Good Practice Guide Diversity in Recruitment to ... - The Civil Service

Good Practice GuideDiversity in Recruitment to the SCS

CONTENTSForeword 1Bill Jeffrey, Chair, Diversity Champions NetworkExecutive Summary 2Accountability for recruitment 4Job descriptions and person specifications 5Working with search firms 7Appropriate and cost effective recruitment advertisements 11Using a brand when recruiting 12Integrated candidate management 13Engaging with the candidate 14Flexibility around the interview 15Use of assessment centres 15Managing high calibre individuals following recruitment 16Using Jobs Online (formerly the Civil Service Recruitment Gateway) 20Management Information 21Conclusion 23Annex: How the guidance came about 24

ForewordThe Civil Service is committed to creating a more inclusive and diverse environmentfor its entire workforce. Promoting Equality, Valuing Diversity – A Strategy for theCivil Service builds on what we have already achieved and reflects the drive tomainstream equality and diversity further into every aspect of our business.We have made steady progress on representation over the last decade but muchmore remains to be done. As the Civil Service Diversity Champion, I chair theDiversity Champions’ Network which is made up of board-level members from eachgovernment department. One of the aims of the Network is to identify and sharegood practice. We therefore commissioned Moloney Search to help us developguidance to support the recruitment of people from under-represented groups by:raising awareness on the importance of integrating diversity good practicethroughout the recruitment process;helping recruiters and line managers be more creative and proactive inaddressing diversity;challenging current thinking; anddeveloping the capability of people involved in SCS recruitment.I hope that you find the guide a stimulating read and useful in helping to increase thediversity of the Civil Service.Sir Bill JeffreyPermanent SecretaryMinistry of Defence and Civil Service Diversity Champion1

EXECUTIVE SUMMARYOverallDiversity targets are more likely to be achieved if clear leadership andaccountability for delivery are identified.A clear understanding of the diversity targets should be achieved in eachdepartment. This information should be used to inform the recruitmentstrategy for each vacancy.Identifying a VacancyRigorous analysis of the job description and job specification should beundertaken to ensure that they are relevant to the current situation and oftenmay need to be re-written. The person specification needs to be analysed tomake sure that the identified 'essential criteria' are truly relevant to the job andnot just seeking to replicate the current or previous job holder’s style or way ofdoing things.Designing a Recruitment ProcessEnsure all processes used are diversity proofed (including any cultural bias inassessment centres).Consider and decide the most appropriate recruitment strategy for the post(s)open for recruitment.Ensure that there is capability to address any disability access issues.Develop a clear understanding of the brief to be given to search consultantson what diversity outcomes are expected at all stages of the process – makethis a part of the recruitment criteria. Set the consultants aspirational targets.Have an open and honest conversation with prospective consultants at theoutset to assess how capable they may be in helping to achieve theseaspirations, e.g. how capable are they of widening their search brief and whatoutreach work are they prepared to undertake. Use this knowledge to informthe decision about which consultants to use.Involve a search partner early and spend time with them helping themunderstand your department. Bear in mind that short timescales will workagainst achieving more diversity.Be proactive in engaging with the consultants on outcomes, and be preparedto review the process if you feel they are not doing enough.2

Nurture good relations with search firms who are proactive about diversity.Take action to make the ‘businesses of your department more attractive to allpeople, and seek ways of communicating this to diverse communities.Assess your advertising strategy to ensure that all avenues for reachingdiverse communities are utilised. Seek advice from media agencies.Ensure that people identified through various methods are brought together togo through the same process.Provide the name of a key person who can give more background to the joband the Civil Service. This is particularly important for candidates from othersectors.Ensure people on recruitment panels have a good understanding of diversityissues and good practice in fair and equitable employment.Ensure recruitment panels have representation from under-representedgroups. If this is not feasible arrangements should be made for a diversityexpert to participate.Selection and making a job offerWhen making the final selection decision, look critically at whether anyunconscious bias is affecting the decision. Often we tend to select in our ownimage: this is likely to work against achieving greater diversity.Post-selection, the names of all applicants should be kept on a database forfuture reference, including those people from under-represented backgroundswho were close to being appointed. Prior permission must be sought from theindividuals concerned and data protection issues must be taken into account.Following RecruitmentUndertake an evaluation of how well the recruitment process worked andwhether there are any lessons for the future.Put in place effective development and training opportunities within yourdepartment to develop the internal ‘pipeline’ for under-represented groups.3

