3 Proven Ways to Boost Diverse Talent Pipelines Fast

Written by

3 Proven Ways to Boost Diverse Talent Pipelines Fast

How do we develop diverse talent candidate pipelines for companies? Over the last 18 months, the topic of diversity, equity and inclusion has shifted the workplace. Following the death of George Floyd, discussions around talent acquisition, recruitment, and retention have challenged companies across all industries to ask questions around the cultures that have been built in the workplace. With underrepresented groups leaving companies in droves following on from his murder that year, between May and September of 2020, we witnessed these same groups being headhunted for diversity, equity, and inclusion job opportunities. Indeed, the worldwide employment website said that diversity and inclusion job postings rose by an astonishing 123%.

With organisations now implementing talent strategies to increase diverse representation across businesses, what can recruitment agencies and external suppliers that work with companies do to develop diverse candidate pipelines? Here are three recommendations to consider.

Your diverse talent focus is on speed and not enough on quality

We get it. You receive a brief and the client provides you with a turnaround date of yesterday. You’re known for being able to deliver either on or before time. But you want your candidate pipelines to be more diverse of the market that is out there. Filling the role with similar talent is an assured safety measure that the client will be satisfied with. Its predicted success.You do not have to trade speed for diversity, but you will need to create time to develop new pathways to deliver a quality filled diversified pipeline.

Create time to expand and diversify your search profiles

Based on the sector you work in you probably have ‘ideal’ candidate profiles that fit the roles you fill. And while that is great, what does that mean for underrepresented groups that do not fit or fill these profiles? Because there is no ‘one’ ideal candidate, rather than referring to the one or two that come to mind when filling roles, why not take the time to create 2-3 more? Yes, the short-term investment is that it will take a few days to create and develop a selection of diverse profiles, but ultimately developing this step will provide long term quality and success for your clients in the long run.

Build diverse talent pipelines by building new relationships

This could become a part of your business development strategy. Within our day-to-day work, we make the time to network with existing relationships we have with clients, and we even make the time to get to know successful candidates that have been hired. But what can we do to begin building meaningful connections with diverse candidates? Get out of your comfort zone! Explore new online communities, sign up to online discussions, career fairs and external industry events that garner diverse talent. Not only will you get to know meet new talent, but you’ll also be able to gather intel that clients will appreciate.

Recruitment agencies may not work as seamlessly or consistently with company recruiters, hiring managers and talent partners as they would like. But, as industry leaders across respective sectors, accountability and external insight into the candidate market gives you, the supplier, the consent to enhance and add value to your clients when delivering your services.

To discuss further, please get in contact with ourDirector, James Cumming. 

Or Connect with me on LinkedIn

How to Integrate into an Established Leadership Team

Written by

Introduction:

Joining an established leadership team as a senior leader presents a unique set of challenges and opportunities. It’s about finding the right balance between asserting your authority and integrating smoothly into the existing dynamics. This post explores effective strategies for making a lasting impact while respecting the established culture and practices.

Understanding the Current Landscape:

Before making any significant moves, it’s crucial to understand the existing culture and dynamics of the leadership team. Spend time observing interactions, understanding team strengths, weaknesses, and the subtleties of how decisions are made. This period of observation allows you to gain insights into the team’s functioning and identify areas where your skills can add the most value.

Building Relationships within the Established Leadership Team:

Establishing strong relationships with each team member is essential. Take the initiative to schedule one-on-one meetings with your peers to learn about their roles, challenges, and aspirations. This not only helps in understanding their perspectives but also in building trust and rapport. Being approachable and showing genuine interest in your colleagues’ viewpoints can set a positive tone for your future interactions.

Communicating Effectively:

Clear and transparent communication is key. When you do start to implement changes, communicate your vision and the rationale behind your decisions. Be open to feedback and encourage open dialogue. It’s important to articulate that while you bring new ideas and perspectives, you value the existing knowledge and experience within the team.

Adding Value through Your Expertise:

Leverage your unique experiences and skills to make a tangible impact. Identify areas where your expertise can bring immediate benefits. Whether it’s introducing new strategies, streamlining processes, or fostering innovation, focus on creating value that aligns with the team’s objectives and the broader goals of the organisation.

Respect Existing Norms and Cultures:

While it’s important to bring in fresh perspectives, it’s equally important to respect the existing norms and culture. Abruptly challenging established leadership practices can lead to resistance. Instead, aim for a balanced approach where you gradually introduce new ideas and respect the team’s history and achievements.

Empowering Your Leadership Team:

Effective leadership is as much about empowering others as it is about steering the ship. Encourage team members to take initiative and contribute their ideas. Recognising and utilising the strengths of individual team members not only boosts morale but also enhances collective productivity.

Leading by Example:

Your actions set the tone for your leadership style. Demonstrate commitment, integrity, and professionalism. Leading by example is a powerful way to gain respect and influence within the team. Show that you are willing to roll up your sleeves and contribute to the team’s efforts.

