead to new insights and discoveries. 

Strategies for Attracting, Recruiting and Retaining a Diverse Workforce in Life Science 

Creating a diverse and inclusive work environment can be challenging, but here are some proven steps for attracting top diverse talent and establishing equitable recruitment practices. 

1. Focus on Employer Branding  

Show diversity as part of your organization’s DNA by articulating a compelling EVP and employer brand that clearly defines and establishes your organizational commitment to DE&I. Building your internal and external employer brand messaging gives you greater influence over what you are known for, how you are perceived by candidates and the value that you offer to your employees. Make sure your recruitment marketing materials are relevant to a variety of audiences with imagery and content that highlights diversity in race, gender and more. Plus, showcasing real employees adds a layer of authenticity to your employer brand.  

2. Update Your Career Site 

After viewing a job post, a candidate’s first point of contact is usually your career site. It’s crucial that your career site shows your DE&I efforts. Sharing diversity goals publicly and transparently is an important way for candidates to experience your organizational values and mission.  

3. Keep Job Listings Simple  

Plain language is especially important if you want to reach diverse populations. Use verbiage that your candidate would use rather than your internal terminology and assess your job ads for biased language. Avoid verbiage like “expert,” “rockstar” or “like a family” that are often masculine and project a homogeneous work culture that prioritizes like-minded thinking over diversity. Additionally, remove any experience or skills that are “nice-to-have” in your job descriptions, and keep in mind that men and women value different things. For example, while men usually prioritize compensation, most women see work-life balance as their number one priority. 

4. Go Beyond Your Careers Site 

Elevate your sourcing strategy by:  

  • Optimizing your reach by posting on relevant job boards and platforms. Don’t forget that professional networking groups, like the Black Healthcare and Medical Association, are great resources to get your job ads in front of the right people.  
  • Establish relationships with STEM-based programs at universities, alumni associations and other networking groups that cater to diverse populations. 
  • Get your internal teams involved by asking for referrals. Diverse employees are often connected with diverse candidates. 

In doing so, you cast a wider net to reach a larger pool of diverse candidates, maximizing your chances of growing your workforce. 

5. Representation Matters 

During the interview stage, make sure candidates see how much you value diversity by having a diverse panel of interviewers. When a candidate sees someone who looks like themselves or another minority when being interviewed, it creates a sense of belonging and reaffirms your company’s mission to establish a diverse culture. Additionally, make sure your hiring panel has received diversity training and can successfully communicate with those that think differently and have unique backgrounds or working styles. 

6. Invest in Diversity Training 

Through diversity training, you can help change systematic diversity hurdles—such as your organization’s hiring practices and how diverse talent is sourced as well as taking action to increase diversity at the board or leadership level.  

“Companies need to acknowledge the unique needs and contributions of employees with multiple historically excluded identities.”

Yaro Fong-Olivare, Executive director of Bentley University’s Center for Women and Business (CWB)

Diversity training programs are not a one-size-fits-all solution and come in various training types, which can be customized to help achieve your organization’s goals. Diversity training helps employees feel a sense of belonging, so they are more likely to stay with an organization, which can improve your retention rates. 

7. Enable Talent Acquisition Technology and Track Your Efforts 

To build a diverse candidate pipeline, it’s critical that you engage cutting-edge technology and analytics tools to know where your diverse candidates are coming from, how they’re progressing through the recruitment process, and which of your sourcing channels or campaigns brought them to you. Although these insights are often stored in different systems and platforms, a comprehensive reporting tool can help synthesize your data and visualize trends.  

For example, PeopleScout’s Affinix® brings together applicant tracking systems (ATS), candidate relationship management (CRM) systems, artificial intelligence, machine learning, digital marketing, predictive analytics and digital interviewing to provide award winning innovation to support your organization’s diverse hiring goals. Diversity dashboards in Affinix Analytics show how diverse candidates are entering your pipeline in real time. By tracking how candidates progress through your funnel, you can determine which resources and campaigns bring in top candidates from underrepresented groups. From there, you can analyze the results, identify hiring trends, adjust sourcing spend and strategy to make data-driven decisions. 

Conclusion 

Building an inclusive and diverse workforce doesn’t start and end with just hiring underrepresented groups, it requires an entire organizational shift. In order for the life sciences industry to maintain leadership and competitiveness in science and medical advancement, it’s crucial that organizations invest in building a strong and diverse talent pipeline. Everyone from the C-Suite to hiring managers has an important part to play in achieving DE&I goals and shrinking the industry’s growing workforce gaps.

Proud at Work: LGBTQ+ Diversity & Inclusion in the Workplace

The month of June was designated LGBTQ+ Pride Month in remembrance of the Stonewall Uprising that occurred on June 28, 1969, when LGBTQ+ patrons of New York City’s Stonewall Inn clashed with police after the bar was raided. As people around the world commemorate this watershed moment for LGBTQ+ rights, it’s important for employers to have a deep understanding of the history and effect of these events in order to support employees and candidates.

