hr seminar - equality & diversity
TRANSCRIPT
TPP HR SEMINAR –EQUALITY & DIVERSITY
TPP HOSTS
• ROB HAYTERTPP DIRECTORSENIOR APPOINTMENTS PRACTICE LEAD
• MATT ADAMSSENIOR CONSULTANTHR & CORPORATE RESOURCES
GUEST SPEAKERS
• PETER HALLMEMBERS ENGAGEMENT MANAGERENEI
• CHRIS PROCTORLEGAL OFFICERNACRO
• DOMINIC HEADLEYLEGAL OFFICERNACRO
OUR PRINCIPLES
CHARITY HR SALARY SURVEY 2015 – THE RESULTS
• Survey results Feb-March 2015, across HR professionals in the not for profit sector.
HEADLINES
• Salaries up - 6% on average
• Biggest increases at senior level
• Significant difference in pay between men/women
• Flexible working – already a popular benefit, but very much in demand
• HR recruitment steady – increased focus on Business Partner roles.
• HR divisions increasingly connected with volunteer
SALARY CHANGE
3%
38%
54%
4%
2%
Increased a lot
Increased a little
Stayed the same
Decreased a little
Decreased a lot
SENIORITY
• Director £64,401 ↑ 8%
• Head of £48,166 ↑ 6%
• Business Partner £38,752 ↑ 3%
• Manager £36,478 ↑ 6%
• Officer/ Advisor/ Executive £26,654 ↑3%
• Assistant/ Admin £23,165 ↑ 3%
GENDER GAP
SIZE OF ORGANISATION
Large organisations
£43,268 £37,799
Small organisations
14%
LOCATION
28%
£35,604 Avg
£27,803 Avg
BENEFITS
Pension Contributions
• 82% Receive
• 5% want
Flexible Working
Hours
• 47% Receive
• 27% Want
Season Ticket Loans
• 38% Receive
• 7% Want
Childcare Vouchers
• 37% Receive
• 5% Want
Life Insurance
• 29% Receive
• 16% Want
Medical Cover
• 13% Receive
• 33% want
Voluntary Leave/
Trusteeships
• 11% Receive
• 0% Want
Secondments/ Sabaticals
• 14% Receive
• 9% Want
Car Allowance
• 5% Receive
• 11% Want
Other
2% Receive option to buy
holiday
SALARY SURVEYS
Salary Surveys for the following divisions available online:
• Marketing and Communications• Fundraising and Development• Finance• HR• Social Care
http://www.tpp.co.uk/employers/recruitment-advice/salaries-recruitment-advice/salary-surveys-recruitment-advice
Matt Adams – TPP Senior Appointments0207 198 [email protected]
Equality & Diversity Breakfast
Seminar
Peter Hall
Employers Network for Equality & Inclusion
Overview
We will explore:
• Brief history of Diversity and Inclusion
• Facts
• Business case for Diversity
• Top Tips – Attraction/Retention
A very brief history of D&I
Equal Opportunities 1970s
Risk & Compliance
Group based
Re-active
Deficit model
Diversity 1990s
Business orientated
Focus on talent
attraction
Pan – diversity
Beyond legal groups to
individual differences
Inclusion 2000s
Addresses culture and
behaviours
Unconscious Bias
Leadership
Noah’s ark
approach
Boxes
people upIs it addressing
structural barriers?
Some facts
There are now 41,000 16 to 24 year olds from Black, Asian and
Minority Ethnic (BAME) communities who are long term
unemployed. This is a 49% rise from 2010
A 2012 Race for Opportunity report showed just 29% of black and
ethnic minority candidates were offered a job through recruitment
agencies, compared with 44% of white applicants
Ethnic minorities are less likely to reach senior positions in
employment e.g. of the top 50 fundraising charities only 12 per
cent of CEO’s, 6 per cent of senior management team members
and 8 per cent of Trustees are non- white. (Third Sector – Diversity:
the deficit at the top of the biggest charities, August 2014)
Mckinsey (2014): Companies with
diverse top teams exceeded others by:
1. 56% in operating results
2. 53% higher return on equity
3. EBIT margins were 14% higher
30%
Business Case for Diversity
The impact of affinity bias on talent management
Individuals and groups gravitate to people like them…
Commonality /
Likeability
CompetenceTrust
• Recruit in our own likeness
• Listen to people like us
• Value the opinions of people like us
• Affect how we allocate work
• Impact feedback
• Affect the way we provide informal
mentoring and support
• Business networks
3 fold impact
What’s in a
name?
Top Tips - Attracting the best talent
Qualifications and essential requirements- “First language must be
English”
Ensure that what you are asking for is actually necessary. For example,
employers could ask for a high standard of English, or say that you
will be testing applicant’s language skills during the recruitment
process.
Experience- “This role involves travelling around the world, someone
independent who has lived away during university ”
Some cultures encourage young people to stay close to home whilst
studying, the above statement could discriminate against individuals
who were encouraged by their parents to live at home.
Top Tips - Attracting the best talent
Language- “Preferably of European origin”
Do not use language on job adverts that implies you only want to
hire a particular race.
Advertisement- If you only buy advertising space in, for example, a
magazine mainly read by white people it will not receive applications
from ethnic minority candidates.
