@CIPD_Events

#cipdACE

Chaired by

Louise Fisher

Chair of the Board

CIPD

Reducing bias in recruitment and selection to increase diversity and inclusion

Gill ThomasSenior Manager, Diversity & Inclusion

Royal Academy of Engineering

p

Tools and processPartnerships

Focus should encompass three key areas….

That attracts, engages and retains a diverse and

engaged workforce at all levels and in all target

segments throughout the candidates and employee

journey

A recruitment and selection approach,

process, tools policies and philosophy that

supports and enables our ambition

Leaders, Hiring Managers and suppliers who

understand and value the power of difference in how they work with us and the decisions

they make

INCLUSIVE RECRUITMENT

Brand

Data to measure our success

Policy that underpins and drives commitment

To make a difference on inclusive recruitment, the strategic context is just as important as the tactics adopted

Strategic enablers in place that build buy-in

Consequences in place for hiring managers who don’t get the basics right

Tactical projects that will further drive change

Hiring managers must buy in to the case for D&I.

Employer brand must demonstrate our commitment to

D&I.

Recruitment suppliers must see that this is a key priority

Selection must be standardised

Every job must be managed via a formal process to allow Diversity monitoring

Every single job must be advertisedAll job descriptions to be reviewed (language &

working patterns)

No hiring without mandatory interview and D&I training

Senior leaders must be challenged via Business Unit Reviews

Priority candidates must be considered (inc.home working)

5. Upskill a more diverse range of interviewers for panels etc

2. Better tracking of candidates for each job or promotion

3. Invest in diversity job boards and increase volume outreach

1. Job description checklist as part of Recruitment Approvals

6. Upskill a more diverse range of interviewers for panels etc

7. Launch interview and group selection eLearning

4. Bespoke shortlists and market mapping for external hires

So what did we do?

Some of the tactical actions were :

1. Developed a guide for the HRBPs on what they should be talking to hiring

managers about

2. Developed a checklist for the recruitment team as an “aide memiore” when they

are developing a job advert

3. Worked with the Employee Networks to identify people from diverse

backgrounds to sit on interview panels

4. Developed tracking for graduate and apprentice recruitment to identify where

there might be issues in the process

5. Reviewed the use of “tests” eg Plug Test, video interviews

6. Developed hiring manager workshop on D&I in the recruitment process

7. Updated the interview training for hiring managers

Royal Academy of Engineering

Vision

An inclusive engineering profession that inspires attracts and retains people

from diverse backgrounds and reflects UK society.

Mission

Leading the engineering profession to challenge the status quo, stimulate

cultural change and improve diversity and inclusion.

Inclusive Recruitment Toolkit

Culture Foundation

Attraction and talent

sourcing

Selection and

assessment

Retention

Gender neutral advert

Project Manager / Project Engineer

We are seeking a Project Manager/Project Engineer who thrives on being busy and having a sense of achievement at the

end of each day. Do you want to deliver – for yourself, for the organisation and for the client?

We need a Project manager who loves to deliver projects and work jointly as part of an integrated team supporting the

business. You will enjoy working closely with our Senior Project Managers and clients on a range of demanding problems

whilst gaining experience and knowledge of the business. Training and development will be an important part of the role

and crucial to maintaining the high standards that we’re so proud of.

Does this sound like a role for you? In which case, we’d love you to apply for this role.

The role

Working within our Energy business, you will be working on client projects, either on behalf of Atkins or even based within

the client’s organisation. The role will encompass all stages of project delivery, from initial set up, to delivery of the finished

project.

Within the Energy business our clients work in highly regulated environments and you will be aiding the Senior Project

managers and multi-disciplinary engineering teams to deliver complex and unique projects.

Other aspects of the role will include preparation of business information, cost and finances, processes and procedures

and assisting in the production of bids and proposals, whilst being part of our safety culture, an environment we value so

greatly.

D&I Measurement in Engineering

Inclusion in engineering

The Academy definition of inclusion is:

‘The extent to which an engineer feels valued for who they are (their personal and

professional background, experience and skills) and the extent to which they feel they

belong/‘fit’ in the engineering profession and their organisation'.

