Category: Talent Acquisition Strategy

How Robotic Process Automation is Reshaping Recruiting

Posted on by epadmin

Automation is one of the most popular emerging technologies currently being deployed in business. According to the Global Future of Work Survey, conducted by Willis Towers Watson, employers expect that 17 percent of all work will be automated by 2020. What’s more, 94 percent of U.S. organisations currently utilising AI and robotics will increase their use of automation in the next three years.

The increased focus on automation is shifting the way organisations think about business processes such as IT support, data entry, scheduling, workflow and resource management. Beyond these functions, business leaders realise the value of automating HR and recruiting processes. According to research conducted by PwC, 40 percent of the HR functions of international companies are currently using AI-applications. One form of AI — robotic process automation – uses AI to automate business processes to human-like efficiency and effectiveness, making workers more productive. In this post, we outline what robotic process automation technology is, how it can benefit recruiting and how to successfully implement a robotic process automation solution.

What is Robotic Process Automation?

Robotic process automation (RPA) refers to technology that utilises bots to replicate human actions for time-consuming but straightforward back-office administrative tasks. RPA software allows users to configure bots to collect data, trigger responses and communicate with other business systems. RPA software integrates with existing tools, so it does not require a complete update of a legacy system; rather, RPA acts as a supplemental enhancement. RPA applications can handle automations that range from a simple task such as automated email responses to managing thousands of bots that complete individual tasks.

According to the Institute for Robotic Process Automation, the top five business departments deploying RPA software are:

  1. Financial operations
  2. Human resources
  3. Information technology
  4. Procurement
  5. Data and analytics

The Recruiting Case for RPA Adoption

Automation and AI technology have been gaining traction in HR and talent acquisition. In fact, according to a LinkedIn survey on talent trends, 35 percent of talent professionals and hiring managers say that AI is the top trend impacting how they hire.

For organisations looking to optimise their recruiting, RPA software can provide time savings, increase recruiting accuracy and help reduce bias in the recruiting process. RPA technology can also be utilised for high-level repetitive tasks such as candidate and resume screening. RPA systems can work every hour of every day to source, screen and organise candidates. This gives recruiters more time to establish a more consultative relationship with clients and better engage candidates in a personal one-on-one relationship.

An RPA software solution can help optimise an organisation’s HR department and recruitment initiatives through the automation of tasks such as the following:

  • Sending automated communications such as auto reply emails and texts to candidates.
  • Collecting, processing and organising candidate information and storing it in an organisations ATS system.
  • Recruiting process such as candidate sourcing and screening.
  • Answering simple questions from candidates and providing automated application instructions.

HR and Recruiting Applications for Robotic Process Automation Technology

Learning and understanding the value of RPA and HR automation provides forward-thinking organizations and talent acquisition professionals additional tools to improve recruiting efforts. Below, we list several HR applications of RPA technology and how they can improve HR and recruiting functions.

Sourcing Candidates

According to a LinkedIn report, 90 percent of global professionals want to hear from recruiters to talk and learn more about opportunities. With so many candidates willing to entertain prospective job opportunities, it can be nearly impossible for recruiters to engage with every qualified candidate. RPA technology can automate the online sourcing process by canvassing hundreds of talent pools and databases for quality candidates.

With bots sourcing candidates on the web, recruiters can spend more time consulting clients on talent acquisition strategies such as improving employment offers and bolstering recruitment marketing campaigns. With bots sourcing candidates and expert talent acquisition professionals offering guidance, organisations will be better positioned to extend attractive employment offers to top talent.

Chatbots

RPA technology can deploy chatbots that leverage sentiment analysis and computational linguistics to interpret a candidate’s communication and to formulate an appropriate response. Chatbots enable organisations to offer a more responsive and engaging candidate experience by eliminating the downtime between a candidate submitting an application and receiving a response from a recruiter.

Chatbots can also perform the following tasks:

  • Ask candidates for their resume, cover letter and contact information
  • Ask pre-screening questions regarding a candidate’s education, experience and skills
  • Answer candidates’ FAQs about advertised jobs and the application and hiring process
  • Schedule an interview with a recruiter or hiring manager

Enhancing Recruitment Marketing Campaigns

RPAs can help organisations by reliably engaging and communicating with candidates. Recruiters can design attractive email campaigns that can be sequenced and programmed to “drip” messages to both passive and active candidates, creating a higher level of engagement. Automating recruitment marketing campaigns ensures regular correspondence and delivers relevant job postings and content to multiple candidates. This builds more robust talent pipelines and strengthens an employer’s brand.

Interview Scheduling

RPA technology can also assist both an organisation’s HR team and candidates with the interview scheduling process. RPA bots can provide candidates with real-time access to a recruiter or hiring manager’s calendar and suggest specific time slots based on availability. After a candidate selects an interview time, an automated invite is sent to both interviewers and interviewees and the scheduled time becomes unavailable for other candidates. What’s more, if an organisation utilises a video interviewing platform, bots can send automated emails containing links and instructions on how to complete the video interview. Hiring managers can then review interviews and select the best candidates for in-person follow-ups.

Enhanced Candidate Experience

With RPA tools, organisations can better manage their candidate experience. Bots can be used to collect real-time data throughout the candidate experience and monitor candidate satisfaction in each stage of the hiring process. Recruiters can programme bots to generate emails soliciting feedback or short surveys as candidates progress through the process.

While automation can help improve and monitor candidate experience that does not mean every component in the process should be turned over to technology. Talent acquisition leaders need to remember that humans make a difference when it comes to engaging candidates.

Affinix

Affinixtm, PeopleScout’s proprietary talent technology stack, utilises many of the automated functions made available through RPA software like AI-enabled software, automated email drip campaigns and chatbots.

Best Practices for Integrating Robotic Process Automation Technology into the Recruiting Process

While RPA technology can make HR and recruiting functions more efficient, organisations need to be aware of how to successfully implement the technology into their current systems. Below, we outline a three-step process to successfully implementing an RPA tool into your recruiting and hiring process.

Best Practices for RPA Process Selection

The RPA implementation process begins with identifying the recruiting processes that would most benefit from automation. To begin, HR leaders should conduct a high-level assessment of potential recruiting processes for automation and document the efficiencies and cost-savings that could result from automating each process. This step helps HR leaders, IT and an organisation’s leadership decide which recruiting functions will benefit the most from automation. Not all HR and recruiting function are a good fit for RPA, so identifying the right ones depends on the unique needs of an organisation.

More process selection tips include:

  • Research RPA capabilities to learn what’s possible through automation.
  • Outline project team members and their roles and responsibilities during the preliminary assessment process (i.e., stakeholders, recruiters, SMEs, technology evaluators).
  • Research the compliance risks associated with each recruiting process, for example, CAN-SPAM rules governing commercial emails.
  • Collaborate with stakeholders for guidance and strategic direction regarding establishing automated processes.

Best Practices for Implementing an RPA Solution

HR leaders need to make sure that HR, IT and talent acquisition personnel are trained and prepared to execute the implementation plan. Moreover, each implementation activity should be documented, tracked and completed per the plan.

During this step, those responsible for implementation need to thoroughly go over the end-to-end automation of selected recruiting functions to learn the full scope of the RPA solution. If errors and missteps occur in an automated process, organisations need to work with their RPA partners to refine and make final modifications before implementing the new processes. No matter how well an organisation implements an RPA solution, it is still important to monitor and periodically amend the RPA programme to ensure long-term success.

Conclusion

Robotic process automation is a valuable tool for streamlining the recruiting and hiring process. Leveraging automation in recruiting empowers talent acquisition and HR professionals to make the right hiring decisions faster by increasing efficiency across recruitment functions. However, for RPA technology to have a positive impact on an organisation, it is important to remember that human interaction with candidates is paramount. Organisations need to find the right balance between talent technology and human interaction.

How to Create a Workforce Equipped with the Skills of the Future

Posted on by epadmin

Automation is transforming the way we work. The World Economic Forum calls this change the Fourth Industrial Revolution which is characterised by a “fusion of technologies that is blurring the lines between the physical, digital and biological spheres.” In short, technology is disrupting nearly every industry, at a pace that has never happened before.

This pace of change means that employers need to take a proactive role in ensuring they have a workforce equipped with the skills of the future in order to avoid skills gaps. To accomplish this, employers first need to understand the skills they will need to remain competitive and innovative. Then, they need to understand how best to prepare and train their current workforce, as well as prepare to source, recruit and hire the talent of the future. In this post, we’ll share the top skills of the future, how technology is changing the way we work and explore ways organisations can prepare for the workforce of the future.