ACCOUNTABILITY FOR RECRUITMENTThe Civil Service is committed to diversity. However the achievement of diversitytargets can appear even more challenging when there are other business prioritiessuch as headcount and financial restrictions. In order to address this, there needs tobe a consistency of ownership or drive at senior management levels to take diversityforward; people need to know why it is important not just in general terms, but how itlinks to business objectives.Line managers can sometimes attach less importance and give less time torecruitment than their counterparts in the private sector. In a number of large,private sector organisations with some of the best track records in this area CEOshave been involved in appointments up to 3 or 4 levels below them.It is important that accountability for recruitment rests with line managers because: this ensures that there is clear ownership and authority at a local level to takeinnovative action in pursuit of achieving diversity in the SCS; HR has a key strategic and advisory role to play, but not the authority toprioritise the achievement of diversity targets in line with other businesspriorities; and Line managers can keep the issue on the business agenda and ‘role model’the appointment of diverse individuals.Issues to be AddressedAccountability for recruitment and the development of senior people shouldrest with line managers and this should be reflected in job descriptions andannual performance management objectives. HR Directors should act in astrategic and support capacity providing guidance, consistency and goodpractice as necessary.Overarching diversity targets for improving the number of women, BME anddisabled individuals within the Civil Service should be communicated to allstaff by senior leaders explaining how these links into the annual businessobjectives of each department.Each department should continue to build diversity objectives into its businessplan for a given year and spell out how achieving these fit with departmentalbusiness objectives.It is critically important that all line managers feel personally accountable forachieving their department’s diversity targets. To achieve this, at thebeginning of each year, all line managers should know what they must do tocontribute to the divisional targets and understand how they will be measuredon it.These issues should be explicitly reflected in departmental and personalperformance review schemes.4

Line managers should lead recruitment interviews for their direct reports andfurther down the management line when possible.Line managers should be trained in diversity and inclusion issues.DO YOU…Discuss the importance of recruiting under-represented managers anddeveloping diverse leaders as a regular agenda item at business meetingswith a report on the extent to which targets are being met?Act as a role model for diversity by owning and driving the policy, regularlyreinforcing how the activity fits with business objectives?THE USE OF JOB DESCRIPTIONS AND PERSON SPECIFICATIONSOften, when a role vacancy becomes apparent, there can be a tendency to ‘dust off’an existing job description and person specification rather than assessing thevacancy from scratch. This can have the discriminatory effect of not fully consideringthe extent to which the specification is actually relevant to the job, and can workagainst introducing new blood to the team or considering the extent to which the rolecould be delivered in a different way. There is also a tendency to recruit into whatthe role has become (as the current incumbent has grown and developed), ratherthan the essential requirements of the role itself.In most recruitment exercises the first point of contact with a candidate is the releaseof a job description and a person specification that concentrates on essential workexperience and the professional skills for government requirements. This oftendoesn't offer the opportunity to bring the role alive. While this is often unavoidable, itcan have the effect of narrowing the field of potential candidates.DO YOU…Consider the extent to which a role could be reshaped to attract morediverse candidates, without biasing the documentation in favour ofparticular individuals?Focus in job descriptions and person specifications on the skillscandidates need to be successful in the job, rather than work experiencethey have, as this will extend the pool of possible candidates?5

Consider focusing the job description and person specification ontransferable skills that will be of benefit to the Civil Service as a wholerather than a specific role?Rigorously assess the 'essential criteria' for relevance to the role in termsof delivery and removing unnecessary qualifications?Take a manageable risk when recruiting people who may bring widerrelevant experience to the job, but may not be drawn from traditionalpools?Consider how you might make the job attractive to a disabled person?Consider how you might make the job attractive to job-sharers and parttimeworkers? For example, advertising all posts as open to part-time/jobshare/flexible working unless there is a robust business reason why this isimpossible. See link www.civilservice.gov.uk on the Jobs tab for guidanceon job-sharing and case studies of successful job-sharers at all grades.CASE STUDYRECRUITMENTThe Crown Prosecution Service (CPS) has implemented a number of changes to itsrecruitment process to ensure that its diversity targets are met.CPS has simplified its recruitment process, basing it on clear job descriptions,person specifications and work based assessments and implementing a processof continuous review and improvement. Diverse panels are used during eachstage of recruitment.The use of open competition for posts, where such competition is likely to yield amore diverse applicant pool, has been maximized.Informal and proactive outreach activities take place to promote CPS as anemployer of choice, e.g. career talks.Recruitment advertising has been radically overhauled and a more moderninclusive image that conveys commitment to equality and diversity is now used.This refreshed approach to advertising has attracted commendations andindustry awards.Contract expectations for search consultants on equality and diversity are set.Ownership for delivering local diverse workplaces was given to local managers6