The year after the uprising, marches were organized in New York City, Los Angeles and Chicago to commemorate the events of Stonewall and advance LGBTQ+ civil rights. Today, across the globe, numerous memorials, events and pride parades happen all month long to recognize the influence, struggle and triumphs of the LGBTQ+ community.

The events of Stonewall and the activism it inspired in its wake have helped spread the importance of LGBTQ+ equality and inclusion and the dangers of LGBTQ+ discrimination. This is evidenced by the increasing acceptance of the LGBTQ+ community across all age groups, but especially among younger generations — including Millennials and Generation Z — who are taking up larger parts of the workforce each year. In fact, according to a Gallup survey, the number of U.S. adults who identify as LGBTQ has more than double in a decade, from 3.5% in 2012 to 7.1% in 2022 — largely driven by people aged 25 and under.

Consequently, organizations looking to recruit the next generation of top talent need to be inclusive of LGBTQ+ employees and job-seekers in their policies, workplace culture, and talent acquisition strategy. That’s because, not only are LGBTQ+ people more likely to work for inclusive organizations, but so are their allies, 72% of whom said they were more likely to accept a job at an inclusive employer.

So, whether your organization is just beginning its diversity and inclusion journey or you’re looking for additional strategies to improve your diversity program, it’s always a good idea to brush up on the history, needs, and concerns of historically marginalized groups to better understand, engage and recruit in an increasingly diverse talent landscape.

Here, we provide a historical look at LGBTQ+ activism and its victories in the fight for workplace equity.

Dig Deeper

Diversity & the Candidate Experience: Identifying Recruitment Pitfalls to Improve DE&I Outcome

Heartbreaks & Triumphs: Milestones in the Fight for LGBTQ+ Equality in the Workplace

After the passage of the Civil Rights Act of 1964 in the United States, brave activists participated in a series of demonstrations for employment protections. At the same time, activists worldwide were also fighting for change, creating a global movement for LGBTQ+ rights. This timeline represents the struggles endured – and triumphs won – in the fight for LGBTQ+ rights in the workplace.

  • 1924: Henry Gerber founded the first gay rights organization, The Society for Human Rights. It aimed “to promote and protect the rights of LGBTQ+ people, including the right to work.”
  • 1969: Patrons of the Stonewall Inn in New York City clashed with police, who attempted to raid the establishment. The event is credited with igniting the modern LGBTQ+ rights movement.
  • 1974: Rep. Bella Abzug (D-NY), along with Rep. Ed Koch (D-NY), introduced the Equality Act, which would have amended the Civil Rights Act of 1964 to include sexual orientation under the protected classes for employment.
  • 1982: Wisconsin became the first U.S. state to outlaw discrimination based on sexual orientation.
  • 1996: The United States Supreme Court decided that Colorado’s second amendment – which denied gay and lesbian people protections against discrimination – was unconstitutional, calling them “special rights.”
  • 2009: President Obama signed a Presidential Memorandum allowing same-sex partners of federal employees to receive certain benefits.
  • 2010: The U.S. Senate voted to repeal the “Don’t Ask, Don’t Tell” policy, allowing gay and lesbian people to serve openly in the U.S. military.
  • 2015: The U.S. Supreme Court declared same-sex marriage legal in all 50 states.
  • June 2020: The Supreme Court of the United States (SCOTUS) affirmed that LGBTQ+ workers were protected from discrimination under the Civil Rights Act of 1964 – a landmark decision.

To engage a new generation of workers and clients – many of whom choose careers, products, and services based on businesses’ diversity and inclusion practices – organizations must reexamine their workplace culture and policies. In the next section, we provide guidance and strategies to make your recruiting and talent management programs as inclusive as possible and how to address LGBTQ+ issues in the workplace, as well as what steps you can take now to make your organization more inclusive for LGBTQ+ employees and candidates.


Strategies to Promote and Support LGBTQ+ Inclusion in the Workplace

While the June 2020 SCOTUS ruling represented major progress for LGBTQ+ civil rights in the U.S., there is still much work to be done to ensure every workplace has inclusive policies and practices in place. Specifically, the Human Rights Campaign’s report, A Workplace Divided: Understanding the Climate for LGBTQ Workers Nationwide, found the following LGBTQ+ discrimination facts:

  • 1in 5 LGBTQ+ workers reported having been told, or had coworkers imply, that they should dress in a more feminine or masculine manner
  • 53% of LGBTQ+ workers reported hearing jokes about lesbian or gay people at least once in a while
  • 31% of LGBTQ+ workers said they had felt unhappy or depressed at work
  • The top reason LGBTQ+ workers didn’t report negative comments they heard about LGBTQ+ people to a supervisor or human resources was because they didn’t think anything would be done about it – and they didn’t want to hurt their relationships with coworkers.

