Practical recommendations on the steps to take and the obstacles to overcome in the pursuit of more diverse candidate pools and resulting hires (internally and externally). Themes include: • Addressing the challenge of unconscious bias – yours, agencies and hiring managers • Reconciling speed vs. diversity of hires and managing stakeholder expectations • The mutual benefits of monitoring and reporting diversity of outcomes • How more inclusive on-boarding can improve and embed results

1. We | Listen Create Deliver
Talent Acquisition in the Face of Diversity
From Talk to Walk

2. 2
Capita Talent Consulting combines our resourcing
and diversity expertise to give you practical and
actionable recommendations on building a
diverse and inclusive people strategy.
DIVERSITY & INCLUSION -
A BUSINESS IMPERATIVE
Mike Ruddle - Capita
REMOVING BIAS FROM
HIRING STRATEGY
Karen Paginton - Capita
THE POWER OF DATA-LED
DECISION MAKING
Kirstie Kelly - Launchpad

3. Diversity
Is the variety of people and
ideas within a company
Is the creation of an environment in which
people feel involved, respected, valued,
connected, and able to bring their authentic
selves to the team and to the business.
Inclusion
Higher Engagement & Performance
Some Definitions

4. D&I now a Business Imperative
2 INNOVATION AND
COLLABORATION
Employees in an inclusive ‘speak up’
environment are 3.5 x more likely to
contribute and reach their potential.
86% of millennials say differences of
opinion are crucial for innovation.
COMMERCIAL
85% of CEOs who have
embraced a formal D&I
strategy say that it’s
improved their bottom line.
1
ENGAGEMENT
83% of millennials more likely to
actively engage with an organisation
that has an inclusive culture. Plus,
engaged employees demonstrate
higher performance.
3
4 CUSTOMER RELATIONSHIPS
Reflecting customers means
anticipating their needs better,
forming deeper relationships and
communicating more effectively.
5 RISK MANAGEMENT
Diverse teams make better
business decisions and generate
more effective solutions. they
avoid the risks of ‘group-think’.
6 EXTERNAL STAKEHOLDER
EXPECTATIONS
Government, regulators, shareholders,
analysts, trade unions and whole
communities have an interest in
impactful diversity & inclusion.

5. Common Issues
5
Compliance Gender The Concept
Leadership
Commitment
Bias &
ObstaclesMind-set

6. 6
An Evolving Journey – where is your Organisation?

7. 7
Removing bias from hiring strategy

8. 8
If you are human you are bias
The question to ask ourselves is not do we have
bias but which bias do we have - Howard Ross Everyday Bias:
Identifying and Navigating Unconscious Judgments in Our Daily Lives
Being aware of bias enables better decision making and
better talent management decisions. Building a wider more
diverse talent pool and more inclusive culture impacts
business growth

9. No silver
bullet
challenge
assumptions

10. Removing Bias
Process and SystemsPeople Analytics
Candidate Experience
Manager Capability
Culture and Engagement
COMPLEXITY COST SPEED

11. Align your Strategy
Recruitment
suppliers
Recruitment
Team
Hiring
Community

12. Addressing the challenges of unconscious bias
12
Attraction
Application
Recruitment
Process
Selection
Feedback

13. Hint and tips
Review you end to end recruitment process from your EVP
to on-boarding to remove bias in the process
Provide unconscious bias training don’t make this a
compliance task - keep reinforcing the message. Once isn’t
enough this is not a quick fix
Mystery shop your recruitment process – make it fair and
inclusive
Know what success looks like, measure and report on
impact of change
Align all of your key stakeholders to manage expectations
1
2
3
4
5

14. 14
The power of data-led decisions

15. © 2015 Launchpad. All rights reserved | Sep 2015

16. “hire 30% more
women please”
“blind
interviewing”
“
“can we ‘predict’
who to hire”
“reporting - track
‘protected’
groups”
“recruitment
processes must
remain
centralised”
© 2015 Launchpad. All rights reserved | Sep 2015

17. The Human Factor
JUDGEMENT
Leniency
Stringency
Central Scoring Tendency
Halo / Horns Effect
BEHAVIOURAL
By gender
By race
By age
By accent
By appearance
Cloning
Previous candidate –
contrast effect
By when in the interview
schedule© 2015 LaunchPad. All rights reserved | Nov 2015 | Confidential – Not for
redistribution

18. WHO GETS IT WRONG

19. The Human Factor in Action
A CLEAR PATTERN
RELATED TO THE TIME OF DAY
Average Score, across all reviewers, each hour Negative reviewer vs Positive reviewer – Score distribution
Average Score per review criteria
SOME REVIEWERS ARE CONSISTENTLY
NEGATIVE, OTHERS ARE POSITIVE
SOME CRITERIA DO NOT
DIFFERENTIATE CANDIDATES
Negative correlation – Average answer vs count of videos viewed
REVIEWERS BECOME MORE NEGATIVE
AS THEY REVIEW MORE CANDIDATES
© 2015 LaunchPad. All rights reserved | Nov 2015 | Confidential – Not for
redistribution

20. WHO GETS IT RIGHT! WHERE DOES
DATA TELL A POWERFUL STORY

22. WE CHALLENGE CONVENTIONAL
DECISION MAKING
WE SHOW PEOPLE A BETTER AND FAIRER WAY TO MAKE DECISIONS USING DATA
TO TELL THE STORY USING TECHNOLOGY
22 www.launchpadrecruits.com
© 2015 Launchpad. All rights reserved | Sep 2015

24. Two Critical Requirements
OBJECTIVE
STRUCTURED
APPROACH +CONSISTENT
UNBIASED
EVALUATION
© 2015 LaunchPad. All rights reserved | Nov 2015 | Confidential – Not for
redistribution

26. For every 1% increase in employee engagement, you can expect to see an
additional 0.6% growth in sales for an organisation
2013 Trends in Global Employee Engagement, Aon Hewitt
”
“
There is a statistically significant relationship between diversity practices and
employee engagement at work, for all employees
The Role of Diversity Practices and Inclusion in Promoting Trust and Employee Engagement, May 2015
”
“
© 2015 Launchpad. All rights reserved | Sep 2015
Diversity Drives Employee Engagement