CASE STUDYWORKING WITH DISABLED PEOPLEIn response to low representation of employees with disability, the BBC launched the‘Access all areas’ initiative. One element of this is ‘Extend’, a work placementscheme for talented people with disabilities. The scheme offers 16 weeks of paidwork placements. The main benefits of this scheme have been that it has proved anentry point into broadcasting and has also helped to educate managers on becomingmore comfortable and confident with policy and good practice in relation to disabledemployees.As a follow up to this, the BBC Access Unit has been set up to provide informationand services to BBC disabled staff and their managers. The main services that areprovided by the unit are: assessments, support and liaison with other departments.The purpose of the unit is to ensure that disabled employees are given a levelplaying field.WORKING WITH SEARCH FIRMSExecutive search firms (head-hunters) are involved in many senior appointmentswithin the Civil Service. Consider carefully what your market options are, andwhether there is a strong enough internal market which could be drawn on initially.However increasingly a twin-track approach – seeking potential internally andexternally simultaneously – is being used.Executive search firms can make a real difference to increasing the mix of diversecandidates who are interviewed for, and join the SCS. A measure of success will bewhen diversity is an integral part of the briefing process and that departments areproactive in managing this process and relationship.There is a fundamental difference between executive search firms and recruitmentagencies. Recruitment agencies hold candidates on their files that are activelylooking for a job change and speak to them in advance of recruitment projects.Executive search firms work to a specific client brief and make direct approaches tocandidates who are not actively looking to make a move. There are also search andselection agencies: the selection side of their businesses specialises in handlingadvertised recruitment.With some changes to current practices, executive search firms and otherrecruitment agencies can be deployed more effectively by the recruiter to identifyand attract diverse candidates. Executive search firms can provide better value formoney to departments in their search for diverse candidates if departments look tomake better use of the skills these firms offer.The check list below gives an indication of when best to use a search firm, agency oradvertising when recruiting:7

When to use a search firmSEARCHFIRMNeedingto targeta specificaudienceVery broadbriefrequiring awide skillsetShorttimescalesA desire touse thevacancy todo broaderPR AGENCY ADVERTISE A difficultandspecificskill setrequiredSearch firms should look to provide more than a list of top quality diverse candidates.They should map the market on each job they undertake and provide added valueconsultancy services on many aspects of the recruitment processes.Recruitment assignments for the SCS, and particularly the early research phaseswhich are vitally important in finding a wide range of candidates, are currently carriedout under great time pressure which mitigates against identifying a diverse pool ofindividuals - diverse candidates tend to have comparatively lower profiles and needmore search work to identify them. By contrast the later stages of an assignment arefar more protracted and risk losing good candidates through lack of momentum.Those who are responsible for recruitment can establish relationships with one ormore search firms outside the context of specific searches. Most search firms wouldbe happy to explain the services they offer in a general way outside a specificrecruitment assignment. Recruiters could also find out which search firms otherdepartments use and share information.Before selecting a search firmEnsure you have a full and thorough brief.Assess the current diversity make up of both the team and department therecruit will be joining.Have a note of the aspirational diversity targets for your department.Have conversations with relevant stakeholders regarding specific diversitychallenges your department might face and how the vacancy could appeal todiverse audiences.Identify and discuss the involvement of key diversity role models who thesearch firm could talk about and who could potentially meet candidates.8

When selecting a search firmRequest a list of successful assignments where they have placed candidatesfrom under-represented groups over the past 3 years.Ask what systems they use to track their success in this area and ask to seethe results for the last year.Take up references from other organisations.Consider the extent to which they are resistant/defensive/enthusiastic whenasked questions around diversity.Be clear with consultants about the level of expertise, time and quality of inputwhich will be dedicated to your search, including details about how extensivethe search will be.Review the extent to which they ‘map’ the market in the areas they aresearching in and share this information with their client.Ask what experience they have with recruiting in the geographical arearequired.When briefing a search firmIntroduce them into the process early on.Spend time helping them understand your department, the historysurrounding the vacancy, its interfaces and what a successful candidateshould deliver etc.Ask them to spend time with other people in the department where thevacancy is, to help them understand the role in more detail.Set aspirational targets for them to work towards (for example, ask the firm toprovide at least one female and one BME candidate on the shortlist). Be veryclear on how diverse you expect their lists to be and what this means to you.Agree where the search is to take place and which communities in particularshould be targeted.If the search does not go according to planEnsure the search firm understands the issues raised in not producing adiverse list.Encourage them to speak to you throughout the process about any issuesrelating to diversity and if they are not managing to “reach out” to the right9