Application Forms- The use of a bias-free application form will
minimise the risk of race being used within recruitment selection. A
“tear off” equal opportunity monitoring form will provide you with
monitoring information.
Top Tips - Attracting the best talent
Recruitment Agencies- An agency will work in the way they believe
to be the most efficient and this may involve making assumptions
about the type of candidate they target, to reduce the time spent
filling your position.
CVs- The traditional CV makes it more difficult to remove race
associations such as name or nationality, and this means that those
carrying out the first sift of applications must have in-depth equality
and diversity training.
Interviews- All interviews should be based on competence and skill
and be carried out by trained managers. If a panel is used, then some
attempt at diversity should be made.
Top Tips - Retaining the best
Tip Example
Extend your networks Sponsor someone who is not like you
Use exemplars and role models Actively remember leaders from out groups and their positive
contribution
Build in accountability Ask your colleagues to justify their decisions
Extend trust Allocate challenging work to all team members / keep a record
Breaking your thinking patterns Create a diverse project team
Learn to mistrust your thinking patterns
Questions & Answers
TPP Recruitment HR Summit
14th October 2015
© Copyright Nacro 2015
Did you know…
…that’s over 20% of the
working age population
Most people who have criminal records come from varied backgrounds and possess a wide range of skills, qualifications, motivation and experience.
However, 75% of employers would use a declaration of
criminal records to either reject a candidate outright or to
discriminate in favour of those without
Only 18% knowingly employed a person with convictions
Mismatch between ‘desired skills’ and perceived skills of
‘typical’ offenders
Ex-offenders have a largely negative reputation among
employers with no known experience of working with them
Business leaders say UK is currently suffering a chronic skills
shortage
Over 60% reported that employees with criminal records
worked as hard, if not harder than those with no convictions
Employers struggle to understand the complex legislation that impacts
upon the employment of ex-offenders
Employers lack the confidence and tools they would like or need to
make an informed decision about a candidate with a criminal record
Employers wanted a dedicated employer support service for
employing ex offenders
Employers wanted practical guidance, operational support and training
and policy support on understanding legal obligations and managing
risk
Employers have exaggerated concerns about employing ex-
offenders
What do employers say they want?
2012: Protection of Freedoms Act 2012
2013: Rehabilitation of Offenders Act 1974 (Exceptions)
Order 1975 (Amendment) (England and Wales) Order 2013
2014: Rehabilitation of Offenders Act 1974 (amended by
LASPO 2012)
2014: Childcare (Disqualification) Regulations 2009
2015: Section 56 of the Data Protection Act 1998
Every year since 2012: there have been major changes in
legislation
that impact upon disclosure of criminal records
Joe is applying to be a bank
cashier.
Sept 2012: convicted of fraud –
6 months imprisonment
Isobel is applying for the same
job.
January 2011: failing to stop
and report an accident – fine,
licence endorsement and court
costs.
DBS checks
Do you have any convictions, cautions, reprimands or final warnings
which are not ‘protected’ as defined by the Rehabilitation of
Offenders Act 1974 (Exceptions) Order 1975 (as amended in) 2013?
Basic checks
Do you have any ‘unspent’ convictions?
Do you have any pending prosecutions? (only if required)
If role is ‘exempt’ from ROA
If role is covered by ROA
Apply a balanced, rational, common sense approach: the
objective is not to further punish applicant for their past mistakes.
Consider ‘real risks’ of harm rather than ‘perceived risks’.
Consider your organisation’s actual experience of people with a
criminal record? Have you been harmed previously?
Treat applicants on case by case basis rather than stereotyping or
generalising.
Challenge the picture that you may have built up in your mind
about the applicant and/or their criminal record.
Criminal record risk-assessment should consider all of
the following: Nature and seriousness of the offence
Relevancy of the offence(s) to the role
Length of time since the last offence
Pattern of offending
Age at the time of first/last offence
Circumstances of the offence(s)
Attitude to the offence(s) – then and now
Efforts made to: address past issues; not re-offend; make a
change for the better
Change in circumstances and responsibilities taken on
Make it clear on the advert and/or application form what level of
Disclosure will be required (i.e. Basic, Standard or Enhanced). Use eligibility
decision tree and ask correct criminal record declaration question for the
role applied for.
Issue a policy statement on recruiting of ex-offenders. Include a copy on
online portal, application form and provide a copy along with the job
description sent to candidates.
Full disclosure of criminal record should only be sought from short-listed
candidates in the form of a written Disclosure Statement (not a criminal
record check) which is provided confidentially to the appropriate person(s)
(e.g. HR or interview panel).
Obtain all the necessary information from the applicant and any other
independent sources. Carry out criminal record checks (if required) and a
formal risk-assessment before making any final decisions. Record the
rationale behind any decision made.
Consultancy and legal complianceTailored support with policies and processes
TrainingInteractive workshops, from our offices in London or in-
house
Free, confidential advice and support
Practical advice and support Mon-Fri, 9-5
Nacro’s Resettlement Advice Service
First Floor, 46 Loman St
London, SE1 0EH
Dominic Headley
Direct Dial: 020 7902 5469
Email: [email protected]
Chris Proctor
Direct Dial: 020 7902 5467
Email: [email protected]
Employer Helpline: 0845 600 3194
Email: [email protected]