Skills of the Future

According to the World Economic Forum, the top ten skills you need to thrive in the Fourth Industrial Revolution have shifted in the last several years, prioritising complex problem solving, critical thinking and creativity as the top three skills and adding emotional intelligence to the list.

The following ten skills are listed as the most in demand for employers by 2020:

  1. Complex problem solving
  2. Critical thinking
  3. Creativity
  4. People management
  5. Coordinating with others
  6. Emotional intelligence
  7. Judgment and decision making
  8. Service orientation
  9. Negotiation
  10. Cognitive flexibility

This list reflects the fact that robots can complete many tasks faster than humans, but the machines still lack soft skills like creativity and emotional skills. As technology takes on more of the workload, the most in-demand employees will be those who possess the skills that computers cannot replicate. However, the need also increases for workers who have the skills to use, build and innovate the technology of the future.

Automation is Changing the Way We Work

It’s no secret that automation is fundamentally changing the way many industries operate, increasing the demand for tech and digital skills in the workforce. According to the McKinsey Global Institute, as many as 375 million people around the world will need to change occupational categories by 2030 due to automation.

Let’s explore this idea using the example of the impact of automation on the automobile industry. Some of the most well-known innovations in automation have happened in the industry – starting with Henry Ford’s assembly line. Now, companies around the world are racing to bring autonomous cars to market. We expect that the first autonomous cars will be available for sale to the public as early as 2021. The link to the potential disruption in complementary industries from delivery services to drive-through restaurants is overwhelming. However, it is an excellent example to use to illustrate the complexity of the skills needed for the future.

The skills required to deliver the cars to market are both highly technical and analytical.  However, the skills needed to design and operate the vehicles of the future are more complicated. Skills in design thinking and innovation will be critical. Programmers will need to ensure safety in weather conditions from blizzards to heavy rains and navigate autonomous cars and trucks through road construction and complicated intersections and interchanges.  They may be faced with programming life and death decision-making into the vehicles, which are inherently complex human behaviours requiring emotional and social intelligence skills above all others.

How to Prepare the Future Workforce

The Transformation of Talent

Automation and the skills transformation will affect many industries over the next decade, but lessons can be learned from the industries that have already come through the journey, transforming their workforce in order to deliver to a new business model. This transformation is illustrated with an example of one of PeopleScout’s clients, a company which provides research and risk management services.

The company began migrating customers from the traditional print version of their core product to an online version available on multiple platforms. This was a complicated and highly-involved transformation which impacted everyone from their internal workforce to their heavily print-dependent end-user. To illustrate the skills transformation that occurred, since that point in time, the number of technology hires PeopleScout makes for this client has increased 500 percent. This includes roles like product analysts, product managers and implementation consultants. At the same time, hires for editorial roles like editors, journalists and content developers have increased only 14 percent. And, 100 percent of editorial roles filled were for their online research product; no positions filled were for the traditional print product.

In order to help guide this client through their talent transformation, PeopleScout worked closely with the internal HR function to adapt their candidate personas for both external hiring and internal mobility. We then developed sophisticated sourcing strategies to source candidates with skill sets that would meet the needs of the new organisation. In addition to sourcing new candidates internally and externally, there were also efforts to analyse which traditional roles had transferrable skills to the requirements of the new roles. This was a journey to take a traditional business and transform it into a technology company and substantially shifting the workforce to meet the new strategy.

Future Skill Degree Programmes

Another way employers can prepare for the future workforce is through working closely with high schools, colleges, universities, apprenticeships and graduate recruitment programmes to help develop degree programmes that meet the skills of the future. By building these programmes, employers can ensure that graduates have the skills necessary to succeed in the coming years.

The importance of high school programmes is not yet as obvious as those in higher education, but many businesses and universities have started working with high schools to source and attract new talent early. The programmes are particularly significant in industries where there is a forecasted talent gap. For example, Monte Sant’ Angelo Mercy students in Sydney have the opportunity to partner with an engineering company to learn valuable job skills and open up thinking about new career pathways.

I recently participated in a panel discussion with other industry leaders as well as a professor at a university in Sydney. The professor shared that the university spent time with CEOs and business leaders asking them what skills they felt their organisations needed to ensure their business was successful in the future. As a result of those conversations, the university created a highly-innovative, cross-disciplinary degree programme designed to produce students with skills that include high-level critical thinking, future scenario building and innovation, as well as many other skills identified in the World Economic Forum top ten list.

However, in the first year of the programme, they had minimal applicants. Why would such an innovative and carefully-designed degree have so little applicants? More work may need to be done to ensure that parents and students are fully educated on the necessary skill sets to be successful in the future of work.

How to Prepare your Current Workforce

Employers cannot simply wait for the workforce of tomorrow to arrive. To stay ahead, it is necessary to train and prepare current workers for these shifts. To make this a priority, HR and the C-suite need to be aligned on what roles will be needed in the next three, five or ten years, as well as what skills will be needed to fill those roles. The roles that exist now may transform or disappear altogether, and new skill sets will be necessary for the business to drive growth and strategy. Both need to be open-minded about the transferrable skills in order to ensure success in having the talent to deliver key business outcomes.

Reskilling Programmes

In some countries, governments have taken on some of the burden of reskilling. For example, the Australian government has established the Skilling Australians Fund which provides $1.5 billion to support apprenticeships, traineeships and other employer-related training. The goal is to retrain more Australian workers with the skills needed in the tourism, hospitality, health, engineering, manufacturing, building and construction, agriculture and digital technologies industries. The programme is targeted toward automotive workers who lost jobs due to closing car manufacturing plants.

In the United Kingdom, the government plans to spend as much as 500 million pounds per year on worker training to combat low productivity. According to Reuters, the spending could reach as high as nearly 6 billion pounds on academic and technical education which will transform the system of technical education and increase the amount of training available by more than 50 percent.

Moving forward, governments could also potentially track metrics around reskilling opportunities as well as metrics for job creation in order to drive these initiatives even further forward.

How an RPO Provider Can Help Prepare for the Skills of the Future

An RPO provider can be a valuable partner for employers looking to prepare their workforces for the skills of the future. RPO providers can help organisations adapt their candidate personas, to ensure they are sourcing talent with the necessary skills and identifying new ways to target candidates who fit these personas. In addition, they can work with internal HR departments to demonstrate how candidates who may not have an exact profile for a role have the transferrable skills to be successful.

An RPO can also help build graduate and internship recruitment programmes and partner with schools and government programmes to find candidates from new sources with new skills.

An experienced RPO provider can also help you build your talent pool from within your own company, by consulting to develop an internal reskilling programme and helping reevaluate your current positions and workforce mix to ensure your organisation is targeting the right talent.

To stay ahead in the rapidly changing talent landscape, employers should evaluate their current workforce needs, the skills they have within their current employee talent pool and seek out an RPO provider who can act as a partner in sourcing, recruiting and training employees with the skills of the future.

Considerations When Sourcing Talent Globally

Posted on by epadmin

As the mobility of the global workforce increases, more employers are looking for the best talent from around the world. Multiple factors contribute to this increased mobility, and employers armed with the knowledge and expertise needed to navigate a global talent pool will hire and retain the best workers in the competitive talent landscape.

One contributing factor is the growing economic prosperity in many areas around the world. The U.S. is experiencing record low unemployment rates, and job growth in Australia has maintained a strong pace. In countries with low unemployment, many employers are looking outside their borders for the best talent. Additionally, workers in countries with high unemployment rates are increasingly willing to relocate for challenging and fulfilling work.

Technology is making the process easier. Video interviewing makes it simple to interview candidates without incurring large travel bills, and virtual reality technology could give candidates a realistic look at your office without an international flight. A variety of solutions for virtual work could mean that the perfect candidate won’t even need to travel to fulfill a job’s requirements.

In this article, we’ll cover the value of sourcing globally and some of the common compliance challenges including immigration, background checks and data privacy and labour laws. Then, we’ll examine some significant cultural issues, including writing job titles and job descriptions, social media, communication styles and office culture. Finally, we’ll cover how to handle the office politics that emerge when starting a global sourcing programme and how an RPO partner can help.

The Value of Sourcing Globally

A diverse global workforce can improve your employer brand. As the world becomes more globalised, candidates look for employers who provide the opportunity to work internationally, and the opportunity to work with people from around the world. Diverse workforces also increase productivity and employee engagement.