candidates. This will allow you to re-group and brainstorm before the end ofthe research phase.If the final list produced is not diverse have a check list of questions and areasto look into to understand the reasons why and work through these incollaboration with the search firm.If you feel from looking at their research work that they did not attempt tocontact enough diverse candidates or did not map the market of potentialindividuals fully enough (which can lead to a restricted field), consider thefollowing: Withholding their shortlist payment, if the agreed outputs have not beenachieved. Not using them again on similar projects.DO YOU…Ask the search firm to advise and help draw up the job description?Research suggests that working in partnership in this way leads to a muchmore successful, diverse slate of candidates to choose from. Allow sufficient time for a search? You should allow a minimum of 6weeks from ‘sign off’ of the brief to presentation of a full and diverseshortlist. Occasionally, if there is a big area to target, 6-8 weeks may beneeded.Always need to ask for a long list? You could rely on the search firm toprovide a balanced and diverse shortlist and audit or carry out ‘spotchecks’ on their processes on occasions.CASE STUDYGETTING MORE VALUE FROM A SEARCH FIRMA major bank entered a strategic partnership with a leading search firm to review thebank's recruitment practices. The search firm:Took briefings on all of the business units within the bank so that they were fullyinformed on all aspects of these organisations.Interviewed all Managing Directors and HR Directors in these business units todiscuss all their recruitment policies and potential issues.Ran focus groups and workshops with senior groups and specifically the bank’ssenior female talent network.The outcome was new guidelines incorporating proactive suggestions for talentpipeline policies and advise on how to bring more women into the organisation.10

APPROPRIATE AND COST EFFECTIVE RECRUITMENT ADVERTISEMENTSOpenly advertising a forthcoming appointment is advisable in order to reach a widerange of candidates. It can also be very expensive. You need to be clear aboutwhether it is cost effective in comparison to other methods you could use to attractdiverse candidates, and consider alternative ways of advertising, including makingmore use of online facilities.It is important to consider not only whether to rely on a search firm to deliver yourdiverse candidates but which medium gives you the statistically increased likelihoodof reaching a high calibre diverse talent pool. Several targeted, smaller adverts inselect press could be more effective than one large main stream advertisement.In order to ensure you are getting good value for moneyCheck with the media agency the target audience figures.Look at the results of adverts for similar posts across different media.Build up a portfolio of success stories where adverts have attracted diversecandidates and work out what common factors they had. Was it the wordingof the advert or the fact it was placed in the correct publication?Consider using established networks to spread the word about potentialvacanciesIssues to be addressedAsk partner recruitment agencies (if used) for advice when advertising, even ifthey are not handling a search at the same time.Look to build relationships with a media agency (as well as recruitmentagencies that might handle the response) that has expertise and knowledgeregarding which positions attract the best responses, and can advise on‘diversity reach’. They should be able to provide guidance on the best mediumto use to provide the best results.Review the wording of all advertisements to make sure they are inclusive; andconsider running a focus group internally with diversity groups to test whetherwording is off-putting. Adverts should convey the themes of pace, passion,professionalism and pride.Concentrate on skill sets rather than work experience to attract and capturethe widest diverse audience.Ensure the advertisement covers any support you are able to give disabledpeople.11

