Building a Diverse Workforce

Hire people BETTER THAN YOU and DIFFERENT TO YOU… Then LEARN FROM THEM. 🙏🏾 Sounds straightforward, doesn't it? Yet, why do so many leaders still struggle to grasp it? It’s because there's often hidden complexity beneath the surface. For example: 👀 Insecurity: Some leaders want to maintain the perception of being the smartest or most capable in the room. Therefore, surrounding themselves with highly skilled individuals could make them feel inadequate or threatened. 🔐 Need for Control: Hiring “less competent” team members could ensure that the leader remains the central figure, exerting control over important matters. 😱 Fear of Challenge: A diverse team can bring different viewpoints that might challenge the leader's ideas and decisions. 🧘🏾♂️ Comfort Zone: Some leaders prefer familiarity and ease, preventing them from being pushed out of their boundaries. ❤️ Misguided Loyalty: Leaders might adopt favouritism and hire people based on personal relationships or loyalties. 🤔 Short-Term Thinking: Hiring less skilled individuals could be a short-sighted approach to save costs or meet immediate needs, ignoring the long-term benefits of a talented and diverse team. 🤷🏾♂️ Lack of Awareness: Some leaders might just not fully recognise the value of diversity or the importance of surrounding themselves with skilled individuals. Leaders like the above ☝🏽are missing out on: 🧠 Amplified Intelligence: “Fuse Minds" Surrounding yourself with smarter people boosts team intelligence. Just like a puzzle, different pieces fit together to create a whole that's stronger than its parts. 🚀 Fast-Track Growth: “Learn from Experts" Learning from the best accelerates personal growth. Imagine being on a rocket powered by knowledge and experience – you'll reach your goals faster. 🤔 Constant Innovation: “Open Doors" Humility opens doors to innovation. Acknowledging that you don't know everything encourages openness to fresh ideas and creative solutions. 🏋️♂️ Informed Choices: “Embrace Thought Variety" Embracing diversity of thought leads to well-rounded decisions. Different perspectives catch what others might miss, reducing blind spots. 🤝 Unified Power: “Flourish in Collaboration” Collaboration flourishes when skills vary. Strength lies in unity, and a mix of talents creates a powerhouse of cooperation. 🌱 Trust Building: “Strengthen Culture" Inclusive leadership fosters loyalty and trust. Encouraging growth shows you value your team members, creating a supportive environment. 🚀 Ensured Continuity: “Smooth Transition" Passing the baton ensures continuity. When your team can carry the torch, you're free to explore new horizons without being tied down. In short, the aim of any great leader is to make your daily responsibilities redundant. This is best achieved by hiring people better than you, and those that share a different perspective. Empower them, learn from them and the rest will take care of itself 🦋

Black women with a bachelor's degree earn less than white men with no degree at all. Read that again. A four-year degree. The student loans. The nights in the library. The graduation ceremony. The job applications requiring "Bachelor's required." And still. Less than a man with some college and no diploma. It gets worse. Black women need a master's degree just to slightly exceed what white men earn with an associate's. 𝐓𝐡𝐞 𝐦𝐚𝐭𝐡: Black women, bachelor's degree: $60,900 White men, associate's degree: $67,190 Black women, master's degree: $72,450 A master's degree. Six more years of education. To earn $5,000 more than a man with a two-year degree. They told us the gap was about skills. They told us the gap was about credentials. They told us if we just got more degrees, the money would follow. The money followed. It just followed white men who never enrolled. 𝐓𝐡𝐢𝐬 𝐢𝐬 𝐓𝐡𝐞 𝐂𝐫𝐞𝐝𝐞𝐧𝐭𝐢𝐚𝐥 𝐓𝐫𝐚𝐩™ More degrees don't close the gap. They widen it. Black women with professional degrees—law, medicine—earn just 65 cents per dollar compared to white men with the same degrees. The most credentialed Black women face the widest gap. We're not under-educated. We're under-valued. And no diploma fixes a valuation problem. The solution isn't another degree. It's documentation of the value you already create. It's knowing your replacement cost. It's invoicing at market rate instead of accepting their discount. They built a system where our credentials subsidize their payroll. Time to build our own math. What credential were you told would "finally" close the gap? Thank You; It's True™ #BlackWomensWealthLab #DocumentEverything #TheCredentialTrap

Marginalised individuals are not a problem to be solved. I'm noticing a disturbing trend in workplace training programs focused on "building resilience," "speaking up," and "asserting yourself." This kind of training places the burden on individuals to adapt to an environment that wasn’t designed for them. Training women to "present with power," or asking individuals from diverse backgrounds to conform to a dominant culture, misses the issue. The focus should be on the systems, processes, and cultures that perpetuate these imbalances. Instead of focusing on what individuals should do to fit in, organisations should hold a mirror to their own structures and ask: Are we creating an environment where all team members, regardless of their background, can thrive? Are our leaders equipped to respect and acknowledge the diverse lived experiences of their teams? Failure to address these systemic issues will inevitably lead to high turnover, disengagement, and, worse, the potential for real harm to individuals. Let’s shift the focus from fixing people to fixing the systems that hold them back.