Through global sourcing, you also expand your talent pool and increase your potential of finding the right candidate with the skills to meet your needs. As employers look to hire candidates with the skills of the future, expanding your search across the globe can keep you ahead of the competition. In industries with large skills gaps like healthcare and engineering, the ability to source globally is necessary to remain competitive.

If you are planning to expand globally, global sourcing can also help support those plans; whether you’re looking to open an office in a new country or hiring a sales team that can build inroads for your company, a global workforce is valuable for international expansions.
Employers can also see other benefits including:

  • Increased ability to source candidates with the skills of the future
  • Increased internal culture and a sense of community
  • Greater cultural literacy in the workforce
  • Increased creativity
  • Diverse language skills

Managing Compliance Challenges

Immigration

Starting a global sourcing programme does come with challenges, the most obvious of which is immigration. If you are hiring foreign employees to work domestically, you need to abide by the immigration laws in your country, which can be complicated by shifting political climates. In general, the immigration process can add cost to hiring foreign workers. However, you may find that foreign workers are more open to relocation that you expect.

Background Checks and Data Privacy

Throughout the hiring process, you’ll also have to contend with varying background check and data privacy laws. The EU General Data Privacy Regulation, commonly known as the GDPR, protects the data and privacy of all EU citizens and applies to organisations that collect the personal data of EU citizens, regardless of where those organisations are located. If you are considering candidates located within the EU, your hiring process must be compliant with the GDPR.

Additionally, countries around the world have different laws that regulate how you can contact candidates through email. The requirements for CAN-SPAM in the U.S., CASL in Canada and the SPAM Act in Australia all have different requirements and different penalties. Employers should ensure they are compliant with these laws before contacting candidates in other countries.

Labour Laws

If employers are hiring workers in other countries as part of an effort to open a new office or enter into a new market, they should also be aware of the differences in labour laws that apply. For instance, in Australia, employees are entitled to long service leave, or a period of extended paid leave from work after a long period of working for the same employer. The exact requirements vary based on jurisdiction, but are in general, six to 13 weeks of leave for every seven to 10 years worked.

Family leave can also vary from country to country. In the UK for example, women on maternity leave are entitled to 90 percent of pay for the first six weeks of their leave and a flat rate for a further 33 weeks. Men are also entitled to paternity leave for one or two weeks at a flat rate. Though the length of time and the amount of pay may vary, most countries outside of the U.S. have some requirements for maternity or parental leave.

Some countries have laws that dictate how and when employees must be paid. One of the more unique cases is the thirteenth salary, which is legally required in some countries, including Brazil. Under the law, employees who work for an organisation for a full calendar year are entitled to an additional one-month salary, usually paid in two installments in November and December. Thirteenth salary is also a common practice in some European countries, but it is legally required in multiple South American countries, including Argentina and Uruguay.

Differences in Office Cultures

In addition to compliance challenges, employers should also be prepared to manage the cultural differences that exist in recruiting, hiring and work cultures around the globe. While a cultural mistake isn’t likely to result in a fine or other legal consequence, it can cause other problems. A lack of cultural literacy can lead to anything from communication confusion during the hiring process to a negative impact on your employer brand that will make it more difficult to recruit top talent.

Writing Job Titles and Job Descriptions

As you start the hiring process, you first want to make sure you’re using job titles and writing job descriptions that will appeal to global candidates. The wrong job title could mean that few qualified candidates even find your job posting. For example, the title “engineer” can refer to a variety of skills and a large range of experience depending on the country and industry where you are hiring. Other common titles like “secretary” or “representative” can indicate high paying and powerful positions in one country or entry-level positions in another.

Once you establish the right job title, it’s also important to write a job description that will attract your desired candidates. In some countries, candidates view job descriptions as a near exact outline of the work they would do in that position. In other countries, candidates may expect more flexibility depending on their skills. Additionally, some phrases may discourage global applicants. For instance, “must have a college degree” could prevent some global candidates from applying. The meaning of “college,” “university” and even “high school” can vary from country to country. You should include equivalent experience and educational requirements for each country you’re recruiting candidates in.

Social Media

It’s also important to understand the role social media plays in a candidate’s country. In the U.S., candidates are used to employers searching and reviewing posts on public social media pages. Candidates in other countries may not have this expectation. Additionally, some countries will have different social media sites instead of or in addition to the common Facebook, LinkedIn and Twitter. For example, in China, western social media platforms are banned, and Weibo, WeChat and Youku are popular. Additionally, social media sites can have varied relevance in a job search from country to country.

Communication Styles

It’s also important to understand different communication styles that are common around the world and how those influence interviews, negotiations and even contracts or lack thereof. The Harvard Business Review gives several examples of varying cultural business norms listed below:

  • In Russia, disagreement is expressed strongly and openly, and a negotiation that starts with a strong disagreement can be a positive sign.
  • In Mexico, it is uncommon to clearly voice strong disagreement, but emotional expression is a sign of honesty.
  • In countries like Denmark, Germany and the Netherlands, open disagreement is good, but it should be expressed without emotion.
  • In China, trust is built through relationships rather than a business perspective.
  • In Indonesia, it is rude to look someone in the eyes and say no to a request.
  • In Japan, it is common to iron out potential challenges informally before a meeting, so there is not debate during a formal meeting.
  • In America and Northern Europe, it is common to put everything in writing, from recapping a meeting to a full contract, but some African, Middle Eastern and Asian countries, the same process can be a sign of distrust or disrespect.
Office Culture

There are other cultural differences related to the workday that you may have to address. In the U.S., overtime is common, and full-time workers are often expected to work eight-hour days, five days each week. In other countries, like Brazil, the work week is capped at 40 or 44 hours, depending on how many days a week the person works. French workers have a “right to disconnect” after hours, and in Sweden, fika, or a mid-morning break for coffee and snacks, is common. While some of these differences are legal issues, others will shape candidate expectations about the work environment. Employers need to understand and prepare for how these different approaches to the workday will play out at their organisations.

Understanding Office Politics

As an organisation begins a global sourcing process, it should not overlook the importance of internal communications, office politics and training. Change can be difficult, and it is best to be proactive. Whether a company is opening a new office in another country, recruiting foreign workers to work virtually or sponsoring visas for candidates who wish to immigrate, employers should prepare for how all employees handle the change.

Employers should train all employees, regardless of location about the different cultural workplace differences that could impact workers. It’s important that the training is for all workers so that some employees don’t feel singled out. The process should teach new workers and existing employees about each other, how the business operates and any changes that they can expect.

Some expressions and phrases have different meanings in the same language, depending on where it is spoken. It is important to those communications across borders and cultures to be aware of these differences. For example, in the United States, to “table” usually means to postpone or suspend consideration of a pending motion. In the rest of the English-speaking world, such as in the United Kingdom and Canada, to “table” means to begin consideration (or reconsideration) of a proposal.

Employers should also be prepared for fears from current employees about replacement or outsourcing. It can be a delicate conversation, but it is an important step to help retain employees. Organisations should work with their leadership and internal communications teams to frame the conversations about changes in the workplace. HR should also review conflict management best practices to ensure that any issues that develop between employees can be mediated before they come to a head.

Finding a Partner

As employers look to start global sourcing programmes, it is important to look for an RPO partner who has deep experience with international programmes and who understands the part of the world where you are looking to expand or source candidates. Your partner should help you navigate the compliance and cultural issues that accompany any global sourcing programme. While some local labour laws deal with issues that happen after the hiring process, remember that they can have implications during the hiring process too. An RPO provider can help prepare you for many of the challenges before you post a job or extend an offer. Additionally, a partner with years of experience can help you anticipate any communication and training issues so that you can tackle the issues head-on.

Considerations When Sourcing Talent Globally

Posted on by epadmin

As the mobility of the global workforce increases, more employers are looking for the best talent from around the world. Multiple factors contribute to this increased mobility, and employers armed with the knowledge and expertise needed to navigate global recruitment will hire and retain the best workers in the competitive talent landscape.

One contributing factor is the growing economic prosperity in many areas around the world. The U.S. is experiencing record low unemployment rates, and job growth in Australia has maintained a strong pace. In countries with low unemployment, many employers are looking outside their borders for the best talent. Additionally, workers in countries with high unemployment rates are increasingly willing to relocate for challenging and fulfilling work.

Technology is making the process easier. Video interviewing makes it simple to interview candidates without incurring large travel bills, and virtual reality technology could give candidates a realistic look at your office without an international flight. A variety of solutions for virtual work could mean that the perfect candidate won’t even need to travel to fulfill a job’s requirements.

