Creating an Inclusive Hiring Process

Louder for the people at the back 🎤 Many organisations today seem to have shifted from being institutions that develop great talent to those that primarily seek ready-made talent. This trend overlooks the immense value of individuals who, despite lacking experience, possess a great attitude, commitment, and a team-oriented mindset. These qualities often outweigh the drawbacks of hiring experienced individuals with a fixed and toxic mindset. The best organisations attract talent with their best years ahead of them, focusing on potential rather than past achievements. Let’s be clear this is more about mindset and willingness to learn and unlearn as apposed to age. To realise the incredible potential return, organisations must commit to creating an environment where continuous development is possible. This requires a multi-faceted approach: 1. Robust Training Programmes: Employers should invest in comprehensive training programmes that equip employees with the necessary skills for their roles. This includes on-the-job training, mentorship programmes, online courses, and workshops. 2. Redefining Hiring Criteria: Organisations should revise their hiring criteria to focus more on candidates’ potential and willingness to learn rather than solely on prior experience or formal qualifications. Behavioural interviews, aptitude tests, and probationary periods can help assess a candidate's ability to learn and adapt. 3. Partnerships with Educational Institutions: Companies can collaborate with educational institutions to design curricula that align with industry needs. Apprenticeship programmes, internships, and cooperative education can bridge the gap between academic learning and practical job skills. 4. Lifelong Learning Culture: Encouraging a culture of lifelong learning within organisations is crucial. Employers should provide ongoing education opportunities and support for professional development. This includes continuous skills assessment and access to resources for upskilling and reskilling. 5. Inclusive Recruitment Practices: Employers should implement inclusive recruitment practices that remove biases and barriers. Blind recruitment, diversity quotas, and targeted outreach programmes can help ensure that diverse candidates are given a fair chance. By implementing these measures, organisations can develop a workforce that is adaptable, innovative, and resilient, ensuring sustainable success and growth.

LinkedIn asks you to post today to celebrate "a woman who's made an impact on your career." But these kinds of posts, even earnestly written, tend to leave us feeling hollow. If we're looking for real progress towards fairness and equality at work, here's what to do instead: 🪴 Did you know that if there's only one woman on a shortlist of qualified candidates, she has a whopping 0% chance of being hired? Simply expanding shortlists to include more than one woman (and for that matter, people from historically marginalized communities) helps counter biased decision-making. 📋 Standardized process can be a surprisingly easy way to mitigate bias. Structured interviewing, standardized skill-based assessments directly related to job tasks, and standardized scoring rubrics can make comparisons across candidates more fair and substantially reduce subtle gender discrimination. 🌻 Incentivize flexibility for ALL workers, not just women. In a vacuum, harmful norms may arise that imply these arrangements are only utilized by those who "don't value their careers as much," penalizing workers of all genders. Celebrate senior leaders, especially men, who model greater flexibility and wellbeing so that all workers are licensed to do the same. 🔍 Conduct a pay equity audit, seeking to examine not only outcomes like total compensation, but also distribution of candidates across roles. If men and women in the same role are getting paid similarly, but women are dramatically overclustered in low-paying roles, you've still got a problem. ❤️🩹 Create an anonymous and/or informal process to report and addressing discrimination and harassment. A lower-stakes way to address harm, in addition to training bystander intervention and modelling respectful communication, accountability, and timely feedback from the top, can mitigate daily harms for all workers. Some folks hesitate to push for these practices because they feel more committing than just posting on social media. They're right — because with more effort comes more impact. So reach out to a few of your colleagues and advocates within your workplace to work together on pushing for these changes. Ten posts in isolation pale in comparison to the impact ten peoples' collective organizing might have on your workplace and everyone in it! Remember: International Women's Day is a chance for us not just to celebrate women, but to sharpen our advocacy alongside women, to build a future that's better, brighter, and more fair for all of us.

During today’s interview, I noticed that the candidate had impressive past work experience but initially struggled to explain themselves clearly in English. So I encouraged the candidate to share their experiences in a language they felt most comfortable with. This small adjustment made a significant difference. The candidate’s confidence visibly improved, and their passion and expertise shone through as they explained their experiences in detail. It became clear that their communication skills, when not hindered by a language barrier, are strong and aligned with the role’s requirements. This experience highlights the importance of creating an inclusive and supportive environment during interviews to allow candidates to showcase their true potential. I understand that not everyone is naturally skilled at “packaging” themselves or presenting their abilities during an interview. However, this does not necessarily reflect their true capabilities or potential to perform well in the role. It’s also important to recognize that hiring someone solely based on their ability to deliver an impressive presentation doesn’t always guarantee that they can excel in the actual work. A person’s ability to perform is often better demonstrated through their passion, experience, and adaptability, rather than just their presentation skills. This reinforces the importance of creating a balanced evaluation process that considers not just how well a candidate presents themselves, but also their real skills, experience, and attitude towards work.