Are female builders set up for success? Not according to a new report which found inflexible work conditions, poor support and inadequate amenities are among the various barriers faced by women in residential construction. The research from the University of Sydney Business School and the National Association of Women in Construction showed significant cultural issues prevented women from staying in the sector. Speaking to the Australian Broadcasting Corporation (ABC), lead researcher Natalie Galea said the industry was out of step with modern workplaces, particularly in its approach to parental leave and pregnancy. "We also found that women are modifying their reproductive decisions to fit the job. They are delaying childbirth. They're working up until the moment of birth and then often returning early to the site to look after the project," she said. The report has called for changes including flexible work arrangements, extended paid parental leave and the introduction of an industry levy to fund pregnancy and parental leave for workers in small businesses. Read more: https://lnkd.in/gai5U_Qz How can the construction industry provide better support to attract and retain women? Share your thoughts in the comments below. By Brendan Wong

Inclusion isn’t a one-time initiative or a single program—it’s a continuous commitment that must be embedded across every stage of the employee lifecycle. By taking deliberate steps, organizations can create workplaces where all employees feel valued, respected, and empowered to succeed. Here’s how we can make a meaningful impact at each stage: 1. Attract Build inclusive employer branding and equitable hiring practices. Ensure job postings use inclusive language and focus on skills rather than unnecessary credentials. Broaden recruitment pipelines by partnering with diverse professional organizations, schools, and networks. Showcase your commitment to inclusion in external messaging with employee stories that reflect diversity. 2. Recruit Eliminate bias and promote fair candidate evaluation. Use structured interviews and standardized evaluation rubrics to reduce bias. Train recruiters and hiring managers on unconscious bias and inclusive hiring practices. Implement blind resume reviews or AI tools to focus on qualifications, not identifiers. 3. Onboard Create an inclusive onboarding experience. Design onboarding materials that reflect a diverse workplace culture. Pair new hires with mentors or buddies from Employee Resource Groups (ERGs) to foster belonging. Offer inclusion training early to set the tone for inclusivity from day one. 4. Develop Provide equitable opportunities for growth. Ensure leadership programs and career development resources are accessible to underrepresented employees. Regularly review training, mentorship, and promotion programs to address any disparities. Offer specific development opportunities, such as allyship training or workshops on cultural competency. 5. Engage Foster a culture of inclusion. Actively listen to employee feedback through pulse surveys, focus groups, and open forums. Support ERGs and create platforms for marginalized voices to influence organizational policies. Recognize and celebrate diverse perspectives, cultures, and contributions in the workplace. 6. Retain Address barriers to equity and belonging. Conduct pay equity audits and address discrepancies to ensure fairness. Create flexible policies that accommodate diverse needs, including caregiving responsibilities, religious practices, and accessibility. Provide regular inclusion updates to build trust and demonstrate progress. 7. Offboard Learn and grow from employee transitions. Use exit interviews to uncover potential inequities and areas for improvement. Analyze trends in attrition to identify and address any patterns of exclusion or bias. Maintain relationships with alumni and invite them to stay engaged through inclusive networks. Embedding inclusion across the employee lifecycle is not just the right thing to do—it’s a strategic imperative that drives innovation, engagement, and organizational success. By making these steps intentional, companies can create environments where everyone can thrive.