In this article, we’ll cover the value of sourcing globally and some of the common compliance challenges including immigration, background checks and data privacy and labor laws. Then, we’ll examine some significant cultural issues, including writing job titles and job descriptions, social media, communication styles and office culture. Finally, we’ll cover how to handle the office politics that emerge when starting a global sourcing program and how an RPO partner can help.

The Value of Sourcing Globally

A diverse global workforce can improve your employer brand. As the world becomes more globalized, candidates look for employers who provide the opportunity to work internationally, and the opportunity to work with people from around the world. Diverse workforces also increase productivity and employee engagement.

Through global sourcing, you also expand your talent pool and increase your potential of finding the right candidate with the skills to meet your needs. As employers look to hire candidates with the skills of the future, expanding your search across the globe can keep you ahead of the competition. In industries with large skills gaps like healthcare and engineering, the ability to source globally is necessary to remain competitive.

If you are planning to expand globally, global sourcing can also help support those plans; whether you’re looking to open an office in a new country or hiring a sales team that can build inroads for your company, a global workforce is valuable for international expansions.
Employers can also see other benefits including:

  • Increased ability to source candidates with the skills of the future
  • Increased internal culture and a sense of community
  • Greater cultural literacy in the workforce
  • Increased creativity
  • Diverse language skills

EVERYTHING YOU NEED TO KNOW ABOUT GLOBAL RECRUITMENT PROCESS OUTSOURCING

Buyer’s Guide to Global RPO

GET THE GUIDE

Managing Compliance Challenges

Immigration

Starting a global sourcing program does come with challenges, the most obvious of which is immigration. If you are hiring foreign employees to work domestically, you need to abide by the immigration laws in your country, which can be complicated by shifting political climates. In general, the immigration process can add cost to hiring foreign workers. However, you may find that foreign workers are more open to relocation that you expect.

Background Checks and Data Privacy

Throughout the hiring process, you’ll also have to contend with varying background check and data privacy laws. The EU General Data Privacy Regulation, commonly known as the GDPR, protects the data and privacy of all EU citizens and applies to organizations that collect the personal data of EU citizens, regardless of where those organizations are located. If you are considering candidates located within the EU, your hiring process must be compliant with the GDPR.

Additionally, countries around the world have different laws that regulate how you can contact candidates through email. The requirements for CAN-SPAM in the U.S., CASL in Canada and the SPAM Act in Australia all have different requirements and different penalties. Employers should ensure they are compliant with these laws before contacting candidates in other countries.

Labor Laws

If employers are hiring workers in other countries as part of an effort to open a new office or enter into a new market, they should also be aware of the differences in labor laws that apply. For instance, in Australia, employees are entitled to long service leave, or a period of extended paid leave from work after a long period of working for the same employer. The exact requirements vary based on jurisdiction, but are in general, six to 13 weeks of leave for every seven to 10 years worked.

Family leave can also vary from country to country. In the UK for example, women on maternity leave are entitled to 90 percent of pay for the first six weeks of their leave and a flat rate for a further 33 weeks. Men are also entitled to paternity leave for one or two weeks at a flat rate. Though the length of time and the amount of pay may vary, most countries outside of the U.S. have some requirements for maternity or parental leave.

Some countries have laws that dictate how and when employees must be paid. One of the more unique cases is the thirteenth salary, which is legally required in some countries, including Brazil. Under the law, employees who work for an organization for a full calendar year are entitled to an additional one-month salary, usually paid in two installments in November and December. Thirteenth salary is also a common practice in some European countries, but it is legally required in multiple South American countries, including Argentina and Uruguay.

Differences in Office Cultures

In addition to compliance challenges, employers should also be prepared to manage the cultural differences that exist in recruiting, hiring and work cultures around the globe. While a cultural mistake isn’t likely to result in a fine or other legal consequence, it can cause other problems. A lack of cultural literacy can lead to anything from communication confusion during the hiring process to a negative impact on your employer brand that will make it more difficult to recruit top talent.

Writing Job Titles and Job Descriptions

As you start the hiring process, you first want to make sure you’re using job titles and writing job descriptions that will appeal to global candidates. The wrong job title could mean that few qualified candidates even find your job posting. For example, the title “engineer” can refer to a variety of skills and a large range of experience depending on the country and industry where you are hiring. Other common titles like “secretary” or “representative” can indicate high paying and powerful positions in one country or entry-level positions in another.

Once you establish the right job title, it’s also important to write a job description that will attract your desired candidates. In some countries, candidates view job descriptions as a near exact outline of the work they would do in that position. In other countries, candidates may expect more flexibility depending on their skills. Additionally, some phrases may discourage global applicants. For instance, “must have a college degree” could prevent some global candidates from applying. The meaning of “college,” “university” and even “high school” can vary from country to country. You should include equivalent experience and educational requirements for each country you’re recruiting candidates in.

Social Media

It’s also important to understand the role social media plays in a candidate’s country. In the U.S., candidates are used to employers searching and reviewing posts on public social media pages. Candidates in other countries may not have this expectation. Additionally, some countries will have different social media sites instead of or in addition to the common Facebook, LinkedIn and Twitter. For example, in China, western social media platforms are banned, and Weibo, WeChat and Youku are popular. Additionally, social media sites can have varied relevance in a job search from country to country.

Communication Styles

It’s also important to understand different communication styles that are common around the world and how those influence interviews, negotiations and even contracts or lack thereof. The Harvard Business Review gives several examples of varying cultural business norms listed below:

  • In Russia, disagreement is expressed strongly and openly, and a negotiation that starts with a strong disagreement can be a positive sign.
  • In Mexico, it is uncommon to clearly voice strong disagreement, but emotional expression is a sign of honesty.
  • In countries like Denmark, Germany and the Netherlands, open disagreement is good, but it should be expressed without emotion.
  • In China, trust is built through relationships rather than a business perspective.
  • In Indonesia, it is rude to look someone in the eyes and say no to a request.
  • In Japan, it is common to iron out potential challenges informally before a meeting, so there is not debate during a formal meeting.
  • In America and Northern Europe, it is common to put everything in writing, from recapping a meeting to a full contract, but some African, Middle Eastern and Asian countries, the same process can be a sign of distrust or disrespect.
Office Culture

There are other cultural differences related to the workday that you may have to address. In the U.S., overtime is common, and full-time workers are often expected to work eight-hour days, five days each week. In other countries, like Brazil, the work week is capped at 40 or 44 hours, depending on how many days a week the person works. French workers have a “right to disconnect” after hours, and in Sweden, fika, or a mid-morning break for coffee and snacks, is common. While some of these differences are legal issues, others will shape candidate expectations about the work environment. Employers need to understand and prepare for how these different approaches to the workday will play out at their organizations.

Understanding Office Politics

As an organization begins a global sourcing process, it should not overlook the importance of internal communications, office politics and training. Change can be difficult, and it is best to be proactive. Whether a company is opening a new office in another country, recruiting foreign workers to work virtually or sponsoring visas for candidates who wish to immigrate, employers should prepare for how all employees handle the change.

Employers should train all employees, regardless of location about the different cultural workplace differences that could impact workers. It’s important that the training is for all workers so that some employees don’t feel singled out. The process should teach new workers and existing employees about each other, how the business operates and any changes that they can expect.

Some expressions and phrases have different meanings in the same language, depending on where it is spoken. It is important to those communications across borders and cultures to be aware of these differences. For example, in the United States, to “table” usually means to postpone or suspend consideration of a pending motion. In the rest of the English-speaking world, such as in the United Kingdom and Canada, to “table” means to begin consideration (or reconsideration) of a proposal.

Employers should also be prepared for fears from current employees about replacement or outsourcing. It can be a delicate conversation, but it is an important step to help retain employees. Organizations should work with their leadership and internal communications teams to frame the conversations about changes in the workplace. HR should also review conflict management best practices to ensure that any issues that develop between employees can be mediated before they come to a head.

Finding a Partner

As employers look to start global sourcing programs, it is important to look for an RPO partner who has deep experience with international programs and who understands the part of the world where you are looking to expand or source candidates. Your partner should help you navigate the compliance and cultural issues that accompany any global sourcing program. While some local labor laws deal with issues that happen after the hiring process, remember that they can have implications during the hiring process too. An RPO provider can help prepare you for many of the challenges before you post a job or extend an offer. Additionally, a partner with years of experience can help you anticipate any communication and training issues so that you can tackle the issues head-on.