CASE STUDIESEFFECTIVE ADVERTISING AND VALUE FOR MONEYCase Study AThe Regional Development Agencies had placed a series of advertisements in localand national press to try to reach a diverse audience of potential candidates whowould be interested in sitting on RDA boards.However, in two regions, there was a real paucity of diverse talent who applied and aspecific lack of any credible female candidates.Senior Ministers were concerned about the factors that were leading to this andcommissioned Moloney Search to conduct a survey of over 600 women in the tworegions. The researchers were asked to check whether it was location, timing, theappeal of the posts, was it not inclusive, off putting to women etc. One of the mainfindings was that 65% of the women had not seen the advert in the first place.Case Study BIBM has conducted in depth research around how to become more attractive totalented women. Based on this research a number of programmes have beendeveloped, including one specific to making their advertising more effective:IBM is profiled on the website run by the women's organisation, Aurora, and uses thewebsite to advertise job vacancies. Aurora feeds back comments while a campaignis running, checking whether women are attracted to it and that the message is right.The site was also used to post stories and role model profiles.Advertising campaigns are tracked and responses are measured then fed back intothe recruiting process. As a result, IBM took out the word ‘IT’ in an advertisingcampaign for consultants as it discouraged women from applying.USING A BRAND WHEN RECRUITINGMany departments use their own brand when advertising or on application forms.However, wider benefits can be achieved by using the Civil Service brand as awhole, including publicising the appointment of under-represented people acrossWhitehall. Government and the SCS tend to be grouped together in people’s mindsas a ‘big grey unknown employer’ and an exposition of the workings of the CivilService would make the organisation far more accessible to people not alreadyfamiliar with it.12

Consider what is best for you and invest in building an employer brand and developstrong and positive PR around it.CASE STUDIESBRANDINGAurora believes employee reputation is key to attracting diverse people. In theirexperience the most constructive thing organisations can do is to be seen to beputting something back to the minority group they are interested in employing andbuild up an employer brand.Accenture really mean what they say about looking after their female employees anduse it in their branding messages very effectively - e.g. they give paid time off for IVFand they make sure they are very visible at women’s events.The West Midlands Police developed a strong brand, had a big successful PRcampaign and were able to recruit very successfully.Sainsbury’s and McDonalds have transformed their hiring of women by extensivemarketing collateral and building a really strong message around being an employerof choice for women.Organisations also need to convey the message that they are actively recruiting anddo have vacancies. Deloitte have had 600 vacancies a year in the past in theirvarious groups, and they use this as a positive message for the brand as a whole.INTEGRATED CANDIDATE MANAGEMENTCandidates who respond to advertisements should be integrated with thoseidentified through a search. Both sets of candidates should be handled at all stagesby the search firm so the process is fair and even, whatever route the candidatecomes through.Issues to be addressed when managing a selection processThe timing of the advertisement should not be agreed in isolation from thework of the search firm. The advertisement should run in parallel to anyresearch conducted.A full audit trail of the search as well as the advertisement should beexpected.Your department or an external agency or consultancy could be givenresponsibility for owning all high-calibre diverse candidates who make it toshortlist stage by either route (search firm or advertisement).13

These candidates could then be contacted for other vacancies that come up.If departments are prepared to invest in this, time can also be spentnetworking with these individuals, identifying other candidates through themand spreading a positive PR message among their peers.ENGAGING WITH A CANDIDATEResearch has shown that recruitment to the SCS can sometimes be process driven.This does not always address the needs of candidates from outside the Civil Servicewho may require a detailed exposition of what working in Whitehall is about.Whichever recruitment method is being used it can be very effective to engage thecandidate at several points throughout the process. This has particularly positiveeffects on attracting candidates from under-represented groups. The more effort andtime that goes into hiring them the more likely it is that they will accept an offer andspread a positive message about the process. Informal feedback about the processamongst diverse candidates can have a very positive impact on recruitment.If candidates have been approached by an executive search firm they are probablynot looking for a job and they may have been placed in many of their roles to datethrough powerful advocacy: they may expect this again.Line managers and other key staff should look to spend as much time as possiblewith the candidate at all stages of the interview processDO YOU…Provide examples of role models within your department from similarbackgrounds?Ensure that managers have been trained and briefed on reasonableadjustments?Provide someone to act as an advocate of the role and your department atfirst round interviews?Offer one-to-one informal chats or telephone conversations with thecandidates? These informal conversations can uncover issues orconcerns that can be addressed straightaway, which the formal part of theprocess does not encourage. The sessions would need to be offered to allcandidates to make sure the process is fair to all.Make the job offer personally? If using a search partner, this can be doneonce it is clear that the offer is acceptable to a candidate. At this stage youshould again offer to meet the person so that any outstanding concernscan be addressed.14

