The document summarizes the key findings of the TPP Charity HR Salary Survey from 2015. The main highlights are that salaries in the not-for-profit sector increased on average by 6% from the previous year, with the biggest increases seen at senior levels. There was also a significant gender pay gap. Flexible working remained in high demand. The survey provides salary details by role and region. It also reviews benefits offered and desired by employees such as pensions, flexible hours and medical cover.

1. TPP HR SEMINAR –
EQUALITY & DIVERSITY

2. TPP HOSTS
• ROB HAYTER
TPP DIRECTOR
SENIOR APPOINTMENTS PRACTICE LEAD
• MATT ADAMS
SENIOR CONSULTANT
HR & CORPORATE RESOURCES

3. GUEST SPEAKERS
• PETER HALL
MEMBERS ENGAGEMENT MANAGER
ENEI
• CHRIS PROCTOR
LEGAL OFFICER
NACRO
• DOMINIC HEADLEY
LEGAL OFFICER
NACRO

4. OUR PRINCIPLES

5. CHARITY HR SALARY
SURVEY 2015 – THE RESULTS
• Survey results Feb-March 2015, across HR professionals in the
not for profit sector.

6. 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

7. SALARY CHANGE
3%
38%
54%
4%
2%
Increased a lot
Increased a little
Stayed the same
Decreased a little
Decreased a lot

8. 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%

9. GENDER GAP

10. SIZE OF ORGANISATION
Large organisations
£43,268 £37,799
Small organisations
14%

11. LOCATION
28%
£35,604
Avg
£27,803
Avg

12. 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

13. 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 Appointments
0207 198 6060
matt.adams@tpp.co.uk

14. Equality & Diversity Breakfast
Seminar
Peter Hall
Employers Network for Equality & Inclusion

15. Overview
We will explore:
• Brief history of Diversity and Inclusion
• Facts
• Business case for Diversity
• Top Tips – Attraction/Retention

16. 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 up
Is it addressing
structural barriers?

17. 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)

18. 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

19. 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?

20. 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.

21. 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.

22. 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.

23. 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

24. Questions & Answers

25. Peter Hall
Employers Network for Equality & Inclusion
0788 597 6450 / peter.hall@enei.org.uk
Contact:

26. TPP Recruitment HR Summit
14th October 2015
© Copyright Nacro 2015

28. Did you know…
…that’s over 20% of the
working age population

29. Most people who have criminal records come from varied
backgrounds and possess a wide range of skills, qualifications,
motivation and experience.

30.  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
Over 60% reported that employees with criminal records
worked as hard, if not harder than those with no convictions

31.  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
Employers have exaggerated concerns about employing ex-
offenders
What do employers say they want?

32.  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

33.  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.

34. 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

35.  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.

36. 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

37. 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.

39. Consultancy and legal compliance
Tailored support with policies and processes
Training
Interactive workshops, from our offices in London or in-
house
Free, confidential advice and support
Practical advice and support Mon-Fri, 9-5

40. Nacro’s Resettlement Advice Service
First Floor, 46 Loman St
London, SE1 0EH
Dominic Headley
Direct Dial: 020 7902 5469
Email: dominic.headley@nacro.org.uk
Chris Proctor
Direct Dial: 020 7902 5467
Email: christopher.proctor@nacro.org.uk
Employer Helpline: 0845 600 3194
Email: employeradvice@nacro.org.uk