Positive Global Economic Growth and Its Impact on Talent Acquisition

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According to the International Monetary Fund’s (IMF) World Economic Update, global economic activity continues to trend upward. Global production is estimated to have grown by 3.7 percent in 2017, which is 0.1 percentage point faster than projected and half a percentage point higher than in 2016. Global growth has been broad-based, with exceptional growth in Europe and Asia. As a result of better than projected growth in 2017, global growth forecasts for 2018 and 2019 have adjusted from 0.2 to 3.9 percent. The adjustment reflects amplified global growth momentum.

Positive economic growth numbers affect both large, multinational and small, regional organisations’ demand for and ability to recruit talent. To stay competitive in the battle for talent, organisations need to understand current economic trends and the effect they have on the labour market. In this post, we cover the impact of global growth on labour markets, how workforce planning can help organisations navigate growth and the need for flexible talent acquisition programmes to manage fluctuations in hiring needs.

Strong Global Economic Recovery and Increased Competition for Talent

While the global economy continues to grow steadily, the working-age population has stagnated. According to a demographic analysis conducted by the Wall Street Journal, by 2050, the global population will grow by 32 percent; however, the working-age population will increase by only 26 percent, a 6 percent drop off.

What’s more, in advanced nations, the working-age population will decrease by 26 percent, while according to the U.N., middle-income nations will see it rise 23 percent. Shrinking labour markets and talent pools will become a serious challenge in many major economies as labour market shortages could reach heights unseen in decades, especially in the U.S., Japan, UK and countries in Central and Eastern Europe.

Labour shortages cause increased competition for talent. Thanks to steady economic growth, organisations are on better financial footing than during the recession. Financial stability can lead to more investments in expansion and product development; however, skills and labour shortages can be stifling to growth.

This reality necessitates that business leaders reassess how they attract, develop and retain their organisation’s talent. Below, we list a few ways organisations can help bridge the talent gap as well as ways they can mitigate the effects of talent shortages:

  • Organisations should encourage recruiting teams to source from diverse demographic groups to find talent.
  • Organisations should look to cultivate a strong talent pipeline consisting of passive and active candidates to nurture and engage when vacancies arise.
  • If possible, organisations should partner with local governments to invest in infrastructure, technology, education and training programmes to help underqualified and less-educated workers improve their employability for the jobs of the future.

Planning for Talent Acquisition to Accommodate Economic Growth

Economic growth is transforming global businesses and the international talent landscape. Technological advances, further globalisation of markets, changing demographic trends and increased competition are changing the way organisations see talent acquisition in virtually every industry. To stay ahead of talent shortages and increased competition for candidates, organisations should take proactive steps, including integrating workforce planning into their business planning process.

Workforce planning is a process used to align the needs of an organisation with those of its workforce to ensure it can meet compliance, service and production requirements. Workforce planning can help organisations analyse their current workforce, determine future workforce needs and identify the gaps between the current and future workforce. The workforce planning process should include stakeholders from multiple departments of the organisation collaborating closely together to establish organisational goals and the talent needs to support them.

Essential components of workforce planning include:

Workforce Demand Planning

Workforce demand planning involves taking into account the key mission, goals and future objectives set by an organisation’s leadership and assessing the current workforce to determine if it is well-aligned enough to achieve them.

Estimating the Labour Pool

Estimating the labour pool entails researching the supply and availability of labour and comparing the talent supply with an organisation’s talent demands from both internal and external sources.

Managing the Gaps

Managing the gaps requires that the HR department establish tactics to proactively resolve issues that may arise between workforce demand and supply. This ensures that positions vital to achieving previously outlined goals can be filled in the face of labour shortages.

Economic Growth and Increased Competition Demand Flexibility in Talent Acquisition Tactics and Strategy

A competitive labour market and rapid innovation are spurring a need to reinvest in recruiting. More frequently, organisations are turning to talent acquisition experts such as recruitment process outsourcing (RPO) providers. The global RPO market grew by 17 percent in 2015, according to Everest Group, a consulting and research firm. The majority of global RPO growth is attributed to new deal activity, which grew at a rate of more than 18 percent from 2015 to 2016 and continues to trend upward.

For high-growth organisations, an RPO provider offers the benefit of a consultative partnership where the provider acts as extension of an organisation’s HR department to supplement and amplify recruiting resources. Throughout the engagement, RPO providers work to transform recruitment processes to help the client reach its long-term hiring and business goals. Experienced RPO providers embrace a mix of talent acquisition strategies, technology and emerging recruiting techniques to source and hire talent. Moreover, an RPO provider with experience hiring talent globally can leverage data to determine the best global talent markets to source talent from. The provider will also use global employment data and trends to design strategies that will attract talent to a client’s organisation.

RPO solutions provide scalability and flexibility to organisations by outsourcing the entire or parts of the recruitment process to an external provider. An RPO provider scales its team according to a client’s unique needs, deploying more resources for high-volume hiring periods and recalling resources when hiring slows. An RPO provider’s experienced team of recruiters, use of cutting-edge recruiting technology and recruitment marketing tactics make it well-equipped to handle scalable hiring needs. Because of the flexible nature of RPO programmes, providers can better navigate fluctuating hiring demands.

Contingent and Gig Workers

Organisations that wish to develop a more agile talent management strategy and position themselves for future growth are adopting a more scalable and fluid approach to recruitment, with contingent hiring at it its core. Research conducted by Ernst & Young (EY) revealed that organisations are increasingly embracing gig and contingent workers as a means of adapting to rapid growth and the changing nature of work. Contingent and gig hires are not a fad. In fact, 40 percent of respondents to the study expect to use contingent labour in the years ahead.

From the employer perspective, the uptick in temporary hiring and the growing utilisation of gig economy workers has provided substantial benefits. Below, we list a few of the benefits reported in the EY research:

  • Contingent hiring helps organisations better control labour costs by setting prescribed budget limits.
  • Organisations are more flexible in the skills sets and expertise they hire for.
  • Contingent labour provides organisations with the ability to rapidly respond to changes in demand for labour.

To manage contingent workforce needs, organisations can turn to managed service providers (MSP) programmes to support gig, temporary, temp-to-hire, direct hire, independent contractor (1099) administration and other needs.

Benefits of Engaging a Managed Service Provider:

  • An MSP programme delivers immediate ROI by analysing an organisation’s total spend and identifying ways to optimise and drive cost savings.
  • MSPs set baseline performance metrics to track improvements and quantify business issues, such as the cost of turnover and the lost productivity that follows. This provides clients with a real-time view of costs and areas for improvement and savings.
  • MSPs not only manage staffing suppliers and services spend but also work to streamline operations to scale and match growth cycles.

Conclusion

As the global economy continues to grow and the demand and competition for talent rises as a result, organisations need to stay abreast of the scope of talent available on the market. Talent acquisition specialists have adapted to the changes in global workforce trends and are equipped to provide organisations with the expertise and resources needed to navigate an ever-changing and challenging talent landscape.

How to Improve Your Candidate Experience

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Candidate experience is becoming a popular topic of discussion in the talent acquisition and recruiting community—with good reason. According to a CareerBuilder survey, 78 percent of candidates say the overall candidate experience they receive is an indicator of how a company values its staff. What’s more, the same survey found that 86 percent of job seekers believe employers should treat candidates with the same respect as current employees.

The results of CareerBuilder’s survey illustrate that the lines between the candidate and employee experience are blurring, making it critical for organisations to strengthen their candidate experience. In this post, we outline the importance of improving the experience of your candidates and how organisations can streamline the hiring process.

What is the Candidate Experience, and Why Does it Matter?

In order to build a strong candidate experience, it is important to understand what is and why it matters.

So, what is the candidate experience?

The candidate experience is the sequence of interactions a job candidate has with an organisation throughout the recruiting and hiring process. These interactions can include correspondence that a candidate receives from an organisation’s HR department, recruiters and its software systems.

Common candidate experience touch points include:

  • An organisation’s career site
  • Job advertisements
  • The online job application process
  • Any communication from an applicant tracking system
  • An organisation’s interview process
  • Any correspondence with HR professionals, team members or leadership
  • Notifications about a candidate’s application status
  • Candidate rejection letter or job offer

What is a positive candidate experience?

According to Talent Board’s CandE Research Report, candidates rated “communication” as the number one way to engage talent. So, organisations looking to craft a positive candidate experience should communicate clearly and honestly with job seekers to create the type of candidate experience they value.