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

"The UK just hit its lowest workplace gender equality ranking in a decade". Are we really still here? As someone who has spent the better part of my career driving gender equity, I read the latest PwC Women in Work Index report with a sinking heart—but, sadly, not with surprise. The UK has slipped to 18th out of 33 OECD countries. That’s our lowest ranking in over ten years. And while the government is busy touting “flexible work” and record female employment, the reality for women—especially those trying to build careers, lead teams, or return from parental leave—is far grimmer. Let me be blunt: this is a wake-up call. We’re crawling toward progress at a glacial pace. The gender pay gap remains stubbornly wide. Women’s full-time employment rates are dismal—ranking 27th out of 33. And the economic opportunity cost? Astronomical. We are leaving billions on the table by failing to unlock the full potential of half our workforce. For every Chief People Officer, HR Director, and Head of EDI reading this—this is your moment. Here is a data point to share with your leadership to advance your agenda. The system is broken. The evidence is staring us in the face. And tinkering around the edges simply won't cut it anymore. Here are some practical suggestions on how you can address this: 1. Get serious about flexible work for everyone: both in where and when work is done. True flexibility that empowers, not punishes, those with caring responsibilities. 2. Conduct pay audits regularly. Close the gender pay disparities. There's no excuse. 3. Invest in inclusive leadership capability building and talent acceleration programmes for under-represented groups (yes these can be done in a legally compliant way). No more unconscious bias training tick boxes. Let’s shift the culture, not just the policy. 4. Stop waiting for the government. Be the organisation that leads from the front. This isn’t just about fairness—it’s about competitiveness, resilience, and economic growth. Businesses that fail to act will lose out on talent, innovation, and trust. I’m tired. I know many of you are too. But we owe it to the next generation (of all genders) to build a workplace that actually works for everyone. #GenderEquity #EDI #WomenAtWork Shape Talent Ltd https://lnkd.in/e8_7aQ3h

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.

How does a company with 1000 people end up with fewer than 20 Black people or less than 10% women? It’s called “diversity debt” — the idea that if your company consists primarily of a specific type of person by hire number 10, it’s basically impossible to get representation back on track. No one wants to be a DEI hire. When we were recruiting for Chezie, a company with an explicit mission to build more diverse and equitable workplaces, we knew we couldn’t fall into this trap. We had to figure out how to promote fair recruiting practices from day 1. Here’s what we did: 1. Encouraged all to apply: We know long lists of requirements can scare people off, so we made sure to include a note encouraging candidates to apply, even if they didn’t check every box (pictured below!). More and more companies are doing this these days, which we love to see. 2. Posted clear compensation ranges: Transparency is huge for us, so we shared salary and equity details upfront in every job posting. This keeps us accountable and helps us avoid perpetuating pay gaps. 3. Standardized the application process: Every candidate went through the same @Airtable form with screener questions, which made sure we evaluated based on qualifications, not biases. 4. Sourced diverse candidates: We intentionally reached out to underrepresented communities. For example, we used Wellfound’s diversity feature filter to invite people directly to apply. 5. Accommodations-Ready: Before interviews, we asked candidates if they needed any accommodations because everyone should feel comfortable and supported during the process. You can hire for merit and make your process more inclusive at the same time. I promise. As the founder ecosystem becomes more diverse, I think more founders will prioritize building teams the right way. For any founders hiring or who’ve recently hired, what did you do to build equity into the process? #recruiting #startups