CASE STUDYUSING A RECRUITMENT BUDDYAccenture supports candidates from under-represented groups by providing a“recruitment buddy” for guidance, usually during the second round interview stage ofthe recruitment procedure. This helps to ensure that the process is as supportive aspossible and that every candidate has the best opportunity to display their truepotential.FLEXIBILITY AROUND THE INTERVIEWThe current interview processes within departments are not always conducive tosuccessful diverse recruiting and can be both too long and too impersonal. The useof large interview panels is not common practice outside the public sector and cansometimes be off-putting for people who do not have experience of them.DO YOU…Try to be as flexible as possible regarding the interview? e.g. time of day,location etc. This would make candidates feel that the organisation isreally interested in them and avoids the ‘take it or leave it’ sense conveyedby a fixed arrangement. Access issues will be particularly important todisabled people. Ensure that recruitment panels contain individuals from diversebackgrounds and are not unnecessarily large?USE OF ASSESSMENT CENTRESAssessment centres are often used as part of the recruitment process and can addmore value than interview panels if they are ‘diversity proofed’. Research carried outby Pearn Kandola on behalf of the Home Office in August 2004 indicated that themost successful candidates at assessment centres tended to be white males whohad previous developmental experiences, often as part of a 'Top Programme'.Issues to be addressed when using assessment centresIt can be very effective when assessors have been trained in diversity andinclusion and this can be particularly helpful when using competency basedinterviews.15

Exercises should be designed so they have no adverse impact on diversecandidates (e.g. some women may be less assertive in a male dominatedgroup; some BME women may not challenge male authority).Allowances should be made if a candidate has limited experience in an areawhen viewing an individual’s performance on a centre.Those who are responsible for recruitment should look to ensure that anygroup exercises and psychological tests used are not solely calibrated againstUK and US norms as this could adversely affect the chances of somecandidates from a BME background or a different culture.Psychological tests are best used as a vehicle to ask more questions of acandidate rather than an objective source of data in their own right.Assessors should be chosen from among line managers and HR and ideallyshould come from a diversity of backgrounds.All assessors should be briefed in the measures and exercises used at thecentre.DO YOU…Communicate and manage the candidate’s expectations before theassessment centre? Use some of the time at the start of the exercise foradvocacy to all candidates and talk through some of the very positiveaspects of working in SCS.Ensure allowances are made to cope with any disability a candidate mighthave e.g. dyslexia?MANAGING HIGH-CALIBRE INDIVIDUALS FOLLOWING RECRUITMENTFollowing the recruitment of high-calibre individuals, particularly those from underrepresentedgroups, it is important that support processes are put in place not only toaid retention but also to demonstrate to future potential recruits that the Civil Serviceis a good and diverse culture within which to work.16

Ideas for managing new recruitsEach individual should have a development plan which is reviewed with anexpert in leadership development from HR.Schemes to enable high potential people to shadow others should beintroduced along with a ‘buddy’ programme.A department-wide mentoring scheme could be set up, offering mentors toindividuals from under represented groups. Mentoring is where people arepaired with a more experienced person from outside their immediate area inan environment of mutual trust. This provides an excellent opportunity to forminternal networks.Many Departments use a reverse-mentoring scheme. This is where a morejunior member of staff of diverse background shadows a senior executive andgives feedback on how they handled meetings or other situations, includingreferences and sensitivity to diversity. This is a very effective way ofeducating colleagues and senior managers in how to handle the more subtleissues of dealing with people different to themselves.Establish special interest group websites containing networking information,job opportunities and development opportunities.Hold regular meetings for under-represented groups with high profile peoplefrom across your department and external speakers together with an annualconference.Make full use of the ‘Leaders Unltd’ development scheme when appropriate,as delivered by the National School of Government.DO YOU…Discuss with colleagues in other departments the extent to which crossdepartmentalmentors could be used?Engage executive coaches to help high potential individuals build onstrengths?Publicise this development scheme externally to attract more candidatesfrom under-represented groups?17

CASE STUDYMANAGING DIVERSE POPULATIONS HOLISTICALLYSafeway Inc was the 2006 Catalyst Award Winner for its ‘Championing Change forWomen: An Integrated Strategy’ Initiative that led to the representation of women atVice President level rising from 12% (2000) to 25% (2005). This was achieved by:Effective communication of the business case for diversity; distribution of leaflets,videos, CEO communication at town-hall conferences.A structured and formal leadership development plan. Each retail line manager isset targets for minority-group candidates that they should advance onto the plan.Four leadership network groups—Women, African-American, Asian, andHispanic—have been set up and are open to all. They are actively supported bysenior leaders. Networks provide development and visibility.Communication of career development opportunities is transparent and open. HRkeeps a list of high potential individuals and these are targeted when newopportunities arise. Regular meetings are held with the high potentials to discusscareer interests and potential opportunities. Line managers encourage minoritygroups to nominate themselves for ‘stretch positions’.Formal mentoring programme for all employees. Many mentees are coachedonto the leadership development plan.A Work-Life programme.A rigorous accountability framework ensures the management and tracking oftargets. Managers are assessed on their progress towards diversity goals. Thehighest rating affects a manager’s bonus pay by up to 10%.18