A positive candidate experience meets the following standards:

  • Communicates realistic expectations for the job and work environment
  • Clearly communicates an organisation’s employee value proposition
  • Outlines all of the employment details to candidates upfront
  • Provides an easy and mobile-friendly application process
  • Respects a candidate’s time at all stages of the application process
  • Provides a pleasant and smooth interview experience
  • Seamlessly transitions selected job applicants into new employees
  • Maintains a kind and respectful process for rejecting job applicants

What are the Benefits of Improving Candidate Experience?

Improving candidate experience not only benefits candidates and job seekers, but it can also have a positive impact on an organisation’s workforce. Below, we outline three ways a strong candidate experience improves the overall talent acquisition process.

Improve applicant retention  

According to research conducted by Indeed, applications with 45 or more screener questions lose 88.7 percent of their potential applicants to application abandonment. Improving the candidate experience often begins with refining the application process. A short and streamlined job application process will increase the likelihood of job seekers finishing job applications, thereby increasing an organisation’s applicant pool.

Create a better first impression

Research from labour economists Lawrence Katz and Alan Krueger suggests a growing interest in joining the gig economy. The number of Americans working these “gigs” has risen from 10.1 percent a decade ago to 15.8 percent in 2015. Nearly 40 percent of workers in these jobs have a bachelor’s degree or higher. This means that organisations are not only in a battle with competitors for skilled talent but also with the candidates who may want to work for themselves.

To win the war for talent, organisations need to see candidate experience as more than just a part of the recruiting process; it is also a sales tool that can help win over top talent. A job application is often the first interaction a candidate has with an organisation. So, making a great first impression on top talent with a superior candidate experience will help organisations differentiate themselves and stand out as great places to work.

Increase brand awareness

The candidate experience affects more than just job applicants; it also plays a significant role in how consumers view an organisation as a whole. If an organisation offers an exceptional candidate experience, candidates are more likely to share the experience with colleagues and write about it online. What’s more, a survey conducted by Software Advice found that 71 percent of candidates are more likely to purchase from a company they feel treated them well throughout the recruiting process.

How Technology Can Help Improve the Candidate Experience

Technology continues to shape the way job seekers search for work and how organisations find and hire qualified talent. The rise of social and professional networking sites, mobile devices, job boards and online applicant systems means that creating a meaningful candidate experience often begins with crafting a technology-first approach. Below we list three ways in which organisations can use technology to improve their candidate experience.

Offer a mobile-friendly candidate experience

Research conducted by Indeed found that 78 percent of Millennials, 73 percent of Generation Xers and 57 percent of baby boomers conduct job searches from their mobile devices. This means that organisations looking to improve their candidate experience should look to create a mobile-friendly recruiting environment for job seekers. Organisations should make sure that their career website and other resources candidates may need while applying for job openings are mobile-friendly.

Affinix™, PeopleScout’s proprietary talent technology, is designed as a mobile-first platform for both candidates and recruiters, ensuring seamless engagement from any mobile device at any time throughout the application, scheduling and screening process.

Quick questions to ask yourself to improve the mobile candidate experience:

  • Is career-related text and content easily readable on mobile devices?
  • Are job pages optimised for better visibility in mobile search?
  • Is navigation of the career site and job application simple on mobile devices?
  • Will candidates have to go through trial and error to complete applications on mobile devices?

Clear Communication

Establishing timely and clear communication between candidates and recruiters is essential for developing a positive candidate experience. However, many candidates are left without feedback or status updates on their application. In fact, a Talent Board report found that 47 percent of candidates were still waiting to hear back from employers more than two months after they applied.

The right technology platform can help by sending automated messages to candidates via email or chatbot technology letting them know their application status. You can even craft messages letting a candidate know if they did not get the job. While missing out on a job is never pleasant, receiving prompt feedback communicates to a candidate that their application and time were respected.

Social Recruitment Marketing

Enhancing the candidate experience also means reaching candidates where they are. According to Social Talent’s 2016 Global Recruiting Survey, 37 percent of survey respondents said that social media is the primary source of finding candidates. This shift towards a digital hiring model has seen the traditional résumé be displaced by the online footprint of candidates which showcases their skills and experiences.

PeopleScout’s Affinix platform can help organisations reach digitally native candidates with customised ads, optimised job descriptions, personalised landing pages, career portals and recruitment marketing that elevates job postings with robust content and campaign management.

Conclusion

Learning from past mistakes and successes is essential to improving the experiences of your candidates. While there is no such thing as a perfect hiring process, learning and evolving processes and procedures will improve an organisation’s ability to attract great talent and retain the strongest workers.

Improving Racial and Ethnic Diversity in the Workplace

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In the modern workplace, companies are placing greater emphasis on diversity and inclusion initiatives to strengthen organizational adaptability, gain competitive advantage and reduce legal risks. Despite this trend, many companies still struggle with racial and ethnic discrimination and policymaking.

In fact, According to data collected by the EEOC, $112.7 million is collected from employers for racial discrimination violations on average each year. In this post, we outline what constitutes racial and ethnic diversity, its benefits to companies and best practices when it comes to implementing and monitoring a racial and ethnic diversity policy in the workplace.

The Benefits of Racial and Ethnic Diversity in the Workplace

ethnic diversity

Companies increasingly understand the value of recruiting and retaining diverse employees, as these workers play a critical role in a company’s ability to adapt, grow and sustain a competitive advantage in the modern business landscape.

However, some companies fail to recognize the benefits of having a racially and ethnically diverse workforce. Factors such as prejudice and stereotypes towards certain racial or ethnic groups, whether conscious or unconscious, can lead to discriminatory practices in hiring.

What’s more, to combat prejudice and internal resistance, companies need to create a business case for diversity by outlining the benefits of a racial and ethnically diverse workplace such as:

  • Gains in worker welfare and efficiency
  • Reduced turnover costs
  • Fewer internal disputes and grievances
  • Improved accessibility to new and diverse customer markets
  • Higher productivity and increased revenue
  • Increased innovation
  • Development of new products and services
  • Improved company reputation management
  • Greater flexibility and adaptability in a globalized world
  • More efficient risk management (e.g. legal risks due to non-compliance)
  • Prevention of marginalization and exclusion of categories of workers
  • Improved social cohesion

Companies are more likely to reap these benefits when they go beyond meeting the minimum requirements for legal compliance. Companies should strive to understand both the social and cultural complexities inherent in embracing diversity and strive to be diversity leaders in their industry.

Research Report

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

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Key Racial and Ethnic Diversity Definitions

diversity statistics in the workplace

To effectively improve racial and ethnic diversity in the workplace, companies need to understand some of the key terms and definitions including:

Racial Discrimination: Racial discrimination in the workplace can be defined as any exclusion, restriction or preference based on race, color, descent or national or ethnic origin which has the purpose of impairing an employee’s ability to exercise their rights to equal standing in the workplace.

Ethnic Group: The term “ethnic group” refers to a group of persons whose members identify with each other through such factors as common heritage, culture, ancestry, language, dialect, history, identity and geographic origin.

Ethnic Minority: Ethnic minority does not only refer to ethnic groups that are a numerical minority. Instead, it refers to any ethnic group that is not dominant socially, economically or politically.

Implicit Bias: Also known as unconscious or hidden bias, implicit biases are negative associations that people unknowingly hold. They are expressed automatically, without conscious awareness.

Inclusion: Authentically incorporating traditionally excluded individuals and/or groups into processes, activities and decision/policy making in a way that shares power.

For more diversity definitions and terms, visit Racial Equality Tools.

Employer and Employee Responsibilities

Both employers and employees have responsibilities when it comes to promoting and monitoring racial and ethnic diversity policy in the workplace. Both stakeholders have to work together to ensure the success of a company’s diversity initiatives.

Employer Responsibilities

Employers should act as facilitators and purveyors of knowledge to improve relations among their diverse workforce. Employers should also continuously work on the development of diversity policy and implementation. Management should also be trained to ensure the improvement of awareness on racial discrimination and ethnic diversity in the workplace. Furthermore, employers can help build the capacity of managers to ensure that the ethnic diversity policy is effectively applied within the company.

Employee Responsibilities

Employees and organizations tasked with protecting workers rights should lobby companies for strong ethnic diversity policies, ensuring that all workers enjoy equal opportunities at all stages of the employment cycle, including access to employment, training, promotion and retirement. Employees also have an important role in raising awareness amongst themselves on the right to a workplace free from racial discrimination and in supporting their coworkers when they issue complaints.

