How can you address diversity and inclusion concerns during graduate recruitment?

To achieve DEI goals the organizations need to have a bespoke hiring strategy which is independent of campus strategy. While hiring through campus is important, organizations need to tap into other channels or partners like NGO's who specialize in DEI support & have a database of available candidates. Participating in DEI jobs fairs regularly will allow organizations to access DEI talent pool both short term & long term

Structured interviewing can reduce bias. Implement this approach consistently and train interviewers on avoiding unconscious bias. Promote equal opportunities and encourage underrepresented candidates to apply. Set up mentorship or networking opportunities for them to connect with diverse employees within the organization. Make it clear that diversity is valued and supported at all levels.

Creating a diverse and inclusive workforce starts at the very beginning: graduate recruitment. Addressing diversity and inclusion concerns in this phase is critical. By implementing strategies such as blind recruitment, diversified interview panels, and partnerships with diverse student organizations, HR professionals can foster a recruitment process that welcomes candidates from all backgrounds, ensuring a strong foundation for a diverse workforce.

To address diversity and inclusion concerns during graduate recruitment: Then we can promote diversity and inclusion in graduate recruitment by: 1. Diverse panels & unbiased job descriptions. 2. Actively seek diverse candidates. 3. Train interviewers to avoid bias. 4. Communicate commitment to diversity. 5. Offer flexible work arrangements. 6. Create mentorship & ERGs. 7. Monitor and adjust the process. 8. Foster inclusive onboarding. 9. Promote diversity in leadership. 10. Collaborate with educational partners. 11. Track progress and engage with communities. By implementing these strategies, you can create a more inclusive and diverse graduate recruitment process, ultimately fostering a more inclusive work environment.

In my experience, addressing diversity and inclusion in graduate recruitment begins with setting clear goals and metrics. Defining what diversity means for your organization and establishing specific, achievable targets, such as increasing diverse hires or improving employee satisfaction, provides a roadmap for creating a more inclusive and diverse workforce

This advice is more sound than the one above. If you write dynamic it might be interpreted to mean young. If you use masculine words it may scare away women etc etc. This part is really hard, even if you have the best of intentions, your words might hit the wrong way. Be open for any feedback. I have seen some companies being very successful by communicating clearly that they have an existing diverse workforce.

From my experience, one of the best ways to make graduate recruitment more inclusive is by taking a close look at your job descriptions and requirements. Imagine these documents as a friendly invitation rather than a checklist. Make sure they're free of any language or prerequisites that might unintentionally discourage candidates from diverse backgrounds. Instead, emphasize the key skills and qualifications needed for the role. This way, you create a warm and inviting atmosphere that welcomes candidates from all walks of life.

I'd also add to have skill-based job descriptions. Instead of looking for specific qualifications or certifications, focus on skills that demonstrate how someone can get the job done as well. Keep it to what is core to the job and put some thought into the evolution of the job as well: what are you willing to upskill someone on potentially?

My suggestion is simple: strive for inclusivity in your job descriptions. Take a close look at your language and terminology to ensure it doesn't inadvertently discourage potential candidates based on gender, ethnicity, or background.

It is key here that hiring managers remember that there is a difference between a job description and a job advertisement. Avoid 'corporate arrogance' by using 'we' far too much and instead focus on the potential candidate. Why should people from diverse or marginalised groups work for you? How do you create safe spaces for them to be their best true self, for them to be innovative and productive? How do you put the B into DEIB? How do you retain not just recruit?

Keep in mind that diversifying your sourcing and outreach channels can also depend on the company's unique culture and needs. It's like tailoring your outfit to match the occasion. Some strategies may work better for one company than another. So, while exploring various channels is important, remember to adapt your approach to fit the specific character and requirements of your organization. It's all about finding that perfect match!

As the project lead for the graduate recruitment intake at our company, I consulted with a variety of stakeholders to see how we could increase not only the diversity of our applicants but also, just the general number of applicants. We concluded to open up the program to those residing in Australia on temporary visas, rather than our traditional method of only accepting citizens and permanent residents. The impact was astounding and, as a result, a significant percentage of successful applicants have come from diverse backgrounds and cultures. We believe this will have a strong impact throughout the business as these grads develop and grow during their time with us. It was just a small change, but has had a large impact.

Going beyond traditional recruitment methods is beyond crucial here. Creating a whole organisation, top down culture of inclusivity and belonging is great - as long as people know about it. Show, don't just tell. Use your social media platforms to illustrate how you are creating the culture, what you are doing to recruit and retain diverse talent. This will promote your brand, make you stand out as the one to work for, and reach a much wider audience. Anyone can have a DEIB policy - create and sell the culture and you will be way more attractive to your target audience.

When hiring inclusively, you also need to take into consideration how to make your induction inclusive. Often times we think we are being welcoming without taking into consideration the intricate details that make each of us unique. For example, you may think organizing a welcome lunch is a great idea, but what if the person has dietary restrictions that they may not want to disclose day 1. Be inviting and discuss what that can look like with the person, plan it together.

For a lot of graduates, it will be their first interview process. They're not likely to understand their rights and the help available to them. Making sure your hiring managers are trained is key so that they can ensure graduates are aware of their options before and during the process. For example, managers should be telling candidates about adjustments that can be made to the process to support a disability.