CASE STUDYMANAGING A DIVERSE PIPELINEA major drinks company has been very successful in hiring senior women. Withstrong leadership and motivation from the top of the organisation, they put theirsuccess down to the following factors:They link diversity initiatives back to the organisation’s business objectives andcommercial success.Recruiters also work in line management roles at some point in their career.Understanding behavioural issues rather than what a person should ‘look like’ forcertain roles has helped transform the way they recruit with a marked impact ondiversity.They have family friendly policies and flexibility in time off work, with very seniorpeople acting as role models (e.g. a CFO who always works from home on aFriday).They identified roles that could easily be married to flexible working hours andfound that this was a strong motivator even if people only worked in such a rolefor just 12 months. In roles where flexible working is used, outputs aremeasured.They have invested in technology to act as a real enabler for working from home.They have asked diverse groups what they want from their work and reallylistened to them.They tackled one area of diversity at a time.They use central talent pools for the top individuals in the organisation.19

CASE STUDYMANAGING DIVERSE POPULATIONSHaving spent much energy in attracting new hires from a diverse background, IBMintroduced a number of programmes to ensure they kept them.Mentoring is seen as a valuable way to develop women of potential. Allemployees are encouraged to take part across the globe through an e-mentorweb site.IBM started the ‘Women in Business’ network when no other networks of thistype existed. Cross corporate networking brought senior women together toshare experiences and mentor each other.Best practice roundtables are hosted for Opportunity Now; and IBM hassponsored Everywoman for seven years and promoted the launch of a series ofbooks to help women in business.IBM also supports other organisations such as Shell, BP, HSBC and Reutersthrough their networks, the BP consortium and the International Women ofExcellence.Keeping track of alumni and then running networking events helps them to reengageand stay in touch with people who do leave and may wish to return at alater date.When an employee takes an extended absence e.g. maternity leave, IBM seeksto ensure they do not ‘fall through the cracks’ by setting up ongoing dialogues,ensuring careers are still managed or pairing them up with a ‘buddy’.USING JOBS ONLINE (formerly called THE RECRUITMENT GATEWAY) TOADVERTISE ALL VACANCIES TO ENSURE PEOPLE FROM UNDER-REPRESENTED BACKGROUNDS GET AN OPPORTUNITY TO APPLYJobs Online found on - www.careers.civil-service.gov.uk - is the site of first choice forcentral government recruitment. It provides departments, agencies and accreditedNDPBs with free online recruitment advertising. Job seekers benefit from a jobboard, CV matching and job notification alerts, with a password protected area forinternal vacancies and cross-government HR use.All departments should be advertising all their vacancies on Jobs Online which iswidely used by job seekers at both the SCS level and the level below20

DO YOU…Give accountability to one section in your department for making sure alljobs are advertised on Jobs Online (formerly called the Gateway) to takeadvantage of the fact that the site is visited by a vast population ofpotentially diverse people?INTRODUCING EFFECTIVE MANAGEMENT INFORMATION SYSTEMS IN EACHDEPARTMENTMoloney Search found in their original research that management informationsystems could be upgraded substantially. Information gathering and evaluation withregard to candidates from under-represented groups can be haphazard. Thisprevents proper monitoring of recruitment methods and can obscure an informedview of what works and what does not.Monitoring requirements already in placeMonitoring by race, gender and disability: Staff in post. Applications for employment. Applications for promotion. Those who have applied for training. Those who have received training. Those who benefit or suffer detriment as a result of performanceassessment procedures. Those involved in grievance procedures. Those who are subject to disciplinary procedures. Those who cease employment.Monitoring by gender: Workplace benefits and facilities. Distribution of female/male employees in particular areas of work. Management of flexible working. Management of alternative working patterns (including part timework). Management of leave for parents and careers. Management of pregnancy and maternity leave. Management of transsexual/potential transsexual staff. Conduct of equal pay reviews. Redundancy. Retirement. Relocation and efficiency plan21