Therefore, strong policies against LGBTQ+ discrimination in the workplace, benefits and other practices that include LGBTQ+ workers are essential for organizations as they compete for talent – now and in the future. Below are suggestions for how your organization can improve LGBTQ+ inclusion, as well as how to attract and engage candidates from the community.

Create a Formal Policy to Reduce LGBTQ+ Discrimination

If you want to display your commitment to LGBTQ+ workers, setting formal policies outlining your expected behaviors organization-wide is a good place to start. Not only is this important in terms of communicating your organization’s support of LGBTQ+ employees and the community, but it also helps reduce compliance risks and costly discrimination litigation.

Specifically, the policies you put in place should support all employees’ understanding of what type of behavior is inappropriate, while also clearly communicating that harassment and homophobia in the workplace will not be tolerated. In particular, your anti-discrimination and harassment policies should address sexual orientation, gender identity and gender expression as prohibited grounds of discrimination. You may also want to provide examples of what discrimination and harassment look like to further educate employees. Finally, be sure to check with your legal department before enacting formal policies to ensure you are in compliance.

Support LGBTQ+ Workers by Using Gender-Neutral Language

Likewise, using gender-neutral language when writing and speaking to employees and job candidates can go a long way in making members of the LGBTQ+ community feel visible and included. First, examine the language on your career site, in recruiting messaging, during interviews and in other internal policies to make sure the copy is not exclusionary. Furthermore, while reviewing your career site, consider all the ways that gendered language enforces stereotypes and erases the existence of genderqueer and gender non-binary people within organizations. For example, instead of using “he” or “he/she,” it is acceptable – and, in some cases, preferred – to use “they” as a singular, gender-neutral pronoun. In fact, this is the practice of many major news and media outlets, such as The Washington Post.

Similarly, your organization should also review the language in your employee dress codes. For instance, instead of outlining appropriate workplace attire for men and women, you could simply state that all employees must dress to meet professional standards.

Reevaluate Your Benefits 

Additionally, to ensure your benefits package meets the needs of LGBTQ+ employees, it’s also important to understand their specific needs related to medical coverage, parental leave, bereavement and any other benefits you may offer. To that end, benefits that appeal to the needs of LGBTQ+ candidates are likely to attract more qualified candidates and help your employer brand stand out.

As an example, some organizations have progressive benefits packages that include coverage for drugs related to HIV/AIDs (including PrEP) and coverage for transition-related costs (including gender affirmation surgery.) Again, ensure you’re using inclusive language and perform regular reviews to ensure your benefits package remains relevant to your LGBTQ+ employees.

Provide Training for Managers

Meanwhile, managers should also be invested in the care and wellbeing of those who work for them and are also responsible for ensuring their teams interact professionally and respectfully. Plus, managers are often the first point of contact for questions around health benefits, dress code, use of restrooms, etc. As such, it’s important that they’re able to answer questions confidently and respectfully – or know where to direct an employee if further support is needed.

Granted, some managers will defer any uncomfortable questions to HR for fear of saying the wrong thing. But, a manager who understands the organization’s stance on these issues and is comfortable discussing it also sets the tone for inclusion in their department; training leads to confidence.

Support LGBTQ+ Employee Resource Groups

Employee Resource Groups (ERGs) are voluntary, employee-led groups made up of individuals who come together based on common interests, backgrounds, or demographic factors, such as gender, race or sexual orientation. ERGs provide safe places for people to meet, support each other and talk about issues related to the LGBTQ+ community in the workplace.

By supporting ERGs, you communicate to your workforce – and potential job candidates – that your organization supports the LGBTQ+ community. In turn, this can help boost retention and also improve your employer brand for job candidates researching your organization.

Support Gender Identity: Gender Neutral Policies for Talent Acquisition & Talent Management

lgbtq in the workplace

Gender transition refers to the process that some trans people undergo to affirm their gender identity. For some people, their transition may include changing their name and how they dress. As outlined by both the Human Rights Campaign and The 519’s Creating Authentic Spaces, gender transition guidelines ensure that there is an institutional protocol on how to support an employee who transitions.

However, there is no singular way for a person to transition; this is a personal process that is defined by the individual and, as such, it’s integral that these guidelines and any formal documents communicate that. Therefore, transition guidelines should delineate the responsibilities and expectations of supervisors, colleagues and other staff, as well as clearly state that any employee who wishes to transition will be supported.

Combating LGBTQ+ Discrimination in the Workplace: How to Support LGBTQ in the Workplace

If your organization is looking to have more of an influence in the LGBTQ+ community, you’re not alone. Many organizations have played an important role in the progress of LGBTQ+ rights by displaying public acts of support and becoming regular sponsors of annual pride events around the world. As a matter of fact, a record 206 major corporations signed an amicus brief in the spring advocating for the Supreme Court’s June 2020 decision protecting LGBTQ+ individuals from workplace discrimination.