Introducing Racial and Ethnic Diversity Initiatives in the Workplace

lack of diversity in the workplace

Improving racial and ethnic diversity in the workplace often challenges the values and worldview of current employees. For this reason, introducing diversity initiatives is both challenging and necessary for companies looking to create a more inclusive corporate culture.

How companies introduce racial and ethnic diversity initiatives matters. To successfully introduce diversity initiatives, companies need to take a structured approach that involves assuaging feelings of uncertainty about the future of the company and effectively communicating new policies aimed at protecting workers belonging to certain racial and ethnic groups.

At the same time, companies should communicate realistic expectations to members of minority groups regarding the new policies to ensure they understand the goal and scope of the initiative.

Companies can communicate new racial and ethnic diversity policies by creating a consistent message delivered and sent to all hierarchical levels through email, internal media networks (including social media) and placing posters in high traffic areas. Messaging should also be designed to accommodate the different languages and literacy levels of employees to ensure everyone understands the new policies.

Creating an Effective Response to Complaints

race vs ethnicity

Making it easy for workers to raise complaints helps demonstrate a fair and concerted effort to understand their concerns and issues surrounding diversity. If it can be shown that the complaints procedure is confidential, backed by prompt and effective action to investigate and settle them transparently and seriously, there will be not only greater acceptance of the policy but also greater commitment to practice the policy throughout the company. There are two processes to resolve complaints:

Formal Process

A formal complaint process is one that provides a written summary of the full investigation to the complainant and the alleged offender. Both parties should be given the opportunity to provide comments on the content of this summary before the full report is finalized. The final report should include who was interviewed, what questions were asked, the investigator’s conclusions, and what possible remedies, sanctions or other action may be appropriate.

Informal Processes

An informal process involves conciliation, mediation, counseling or discussions in order to resolve complaints. Peer mediators should be used instead of HR staff to facilitate dialogue between the parties but not making any recommendations, sanctions or hand down rulings.

In addition to the two processes of resolving complaints, companies should also look to the following persons, departments and organizations for help in resolving diversity-related issues:

Focal Point: Regardless of the size of a company, it is important to have one or more officials dedicated to overseeing that diversity policy is upheld. These “focal points” should be reliable, approachable and respected by staff and management, such as members of the executive board, department heads or employee relations staff. The size of the company will determine the number of focal points and how many workers are covered by each one.

Human Resources: If a company is large enough to support a human resources, transformation or diversity department; then consideration should be given to appointing the main focal point from within these departments.

Unions: If the employee base for a company is comprised of members of a union, they will need assurance that they have union support to raise issues regarding racial discrimination. Some workers, therefore, prefer to call their union representative when dealing with discrimination issues. Companies need to make sure that they have open and clear channels of communication with unions representing their employees and an established protocol when it comes to dealing with ethnic diversity policy.

Call Center: For large companies, it may be cost-effective to establish a call center for employees who are not yet ready to lodge a formal complaint with focal points, human resources or their union. These employees can anonymously contact the call center if they wish to voice concerns and seek further advice about an incident. Call centers can also be an effective means of monitoring incidents to ensure they are being tracked and followed up by managers who are responsible for the work or by the department where racial discrimination is alleged to have occurred.

Conclusion

To thrive in the current diverse times, companies need to lead the way in inclusion by creating workplaces that promote and celebrate racial and ethnic diversity. By creating diversity-friendly environments, companies gain an advantage in the competitive search for skilled talent.

Benefits of Workplace Diversity: The Value of LGBTQ+ Employees

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While there are legal protections in place to protect LGBTQ+ employers from discrimination in the workplace in many countries, in over half of the world, LGBTQ+ people are not protected from discrimination under workplace law. In a survey by the Center for American Progress (Cap) in 2022, half of LGBTQ+ and “sexual and gender diverse” people reported experiencing some form of workplace discrimination or harassment due to their sexual orientation or gender identity. This rocketed to 70% for transgender respondents. In the UK, 40% of LGBTQ+ workers and 55% of trans workers have experienced harassment, compared with 29% of heterosexual, cisgender employees.

These issues are not only troublesome for LGBTQ+ individuals in the workplace, but they are also bad for businesses. In this post, we outline the value of hiring and fostering a positive workplace environment for LGBTQ+ employees.

The Importance of Workplace Diversity

Today’s workforce has become increasingly diverse. Companies are more aware of the benefits of hiring talent from various backgrounds and the incredible contributions these employees bring to the workplace.

A well-managed diverse workforce will both reduce costs and generate greater profit, with companies that employ a diverse workforce having 35 percent higher financial returns than national averages according to a McKinsey report on workplace diversity. This clearly illustrates the importance of diversity in the workplace not only for a company’s culture but also for its bottom line.

Diversity does not just mean including women and persons from diverse racial, ethnic and religious backgrounds; it also means that businesses can benefit from hiring LGBTQ+ employees and creating a supportive atmosphere for them to thrive.

Research report

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

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Workplace Diversity: Benefits for LGBTQ+ Individuals

For starters, LGBTQ-supportive policies will have an instant effect on individual employees, consequentially creating less workplace discrimination and improved comfort about being openly LGBTQ+ at work.

According to a survey conducted by the Williams Institute, The Business Impact of LGBT-Supportive Workplace Policies, LGBTQ+ employees who feel the need to hide their identity in the workplace often feel greater levels of stress and anxiety causing health issues and work-related complaints.

By creating an LGBTQ-friendly workplace, companies can reduce stress and improve the health of LGBTQ+ employees, increase job satisfaction and create more positive relationships with co-workers and supervisors.

Workplace Diversity: Benefits for Businesses

Following the individual benefits, organisational outcomes will also improve. Employers with LGBTQ-friendly workplaces will benefit from lower legal costs related to discrimination lawsuits as well as lower health insurance cost, through improved health of employees.

In fact, a study by Out Now Consulting, LGBT 2030 – LGBT Diversity Show Me the Business Case, states that the U.S. economy could save $9 billion annually if organisations were more effective at implementing diversity and inclusion policies for LGBTQ+ staff.

By recruiting LGBTQ+ candidates, companies will open up the talent pool to more potential hires, making finding the right talent for a company easier than if they ignored a large and talent-rich demographic.

How to Successfully Recruit LGBTQ+ Individuals

Learning how to recruit LGBTQ+ individuals is the first step in creating a more LGBTQ-friendly workplace. To recruit LGBTQ+ talent, businesses need to tailor their recruitment approach to meet the unique expectations LGBTQ+ individuals have when in a job search. Below are three ways to better recruit top LGBTQ+ talent.

Do Market Research

To better understand the unique concerns and needs of LGBTQ+ individuals, businesses need to identify positive factors that appeal to LGBTQ+ candidates along with the negative factors that repel them. A good way to identify positive and negative factors is by surveying current LGBTQ+ employees. If a company lacks a large enough sample size, they can acquire survey data from third parties or diversity consultants. Companies should take the data and insights gleaned from surveys and polls to craft LGBTQ-friendly messaging in job postings and recruiter communications, so the target audience feels comfortable considering employment with the organisation.

Create an LGBTQ-Friendly Recruitment Process

To successfully recruit the best LGBTQ+ talent, companies need a comprehensive approach that includes tailored LGBTQ-friendly employer branding and diversity-oriented talent acquisition professionals experienced in assessing diverse candidates. Companies can also focus efforts on recruiting LGBTQ+ interns and offer them the opportunity to join the organisation full-time after the internship is completed. By creating a more LGBTQ-friendly recruitment process, companies will ensure that LGBTQ+ individuals are more likely to accept offers of employment.

Ask for Employee Referrals

Employee referrals can be a strong LGBTQ+ recruitment source. Companies with employee referral programmes should adopt a diversity-focused approach that includes LGBTQ+ candidates. Companies should publicise this focus to employees, letting them know that the company is actively searching for and encouraging the recruitment of LGBTQ+ candidates to fill positions.

Workplace Inclusion Programmes for LGBTQ+ Individuals

Creating a diversity inclusion programme is one way of helping LGBTQ+ employees and other diverse members of a company feel welcome and comfortable at work. A well-run inclusion programme should support LGBTQ+ individuals in the workplace by offering workshops, training and support from both management and HR. The overall goal of inclusion is to make LGBTQ+ employees feel safe and like an integral part of a company.

Companies can also collaborate with outside LGBTQ+ organisations and charities and encourage both LGBTQ+ and non-LGBTQ+ employees to participate in events sponsored by these organisations. By aligning company values with those of LGBTQ+ organisations, companies can show their commitment not only to LGBTQ+ employees but also to supporting equality in the community as well.