Human bias is inevitable and is present in several decisions we make everyday. Training and teaching our managers and others involved in the hiring process on the various biases that exist and strategies to eliminate these in our decision making is essential to enabling a more fair and equitable recruitment process. Training should also not be limited to an annual or once-off occasion. Rather, regularly calling out these biases in real-time is more effective for learning and improvement.

Communicate the value of hiring for diversity. Ensure that the recruitment process considers both behavioural and functional aspects - competencies and culture. Think about retention and succession planning, not just the initial hire, which in a field such as mine (cybersecurity) is becoming more and more important.

To me "structured interview" is the right way to go for objectivity and make sure to take hiring decisions based on data from scorecards. Assess different candidate answers based on same questions asked from interviewers is a proven strategy but often interviewers like to freestyle and have their own questions. The problem is that now it will only be based on subjectivity and personal preference

In my HR journey, I've seen that fostering a culture of inclusion and belonging is like creating a warm, inviting home. It's about making every member of the team feel valued and appreciated for their unique perspectives. We've achieved this by encouraging open dialogue, celebrating different backgrounds, and implementing practices that ensure everyone's voice is heard.

Establishing a workplace environment that truly embraces inclusivity is pivotal in motivating and inspiring graduate candidates. By proactively implementing measures to cultivate inclusiveness, not only does the work environment improve, but it also substantially elevates the prospects of achieving a diverse and dynamic workplace. To further enhance inclusivity, consider implementing ongoing diversity training, promoting open communication channels, and fostering a culture that values the unique perspectives of each team member.

Remember that putting the B into DEIB is an ongoing process - there is no endpoint. Be prepared to invest in your people, seek feedback and act on it, tackle issues when they arise, celebrate innovation and achievement. Foster inclusive practices from the top down - representation/allyship at all levels is crucial. If employees, including graduates, do not see themselves represented at the top levels, it sends a very clear message.

Here are some tips: → Use inclusive language. This is a must-have requirement if you want to create a safe space for your team and avoid conflict or microaggressions. → Ask questions and be ready to listen. Be open to receiving feedback to be able to support your teammates the best way you can! → Embrace and encourage diverse beliefs and backgrounds. This will create a safe and interesting environment for everyone.

I have been working in a company recently where everyone was leaving after 3-6 months because the culture was abnoxious. The management was so focused in growing the company they forgot about the employees. There were no diversity, no belonging, no inclusion, no recognition etc...

Some ways to address this topic are: → Be honest. Create a clear communication channel that can always solve potential blocks. → Gather feedback frequently. Listen. Don't listen to reply. Listen to understand. This will allow you to create a trusting environment that will help to engage in. → Establish a roadmap and clear challenges so the motivation to grow further is always there.

One thing we implemented in the past was to integrate a candidate experience survey in our ATS to be sent to candidates automatically after the interview rounds ended, to collect these data. Very effective and insightful !

1. Define your objectives and metrics to measure diversity progress. 2. Review job descriptions and requirements to ensure inclusivity. 3. Diversify your sourcing and outreach channels to reach a broader audience. 4. Train your recruiters and hiring managers to conduct fair and inclusive hiring processes. 5. Foster a culture of inclusion and belonging within your organization. 6. Collect and respond to feedback for continuous improvement in your diversity and inclusion efforts. By following these steps, you can create a more diverse and inclusive workforce.

It's also worth considering if a graduate degree really is essential. In many countries (the UK included) being able to attend university is a huge privilege due to the financial costs (even with student loans and grants) and therefore higher education won't be achievable to everybody. Consider whether apprentices, school leavers or candidates from other backgrounds could be considered. DE&I goes further than tick boxes for gender or ethnicity. We need to look at the systemic issues that may stop young people from completing a graduate degree. These candidates are just as worthy as those with degrees. You can't have diversity or equality with out inclusion, and this means bringing everyone into the process.

Sometimes, you may want to aim a more diverse taskforce and not be there yet, that is okay too. Just be honest with where you stand in your diversity and inclusion journey. Let the person know this is an objective and important, but don't oversell where you are.

Also reflect on your recruitment departments diversity. When hiring diverse graduates into your company, but already the recruiters represent for example 75% of your company non-diverse workforce its more difficult to: 1. Have a diverse network to hire from 2. Find role-models in which the graduate can relate themselves too (why would they want to work here) 3. Have a diverse panel 4. When there is not much diversity yet, be honest about it and discuss with the talent your questions on how to improve it further

Craft inclusive job descriptions. Use gender-neutral language and focus on the essential qualifications rather than imposing arbitrary requirements that might deter underrepresented candidates.

Addressing diversity and inclusion during graduate recruitment is paramount. Our research (see Kubiak et al., 2023) offered insights on achieving this through the use of personality-based algorithms. It pinpointed the shortcomings in current gender balancing techniques, suggesting they might unintentionally activate stereotypes. To counteract this, our study underscored the benefit of using algorithms based on data less impacted by gender, like personality facets. We showed that such an approach leads to minimal gender discrimination, and helps companies hire as many women as men. By employing personality-based algorithms, organizations can ensure a fair screening process for graduates, thus addressing diversity and inclusion.