When I first started hiring, I looked for people like me. Same mindset. Same strengths. I thought that’s how you build a strong team. But what I didn’t realise was - I was building an echo chamber. We didn’t stretch. We didn’t challenge each other. We just kept reinforcing what we already knew. Everything changed when I started hiring people different from me. Different views. Different strengths. Different ways of working. And suddenly - The gaps closed New ideas flooded in The missing parts appeared Because the best teams don’t just get along They complete each other. Here’s what that actually looks like: 1️⃣ Different cognitive strengths unlock potential ↳ Some see patterns. Others cut through noise. ↳ Respect how people naturally think. 2️⃣ Varied life experiences bring fresh solutions ↳ One person’s obvious is another’s breakthrough. ↳ Difference is a shortcut to innovation. 3️⃣ Multiple skill sets create unstoppable combinations ↳ Pair analytical minds with creative thinkers. ↳ Blend logic with emotional intelligence. 4️⃣ Diverse perspectives catch blind spots ↳ What you miss, someone else will see clearly. ↳ Better questions lead to better decisions. 5️⃣ Psychological safety builds trust ↳ When people feel safe, they contribute more. ↳ Conformity kills ideas. Belonging brings them to life. 6️⃣ Different communication styles reach more people ↳ Some lead with data. Others connect through story. ↳ Your message travels further with both. 7️⃣ Working preferences shouldn’t be one-size-fits-all ↳ Some need quiet. Others thrive in a crowd. ↳ Design teams that honour both. We’re not meant to know and do it all. We’re meant to do it together. Surrounding yourself with people different from you isn’t a threat. It’s a gift that reveals what you couldn’t see. Fills the gaps you didn’t know were there. And takes you further than you could go alone. ♻️ If this resonated, share it forward. ➕ Follow Cristina Grancea for more purpose-driven leadership insights

Someone reached out to me recently about an upcoming event, and their approach stunned me—not because of what was being asked, but HOW it was being asked. Instead of: Do you need special accommodations? Or: Can you handle stairs? The question was framed as: Would you be comfortable using the stairs to go down one flight or would the main level work better for you? Notice the difference: ✅ It assumes capability, not limitation ✅ It offers options without othering ✅ It puts comfort and preference first ✅ It treats accessibility as normal planning, not special treatment When we frame accessibility questions thoughtfully, we: ❤️ Remove stigma and awkwardness ❤️Make everyone feel valued and considered ❤️Create psychological safety for honest responses ❤️Model inclusive behavior for our entire organization When one person demonstrates inclusive communication, it ripples across everyone that sees it. Remember 1. Your words matter. 2. The way you ask questions shapes culture. 3. Small changes in language create massive shifts in belonging. What’s one way you could reframe a question to be more inclusive in your workplace? #InclusiveLeadership #Accessibility #WorkplaceCulture #DEI #Leadership #Inclusion #Communication #BelongingAtWork ❣️❣️❣️❣️ I made sure to thank this person privately—because when someone embraces inclusive language , recognition matters too.

At Champions of Change Coalition, we’ve set out to tackle one of the toughest challenges in corporate Australia: building CEO pipelines that reflect the full depth of talent and experience across our communities. More women are participating in the Australian workforce than ever before, and unlike previous generations, many are maintaining strong career connections through different life stages.  Despite this unprecedented participation and depth of talent, women remain significantly underrepresented in the most senior leadership roles, including women from culturally and racially marginalised backgrounds and women with disability, who face additional and compounding barriers to accessing leadership positions.  These gaps point to much deeper issues at play including a candidate selection system that is too narrow in how it defines and recognises leadership potential.    “Securing your future leader: Building diverse and inclusive CEO pipelines” is a practical guide for Boards, CEOs, People & Culture leaders and recruitment advisers to build pipelines that are transparent, fair and future-fit. It includes:  • Transparent CEO capability and selection criteria with inclusive leadership embedded across all categories. • Practical tools for Boards, CEOs, People and Culture leaders and recruiters to broaden pathways and strengthen talent development and selection systems.  • The first collection of case studies from women CEOs, capturing candid insights into barriers, enablers and advice for future leaders.  • Guidance on setting up new CEOs for success, ensuring they are supported to lead both business performance and cultural change. Leadership strength and inclusive capability are now inseparable. The organisations that get this right will be the ones that stay ahead. Organisations that fail to build gender-equal diverse and inclusive CEO pipelines will find themselves short of choice, capability, and ultimately credibility.  This work began as an initiative of our Property Champions of Change Group and grew into a Coalition-wide collaboration. It’s grounded in research and deep listening, drawing on more than 40 interviews with CEOs, Directors, recruiters, Chief People Officers, and emerging women leaders. It is an easy, practical read, full of great tools that can be adopted, adapted, or built upon to help us collectively create a new standard of leadership. We’d love to hear your reflections: Download the resource: https://lnkd.in/g696qqem My heartfelt thanks to everyone across Champions of Change Coalition who contributed to this work — to our Members, CEOs, Directors, recruiters, People and Culture leaders, and the incredible women who shared their experiences so generously. You have created something both practical and powerful: a roadmap for the next decade of leadership. #InclusiveLeadership #FutureLeadership #GenderEquality #CEOPipelines #SystemChange