Embracing Change and Adaptability:

The ability to adapt and be flexible is crucial in a dynamic environment. Be open to learning and evolving your approach based on the team’s feedback and changing organisational needs. Adapting does not mean compromising your vision but finding the most effective way to achieve it within the new environment.

Conclusion:

Joining an established leadership team as a senior leader is an opportunity to make a meaningful impact. It requires a careful blend of understanding, respect for existing dynamics, effective communication, and strategic implementation of your expertise. By building strong relationships, being adaptable, and leading by example, you can integrate successfully and contribute to the team’s and organisation’s success.

OUR FOCUS ON LONG-TERM PARTNERSHIPS

At re:find we have been in Executive Search for over 20 years. We believe that recruitment is not a one-off transaction but rather a long-term partnership. We aim to build long-term relationships with our clients, providing ongoing support and advice to help them find and retain the best talent for their organisation.

In addition, as a business, we understand that every organisation is unique and that there is no one-size-fits-all solution when it comes to recruitment. That’s why we offer bespoke recruitment solutions that are tailored to meet the specific needs of each client. Whether you need help with a single hire or a full recruitment campaign, we can help.

We are committed to providing our clients with the highest quality service. As part of this, we ensure that we take the time to understand your organisation’s culture and values, as well as the specific skills and experience needed for each role.

For more information on our executive search practice and our CCS framework
please get in touch with our Managing Director, James Cumming.

Promoting wellbeing in the workplace

Written by

Workplace Wellbeing
Workplace Wellbeing

We recently held our third run of The Forum, discussing the importance of promoting mental health and wellbeing in the workplace. For those of you who don’t know, The Forum is an exclusive quarterly event for HR Directors to ask, share, explore and learn.

This quarter, we were talking about mental health and wellbeing in the workplace and it sparked some very interesting conversation, so I thought I would give my opinion on a few things!

First, a few stats:

  • 83% of people go to work when they are unwell
  • 59% of people who are off work on long-term sickness are off due to mental health problems

I think one thing is very clear – workplace wellbeing is a hot topic right now! Whilst I think organisations have come on leaps and bounds in terms of supporting wellbeing in general, I also think some organisations can turn it into a gimmick or photo opportunity – a bit like when everyone slaps the rainbow on the corporate logo for pride month…

Financial

Money or money-worries can be the root of a lot of stress and mental health issues. Some organisations have been running some great initiatives to combat this.

PKF Cooper Parry have allowed people to choose when during the month they get paid. The NHS has been offering same-day pay for its flexible employees. I think these approaches are innovative. It provides the flexibility that people need and empowers people to manage their finances and feel in control.

One thing I’m not a huge fan of is these new apps that allow you to access some of your next month’s salary early. I know they are marketed as being used for emergencies and a lot of them have limits on how much you can access, but I do feel that for some people (me included!) it would encourage you to frequently spend outside your means and always be living in a deficit, meaning you would be accessing money early every single month.

 

Flexibility

Flexible working, agile working, unlimited holidays…does it work? Do people really use it?

I am very lucky to work for an employer who offers flexible working. And when I say that I mean ACTUAL flexible working. What this means is that I can work from home, when I want, without needing a reason. On a Thursday I finish work at 4 pm to go and visit my nan who has Alzheimer’s and I don’t make the time back up. What I do, is deliver all the work I need to in the hours that I work.

Flexible working isn’t being allowed to finish at 4 pm on a Friday or starting an hour earlier/ skipping your lunch so you can leave early and it definitely isn’t being allowed to go for an appointment in the middle of the day as long as you make the time back.

The unlimited holidays I’m not 100% sold on, which is probably because It is now November and I still have 9.5 days holiday to take before Christmas. I’m not great at taking holiday. But I do see the purpose of it. Say you have a special occasion, honeymoon or the opportunity to go on an extended break, then it would be great to utilise.

Engagement

There must also be engagement in workplace wellbeing and organisations need to empower and equip individuals to self-care.

There are other options to engagement surveys, for example, to get people to spend time thinking about themselves. People don’t just need to think about how they feel, but also what impacts those feelings, what are the root causes?

There are now apps that are a self-coaching platform and can be used with employees to enable them to assess their work happiness. These are an interesting alternative to employee engagement surveys and encourage people to think about the underlying motivations to their happiness – even as far as their work relationships, identifying which are high quality and which you could/would like to improve.

Anna Cleland’s app Workhappy is a great one to check out.

There is so much good happening in workplaces (and some crap here and there!) that I think we are making strides in workplace wellbeing, but there is still plenty more to be done.

It would be great to hear about the initiatives you love or hate, and what else you think needs to be done.

If you need some practical tips to help you, here are 6 tips for a better work-life balance.

Carl Hinett is our Director & Executive Search Specialist. If you’ve got a hard-to-fill role and need some help, get in touch carl@refind.co.uk.

Want to hear more about our senior HR professionals golf society? Sign up here.