Diversity and inclusion policies and programmes can also save a significant amount of money spent on new talent recruitment and training by helping retain great talent. Furthermore, a more diverse and open workplace will increase creativity, which will lead to innovation and new ideas.

Conclusion

As the world becomes more accepting and understanding of the LGBTQ+ community, people expect businesses to do the same. Companies who work towards change to create a more acceptable and tolerant environment will gain the respect and loyalty of employees and the public-at-large. While there is still a lot of work ahead, there are a rising number of companies that understand that equality is good for business.

Only 5% of organisations 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.

Managing Diversity in the Workplace

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According to a recent demographic analysis conducted by the Pew Research Center, by 2055, the U.S. will no longer have a single racial or ethnic majority. This shift towards a more diverse population will have major impacts on the workforce and how organizations address diversity in the workplace.

In the coming years, organizations that understand how to manage diversity in the workplace effectively will hold a distinct advantage when it comes to recruiting and hiring talent. This post outlines how organizations can best approach and manage diversity in the workplace with actionable tips and advice.

What is Diversity in the Workplace?

For an organization looking to cultivate a more diverse and inclusive workplace, it is important to understand what constitutes workplace diversity.

Workplace diversity refers to the variety of differences between individuals in an organization. Diversity not only includes how individuals identify themselves but also how others perceive them. Diversity within a workplace encompasses race, gender, ethnic groups, age, religion, sexual orientation, citizenship status, military service and mental and physical conditions, as well as other distinct differences between people.

Research Report

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

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What are the Benefits of Diversity in the Workplace?

What are the Benefits of Diversity in the Workplace?

What are the benefits of diversity in the workplace? Well, there are many benefits to having a diverse workplace. Organizations that commit to recruiting a diverse workforce have a larger pool of applicants to choose from, which can lead to finding more qualified candidates and reducing the time it takes to fill vacant positions. Businesses that do not recruit from diverse talent pools run the risk of missing out on qualified candidates and may have a more difficult time filling key roles, which increases recruitment costs.

According to a survey conducted by Glassdoor, 67% of job seekers said a diverse workforce is important when considering job offers and 57% of employees think their companies should be more diverse. These numbers are telling. Not only can organizations fill positions with qualified candidates more quickly by recruiting from different talent pools, but a diverse workforce also benefits their employer brand which is crucial when it comes to getting the right talent.

Having a diverse workforce with multi-lingual employees and employees from varying ethnic backgrounds can also be helpful for organizations who want to expand or improve operations in international, national, regional and local markets.

More benefits to having diversity in the workplace:

  • Employees from diverse backgrounds imbue organizations with creative new ideas and perspectives informed by their cultural experiences
  • A diverse workplace will help organizations better understand target demographics and what moves them
  • A diverse workplace can better align an organization’s culture with the demographic make-up of America
  • Increased customer satisfaction by improving how employees interact with a more diverse clientele and public

Diverse Staffing: How to Manage Diversity in the Workplace

Managing Diversity in the workplace

Managing diversity in the workplace presents a set of unique challenges for HR professionals. These challenges can be mitigated if an organization makes a concerted effort to encourage a more heterogeneous environment through promoting a culture of tolerance, open communication and creating conflict management strategies to address issues that may arise.

For leadership to effectively manage diversity in the workplace, they need to understand their backgrounds and how their behavior and beliefs can affect their decision-making within a diverse environment.

Tips for Managing Workplace Diversity

diverse staffing

Prioritize communication

To manage a diverse workplace, organizations need to ensure that they effectively communicate with employees. Policies, procedures, safety rules and other important information should be designed to overcome language and cultural barriers by translating materials and using pictures and symbols whenever applicable.

Treat each employee as an individual

Avoid making assumptions about employees from different backgrounds. Instead, look at each employee as an individual and judge successes and failures on the individual’s merit rather than attributing actions to their background.

Encourage employees to work in diverse groups

Diverse work teams let employees get to know and value one another on an individual basis and can help break down preconceived notions and cultural misunderstandings.

Base standards on objective criteria

Set one standard of rules for all groups of employees regardless of background. Ensure that all employment actions, including discipline, follow this standardized criteria to make sure each employee is treated the same.

Be open-minded

Recognize, and encourage employees to recognize, that one’s own experience, background, and culture are not the only with value to the organization. Look for ways to incorporate a diverse range of perspectives and talents into efforts to achieve organizational goals.

Hiring

To build a diverse workplace, it is crucial to recruit and hire talent from a variety of backgrounds. This requires leadership and others who make hiring decisions to overcome bias in interviewing and assessing talent. If organizations can break through bias and hire the most qualified people, those with the right education, credentials, experience and skill sets, a diverse workplace should be the natural result.

Tips for hiring a diverse workforce:

  • Incorporate a diverse interview panel to ensure candidates are chosen solely based on suitability for the position.
  • Managers should be trained on what can and cannot be asked in an interview. For example, questions about an applicant’s personal life, such as which church they attend, their romantic life and political beliefs, are off-limits.
  • Get creative when recruiting. For example, if an organization would like to hire more women in the engineering department, they could reach out to professional groups that cater to women in engineering and ask to advertise open positions in their newsletter or member communications.

Diversity Management: Policies and Practices

diversity management

Organizations that embrace diversity also need to ensure that there are policies and practices in place to protect employees’ rights and stay compliant with government regulations.

It is essential for an organization to think about the impact that company policies and practices have on a diverse group of employees. Companies should create a way for employees to give feedback with surveys and suggestion boxes to gain a better understanding of how employees feel about diversity policies. Any feedback received, both positive and negative, is valuable. Companies need to be ready to adapt and change policies that may be interpreted as obstructions or not helpful for employees.

In addition to the written policies, it is also essential to ensure that the non-official “rules” of an organization are thoroughly explained to all employees to communicate company values and culture to all workers effectively.

Documentation of Policies and Procedures

Properly documenting diversity policies is an effective means of communicating an organization’s stances on diversity. Once concrete plans are ready to be implemented, documents that outline each policy should be included in the employee handbook. Diversity policies should be reviewed with every new hire, and when updates to policies are made, they should be shared with current employees as well.

Employee handbooks should cover diversity in the following sections:

  • Code of conduct should outline the company’s policy toward diversity
  • Non-discrimination policy lets employees know about diversity
  • Compensation and benefits policy
  • Employment conditions and termination

Zero-Tolerance Policy

Having a diverse workplace means that off-color jokes about ethnicity, gender, sexual orientation or religion need to be met with zero-tolerance enforcement. Slurs, name-calling and bullying employees for any reason has no place in today’s workplace. Policies should be put in place to handle misconduct and communicate to employees that this type of behavior will not be tolerated.

Organizations will also need to make sure employees feel safe reporting any instances of inappropriate behavior by co-workers by establishing a formal complaint policy,  so employees know how to report misconduct to the proper authority within an organization.

Sensitivity Training 

Employees need to be aware of how to coexist with a diverse range of people, as well as be cognizant of cultural sensitivity, to achieve harmony within a diverse workplace. Sensitivity training can help an organization manage diversity in the workplace by helping employees become more self-aware, which plays a vital role in helping employees understand their own cultural biases and prejudices.

Benefits of sensitivities training:

  • Helps employees examine and adjust their perspectives about people from different backgrounds
  • Employees can learn to better appreciate the views of others
  • Shows employees what actions are offensive and why they are perceived as such
  • Teaches employees how to calmly communicate that a co-worker has offended them and how to resolve the conflict properly
  • Explains to employees how to apologize to a co-worker if they have indeed offended them unknowingly
  • All employees should be included in sensitivity training; adding specific training for managers makes it even more impactful. Some companies also offer sensitivity training online.

Stay Abreast of Diversity Laws  

Managing diversity in the workplace means that businesses need to keep abreast of changing employer-related laws and trends, especially diversity-related changes. Organizations should regularly review internal policies, especially those around harassment and equal opportunity, and make sure they reflect the most current laws and regulations.

If an organization has an international or multi-state presence, it is necessary to track regional changes to laws and regulations as they vary from country to county and state to state.

Diversity law resources:

The Importance of Diversity in the Workplace

The Importance of Diversity in the Workplace

Encouraging diversity is the way forward for organizations. In a global talent market, businesses that can successfully manage diversity in the workplace will have a definite competitive advantage over others in terms of differentiation, innovation and employer branding.