At the same time, many organizations are also increasingly making business-critical decisions about recruitment practices, employee resource groups, and employer branding that embrace and welcome the LGBTQ+ community. Next, we’ll outline how your organization can better support LBGTQ+ employees and the communities they represent.

LGBTQ+ Diversity and Your Supplier Network

While many organizations have a formal code of conduct for employees, fewer extend this code to their suppliers. Ensuring suppliers align with your organizational values around LGBTQ+ inclusion goes a long way toward supporting LGBTQ+ workers. For instance, consider where your organization orders office supplies, goes to for catering, hires for cleaning, etc. These are all examples of opportunities to support organizations that are committed to LGBTQ+ inclusion and diversity.

One of the best ways to get your organization in front of many diverse suppliers is through non-profit LGBTQ+ organizations that work to connect diverse suppliers with the corporations looking to do business with them. The following organizations are a good place to begin:  

Updating Recruiting & Hiring Practices for the Future

Building an inclusive organization starts with recruiting and hiring a diverse set of employees. Unfortunately, conscious or unconscious bias against LGBTQ+ applicants can prevent them from getting hired, and prior studies found evidence of bias against LGBTQ+ job applicants. 

Many LGBTQ+ workplace issues begin before a person is hired. The selection process can also be full of challenges for an LGBTQ+ person. For example, studies using résumés indicating that they belong to gay menqueer women and transgender applicants received fewer callbacks compared with résumés without any indication that the applicant was gay, queer or transgender, respectively. A similar study compared matched pairs of women – in which one woman in the pair was transgender – finding a net rate of discrimination of 42% against transgender applicants, illustrating LGBTQ+ employment discrimination is still a persistent issue.

Clearly, qualified applicants should not have to hide their identity to get a job. Yet, one in 10 LGBTQ+ people reported removing items from their résumé to hide their sexual orientation or gender identity (SOGI) from employers. Alternatively, strategies like blind résumé screening – removing names, gender signifiers and affinity-group affiliations – can help reduce unconscious bias in hiring decisions.

In the meantime, start training recruiters and hiring managers on the many forms of unconscious bias that play out in the hiring process to ensure they’re selecting the best person for the job – regardless of perceived differences. For instance, consider whether your recruiters know how to interact with references who might not be aware of a previous employee’s gender transition (for example, a candidate’s previous employer may have known them by a different name and as a different gender).

Along the same lines, also consider where your job postings are advertised and how they’re written: Do they use gendered language? Are they reaching a diverse range of communities and people? Also, consider posting to job boards and relevant publications that are geared toward LGBTQ+ communities.

Intersectionality & Inclusion  

Many LGBTQ+ employees and job candidates are subject to discrimination based on their sexual orientation and other aspects of their identity. Furthermore, traits such as race, gender, religion and immigration status can also intersect, which may lead to the individual experiencing discrimination on multiple fronts. 

Today, most diversity and inclusion efforts include equity as a dimension, which gives everyone equal opportunities to develop and considers their background and the unique challenges they face. But, because the LGBTQ+ workforce is not a monolithic group with a single set of experiences and needs, avoid categorizing LGBTQ+ employees as a siloed group when crafting your diversity and inclusion strategies. Instead, if you want to build a truly effective diversity and inclusion strategy, start with a foundation grounded in intersectionality, which provides a lens to create and refine innovative and meaningful solutions that truly include everyone.

Moreover, to combat LGBTQ+ discrimination in the workplace, analyze data on pay and employee engagement – separating out variables of race, gender, sexual orientation or physical ability – to get a better picture of intersectional challenges within your organization. While this approach may seem complex, it’s necessary to improve inclusion. Also, note that intersectionality doesn’t require creating countless subgroups for each possible intersection. Instead, diversity and inclusion leaders, as well as ERGs, should educate employees on intersectionality to help everyone understand all of the possible contextual life factors of their LGBTQ+ colleagues and the experiences that these unique identities create.

LGBTQ+ inclusion in the workplace is fundamentally the right thing to do, and making the business case can sway those on the fence about the importance of LGBTQ+ inclusion. But, ultimately, as talent professionals, providing a space for all employees to thrive and bring their authentic self to work is what’s most important in the fight against LGBTQ+ discrimination in the workplace. As the march for equality continues, it’s beneficial to use multiple strategies to achieve a world in which LGBTQ+ people are celebrated for their diversity and unique experiences.

Only 5% of organizations say they’re succeeding with their DE&I initiatives. Download our free research report, Diversity & the Candidate Experience: Identifying Recruitment Pitfalls to Improve DE&I Outcomes, for insights into how to improve diversity recruitment outcomes.