Many Disabled folks face a dilemma when applying for a job. Do I request an adjustment/accommodation? Our past traumas tell us we know what happens when we share this information. The internalised ableism tells us we don't need the adjustment/ accommodation. So we are faced with a dilemma, advocate for yourself or say nothing. But what happens when we ourselves don't know what adjustments/ accommodations would support us? There's no handbook on how to be Disabled, and what works for one Disabled person, may not work for another. So how can organisations ensure that their recruitment process reassures, supports, and provides a candidate the confidence to request an adjustment/ accommodation if they so need? 1) Review the accessibility of your website. Create a section on your site that tells us what you are doing to create an inclusive accessible culture that retains Disabled people. 2) Use imagery that represents Disabled people in the workplace. Not only wheelchair users but also folks using adjustments/accommodations, stimming tools, etc. 3) Be sure your team has been trained on accessibility, adjustments/ accommodations, and ableism. 4) Check job adverts for ableist bias and language. (Ableist Bias - saying things like “must have a driving licence,” but driving not being a necessity for the role.) 5) Add an accessibility/accommodation statement to the job posting, with a point of contact for support or questions. 6) Offer alternative formats for applications. 7) Create a downloadable/ sharable resource pack for candidates. Provide information on adjustments/accommodations and give examples of what can be offered. Make sure it's accessible. 8) Add an accessibility/accommodation statement to email signatures. For example, “If there is a more accessible way to correspond or you need an accommodation/ adjustment at any time, please get in touch.” 9) Provide an outline of the next steps at all stages. Be sure this is clear and direct. 10) Provide interview questions ahead of time. 11) Be flexible. We all don't think, learn, or process things the same way. Offer alternatives, in-person interviews/remote, flexible interview times, etc. Well, that's some of my thoughts anyway. What would you add? Image Description: A dark background with outlines of stick figures representing non Disabled folks. Scattered across are solid blue and orange stick figures representing visible and non-visible Disabilities. A white text box centred reads, "Many Disabled folks face a dilemma when applying for a job. Do I request an adjustment/ accommodation?.” #FridayFeeling #DisabilityInclusion #DiversityAndInclusion ##Recruitment

Change the system, not the individuals. This trans day of visibility, I encourage organizations to change their environments for transgender & gender diverse (TGD) inclusion. 🗺 Co-design workplace initiatives, practices and experiences with transgender & gender diverse (TGD) folks. Pay, recognise and reward them for this unique and vital contribution. This is not volunteer work, this is a form of research, this is culture building, this is experience design. This has an emotional tax so pay the bills. 🛑 Drive a zero tolerance approach for all forms of transphobia. Clearly define what’s a teachable moment (i.e. make a mistake, acknowledge it, apologize, aim to not make the same mistake, show growth) and what’s a sackable moment. Embed this into your code of conduct, policies, practices, training and values/behaviors efforts. Hiring? Here are Some Specific Edits at “Joining” Stage of the Employee Lifecycle. Systems: Review all systems and forms where gender markers and pronouns are asked. What options do you provide? What comes next and is it an ID/verification check? If so, what happens when someone’s government name and documentation doesn’t match their name on file? Can this be avoided and if not, are you teams trained on inclusive customer/employee experience? If a candidate is likely to meet 4-5 people during the hiring process, how will you ensure you limit the risk of them being misgendered or deadnaming occurring? See Envato example in comments. Process: Review your recruitment practices end to end with TGD employees and/or experts. Where you think you are being equal, you may need to consider where it is necessary to be equitable. Sameness isn't fairness. This includes when you collect information and why, unbiased interviews and selection practices and making sure your role descriptions and selection criteria are robust and line up otherwise, it’s left to “gut feel” and bias will come into play. Not all trans colleagues or candidates are out at work, and no two trans people will have an identical journey or transition. So remember to treat everyone uniquely, and without bias. Language: De-gender your targets, adverts and language. Use “they/them” as a default. Ensure you have 40/40/20 targets not 50/50 gender targets as nothing tells a non-binary colleague they aren't welcome in the exec team more than a target that literally denies their existence. Demonstrate: Show candidates not tell them. On your careers page, adverts and key hiring process points remind candidates that they can access someone in your team who is trained and aware of the barriers trans and gender diverse people face through the application process, and in work. See: Coles example in comments. Leverage (and credit) some great trans-led organizations who are specialists in this work. I’ll drop examples in the comments. What would you add?