Benefits of inclusion in engineering

Feedback from the 7,000 engineers (of which 83% were male and 17% female)

whose voices inform the Creating cultures where all engineers thrive report on

culture and inclusion in engineering reported the following benefits of inclusion in

engineering.

• Inclusion benefits the performance of individual engineers with 80% reporting

increased motivation, 68% increased performance and 52% increased commitment

to their organisation

• Inclusion benefits organisational performance in that the more included engineers

feel, the more likely they are to understand business priorities, be confident about

speaking up on improvements, mistakes or safety concerns, and see a future for

themselves in engineering

Thank you for listening

Gill Thomas

Senior Manager, Diversity & Inclusion

gill.thomas@raeng.org.uk

Active Inclusion & Recruitment

Alun Soper, Capgemini UK

14Active Inclusion | UK © 2017 Capgemini. All rights reserved.

Why focus on Diversity & Inclusion?

Our Employees Our Clients Our Growth

15Active Inclusion | UK © 2017 Capgemini. All rights reserved.

Perception versus

Reality disconnect

“We’re all nice people”

“We don’t exclude anyone”

“D&I has always been important to

Capgemini”

Our challenge?

We needed a step change

Be recognised by our current and future workforce, our clients and in the market as a truly inclusive organisation where everyone feels valued,

included and empowered.

Disability &

Mental HealthGender LGBTMulticulturalism Social Mobility

Measurement &

Reporting- Use insights to inform actions

- Openly share targets and

performance with our internal

community; publish key items via our

external reporting

Actively Inclusive

People-Personal Awareness and

Accountability

-Active involvement in D&I

community activities

Actively Inclusive

Workplace

- Policy and process

improvements

- Education to build capability

- Develop and retain talent

- Visible leadership commitmentand accountability

- Business Unit Plans

Leadership

Active Inclusion Strategy

Sponsored by the Country Board

17Active Inclusion | UK © 2017 Capgemini. All rights reserved.

Improving external perception of Capgemini in the marketplace

18Active Inclusion | UK © 2017 Capgemini. All rights reserved.

Inclusion high on the leadership agenda

Unconscious Bias Training for Leaaders

Sponsorship at Country Board level

Gender Targets for our Vice Presidents

Inclusion objectives

Inclusion workshops for all Vice Presidents

19Active Inclusion | UK © 2017 Capgemini. All rights reserved.

Raising awareness internally and creating foundation for an inclusive environment

Active Inclusion survey

Clear vision and strategy

Refreshed Recruitment processes to ensure an inclusive approach to hiring

Mental Health – raising awareness, sponsorship and Champions

Promoting work life harmony

Education – professional behaviours, unconscious bias, hiring manager training,

mental health

Active Inclusion branding and communication campaign

20Active Inclusion | UK © 2017 Capgemini. All rights reserved.

Small changes in attraction and recruitment processes add up

Diversity statement in all job descriptions

Job descriptions – structure & language revamped

Open for conversations on flexible working

Changing assessment processes for graduates & apprentices

Recruitment and hiring manager training

Different models: returnships

“Concierge” approach for female hires

21Active Inclusion | UK © 2017 Capgemini. All rights reserved.

Think | Ask | Act

Activating inclusion to create a truly inclusive workplace, making sure people can be their authentic

self at work

Think Ask Act Insight

With more than 190,000 people, Capgemini is present in over 40 countries and celebrates its 50th

Anniversary year in 2017. A global leader in consulting, technology and outsourcing services, the Group

reported 2016 global revenues of EUR 12.5 billion. Together with its clients, Capgemini creates and delivers

business, technology and digital solutions that fit their needs, enabling them to achieve innovation and

competitiveness. A deeply multicultural organization, Capgemini has developed its own way of working, the

Collaborative Business Experience™, and draws on Rightshore®, its worldwide delivery model.

About Capgemini

Learn more about us at

www.capgemini.com

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