In addition, each department could utiliseDiversity profiles of individual teams.Pipeline information indicating the percentage of key roles that arecovered by the succession plans at any given time using a RAG statusassessment.Departmental succession plans for key roles identifying successors on a12 month/12-24 month/24 month plus basis.Half-yearly tracking reports for discussion with top leaders which coverperformance, potential, technical ability, leadership potential, experience,development plans, and suggested next role for all high potentialindividuals (those with potential to get into top management). It isimportant that these reports are as objective as possible.Data on the success of various recruitment methods.Search firms with which departments are in partnership should provideA database of candidates from short or long lists who might be suitable forother roles.Regular reports on progress in identifying diverse candidates,benchmarked against numbers of diverse candidates in the market as awhole.DO YOU…Regularly discuss management information on recruitment and diversityissues at departmental business meetings?Carry out half yearly succession planning meetings whereby the seniormanagement team review all senior positions along with high potentialindividuals who could take these roles?22

CONCLUSIONThe Diversity Champions Network believes strongly that by adopting some of thepractices outlined in this good practice guide, each department is more likely toachieve its diversity targets.It is recommended that:The guidelines are referred to regularly.New recruiters are encouraged to use them.The issues and ideas that are outlined are regularly discussed by thoseresponsible for recruitment and at team meetings.You ensure accountability is clear for recruitment and the achievement ofthese important targets.Recruiters should have diversity at the centre of their considerations ofdesign processes and job descriptions, which should be reviewed individuallyfor each separate recruitment exercise.Full use is made of the guidance available from search agencies andaspirational targets are set when commissioning them.Suitable provision is made for disabled people.You engage with a candidate from an under-represented group throughoutthe process.Full support is given to a new recruit from an under-represented group afterthey have taken up the job.For further advice please contact:Mignonne.Abela@cabinet-office.x.gsi.gov.uk or 020 727 61562 (Search Consultants)Janet.Rapicano@cabinet-office.x.gsi.gov.uk or 020 727 61862 (Diversity)Produced in 2007 and updated December 200923

Annex: How the Guide came aboutThis Good Practice Diversity Guide on recruitment to the Senior Civil Service (SCS)was commissioned by the recruitment sub group of the Civil Service-wide DiversityChampions Network (DCN).The DCN was established to provide leadership and drive to achieve the aspirationsof the Civil Service 10 Point Plan on Diversity which was launched by Sir GusO’Donnell in November 2005. This plan sets out a framework for action across theCivil Service on achieving greater diversity at senior levels and to create a moreinclusive environment.The 10 Point Plan identified the need for guidance to be developed on diversity andrecruitment to the SCS, in order to promote good practice across the civil service.In June 2006 the DCN sub-group commissioned Moloney Search to review currentrecruitment practices across the Civil Service, the private sector and the role ofexecutive search firms, looking at what works well and what the issues are whentrying to recruit a diverse work force. This research has been used to inform thebasis of this good practice guide on recruitment to the SCS which could help todevelop capacity across all departments.As part of this review, interviews and meetings were held with Diversity Championsand Senior HR leads across 16 Government departments. Meetings were also heldwith 10 of the leading search firms including Egon Zehnder, Hays Executive, Odgers,and Whitehead Mann. Over 40 interviews were held with individuals who are eithercurrently or have been in the SCS, as well as people from Fast Stream and feedergrades 6/7. Focus groups were held and interviews conducted with 16 leadingprivate sector companies, including LloydsTSB, John Lewis Partnership, Diageo,Shell, and BP.In many ways the findings have been encouraging. Compared with other sectors,women in the SCS are well represented overall and also at the more senior grades.Representation of Black Minority and Ethnic (BME) people in the Civil Service isbroadly comparable to other sectors. The percentage of women in the SCS hasalmost doubled over the last decade, with women now representing more than athird of the Senior Civil Service. The Civil Service is therefore in a position of relativestrength. This can be built on to achieve even more success in the future.Promoting Equality, Valuing Diversity – A Strategy for the Civil Service sets out thetargets we have in place to measure how equality and diversity are managed andvalued, and how well they are being integrated into business and workforceplanning. The main targets we aim to reach by 2013 (with a stretch target for doingso by 2011) are in the table below:WomenSCS %WomenTMP %BME %Disabled%Actual % (Mar ’09) 34.3 27.2 4.0 3.2Target % (2013)) 39.0 34.0 5.0 5.024

This research has shown recruitment practice in the Civil Service could be improvedto help meet these and longer term aspirations. This guide is based on outcomesfrom these meetings and is of a qualitative rather than a quantitative nature; drawingout good practice and key issues which need to be addressed to improve recruitmentpractices.25