Ever heard the saying, “You can’t fish in the same pond and expect different types of fish”? Well, the same principle applies to hiring talent. If you keep casting your net in the same pool, you're limiting the diversity and innovation of your team. Research by Josh Bersin reveals that highly inclusive organizations not only thrive financially but also foster a more dynamic and creative workforce. Here are some practical steps to make your recruitment process more inclusive: ▶ Use a wide sourcing method ▶ Design inclusive job ads ▶ Involve diverse people in the hiring process ▶ Create diversity goals to guide you Hiring diverse talents harnesses the power of varied perspectives to drive innovation, creativity, and success. So, next time you're casting your net for new hires, remember: the more diverse your pond, the greater the chance of catching something truly extraordinary. Could your hiring practices be inadvertently limiting the diversity and creativity of your team? #CivilityPartners #Diversity #Hiring

Is it time we disrupt recruitment? So many people I know are job-hunting right now, and the process is exhausting. Having recently gone through a recruitment process at my organization, I saw firsthand how even well-intentioned systems can fall short. 👉. We skipped the cover letter, asked two focused questions, acknowledged every application, and gave feedback. And still, I know we can do better. So I’ve been wondering: what needs to change? - Why do we still expect every applicant to write a tailored cover letter? - Should we really celebrate 1,000 applicants when 999 are left jobless? We’ve normalized a system that demands hours of unpaid labour from candidates, with little transparency, no feedback, and often, zero acknowledgment. 👉. In most industries, that would be unacceptable. In recruitment, it’s standard. Candidates are expected to thank interviewers for their (paid) time, while their own emotional, mental, and logistical labour often goes unacknowledged, even as they navigate financial stress, bias, systemic barriers, or burnout. - Traditional hiring doesn’t just overlook people, it reinforces exclusion and bias. - The systems we’ve normalized disproportionately disadvantage those already marginalized by age, class, gender, disability, and more. What might a more equitable recruitment system look like? ⭕. Here are a few places to start: 👉. Cover letters on invitation only: Ask for them after shortlisting. Focus on relevance, not volume. 👉. AI transparency: If AI use is discouraged or encouraged in applications, say so. Level the playing field. 👉. Applicant volume visibility: If over 100 people have applied, inform candidates and give them the option to opt in or out. This transparency respects their time and expectations. - While I'm not a coder, I trust this would be relatively straightforward to implement on most application platforms. 👉. Close applications after a fair volume: Don’t quietly collect thousands of applications. Be clear. Set limits. 👉. Feedback as a norm: Even a short, automated “why not” message honors people’s time. Ghosting doesn’t. 👉. Paid interview stages: If you want a presentation, strategy, or task, outside of the interviewing time, pay for it. Unpaid tests = free consulting. In other words, no “take home” assignments. 👉. Skills over credentials: Prioritise portfolios, projects, and experience, especially for career-changers and self-taught talent. 👉. Human + tech screening: Don’t outsource discernment to Applicant Tracking System (ATS) filters alone. Tech should assist, not replace. 👉. Co-designed job descriptions: Involve people who’ve held the role. Ditch jargon. Center lived expertise. Recruitment should reflect the values we claim to hold in our workplaces: transparency, respect, accessibility, equity. Disruption doesn’t mean throwing everything out. It means rebuilding what was never fair to begin with. ❓. What other practices would you add?

Ever walked into a room and felt like you didn't belong? Now imagine feeling that way at work. Every. Single. Day. This is why diversity and inclusion in recruitment isn't just a buzzword – it's a business imperative. As someone who's spent years in executive research and recruitment, I've seen firsthand the power of diverse teams. But here's the truth: attracting diverse talent is just the beginning. I remember when a client came to me, frustrated. "We're trying to hire diversely," they said, "but it's not working." Their mistake? They were fishing in the same old ponds. So, how do we shake things up? Here's what I've learned: 1. Cast a wider net: Look beyond your usual talent pools. Partner with diverse professional organizations. 2. Check your job descriptions: Are they truly inclusive? Words matter more than you think. 3. Diverse interview panels: Candidates should see themselves reflected in your team. 4. Blind resume reviews: Remove bias-triggering information like names and schools. 5. Showcase your commitment: Make your diversity initiatives visible on your website and social media. And hiring diverse talent means nothing if you can't retain them. Inclusion is where the real work begins. I once worked with a company that hired a diverse workforce but couldn't figure out why turnover was so high. The problem? They expected new hires to "fit in" rather than creating a culture where everyone could belong. To foster true inclusion: -> Mentor programs: Pair diverse employees with senior leaders. -> Employee resource groups: Give people a place to connect and be heard. -> Inclusive leadership training: Help managers understand and mitigate unconscious bias. -> Regular feedback: Create safe spaces for honest conversations about inclusion. -> Celebrate differences: Don't just tolerate diversity – embrace it! You should focus on creating a workplace where everyone can thrive, contribute, and feel valued. As leaders, it's on us to make this happen. It's not always easy, but it's always worth it. What's your experience with diversity and inclusion initiatives? #DiversityAndInclusion #RecruitmentBestPractices #InclusiveLeadership #WorkplaceCulture