《华德士:2023多元化招聘指南(英文版)(20页).pdf》由会员分享,可在线阅读,更多相关《华德士:2023多元化招聘指南(英文版)(20页).pdf(20页珍藏版)》请在三个皮匠报告上搜索。
1、A Robert Walters Guide|1A Robert Walters Group CompanyDIVERSE HIRING IN ASIA:PRACTICE BEYOND THEORYA ROBERT WALTERS RECRUITMENT GUIDEDiversity:Practice Beyond theory|2IntroductionDiversity and inclusion are not interchangeable terms.Diversity within an organisation without inclusion is just many dif
2、ferent people in the same place at the same time with no engagement or connection.Most of us will know that diverse hiring is hiring with special care to ensure procedures(like hiring)are free from biases related to a candidates culture,ethnicity,gender,religion,age,physical cognitive ability,vetera
3、n status,or any other difference seen or unseen that makes each of us unique.A diverse organisation that is also inclusive is continually seeking ways to ensure all team members opinions are heard,that their unique perspectives are valued,and that they belong to one cohesive unit.Everyone has unique
4、 characteristics that set them apart from the crowd,but not everyone has to deal with exclusion or discrimination.Furthermore,individuals themselves are not“diverse”.By labeling an individual“diverse”,you are,as a result,implying that a“default”or“norm”exists as a dominant identity.Diversity instead
5、 must be looked at as something that can only exist relationally within a group.A diverse group will be composed of people from many different backgrounds.A diverse and inclusive group can achieve equity by recognising that some underrepresented groups have to overcome more barriers and have less ac
6、cess to opportunities than more dominant groups.A company must actively seek out ways to reduce barriers in order to create an even playing field for all potential candidates or current team members.The ongoing global pandemic has compelled individuals to examine the disparities within their healthc
7、are system and workplace.There is also a growing awareness among companies in Asia about the importance of equity,diversity,and inclusion(ED&I)practices.It is becoming increasingly recognised that embracing diversity and inclusivity is not only the right thing to do but also beneficial for businesse
8、s.The purpose of this guide is to help hiring managers understand how their hiring practices may be biased,and exactly what steps they can take(tools and technologies included)to tackle discrimination,enable equality,and foster belonging in the hiring process and beyond.A Robert Walters Guide|3 2.In
9、troduction 5.The Shift From CSR to ROI 6.Tackling Age Bias 8.Tackling Gender Bias 11.Embracing ED&I in the Workplace 12.Promoting Social Mobility 14.Additional ED&I Tools by LifeLabs Learning 17.Conclusion:5 Action Steps CONTENTS Diversity:Practice Beyond theory|4While we cant eliminate biases entir
10、ely,we can empower ourselves to build inclusive systems that challenge and overcome them.By doing so,businesses unlock the true potential of diversity and foster an environment of continuous improvement.Julia Zhu,Director,Head of Suzhou,Robert Walters China The Shift From CSR to ROI The corporate so
11、cial responsibility(moral)case for diversity in business is strong enough to stand on its own,but its certainly punctuated by the business case.To elaborate,companies who make the commitment to build a diverse and inclusive workforce are more likely to have above-average profitability than those who
12、 dont.In their latest report,McKinsey found that companies with top levels of gender diversity and ethnic and cultural diversity in corporate leadership were 25%more likely to have above-average profitability than companies who werent taking their ED&I efforts as seriously.As humans,we tend to be at
13、tracted to people who are similar to us.This is where the idea of culture“fit”becomes tricky.When hiring managers make the mistake of hiring people just like themselves,they inadvertently create a homogenous culture where everyone thinks exactly the same.As a result,innovation is limited and the env
14、ironment quickly becomes stale.Beyond the impact on the bottom line,hiring with diversity at the top of mind will result in a larger range of skill sets and backgrounds.When your workforce is diverse,youre able to empathise with a wider variety of individuals(your customers),and this deeper understa
15、nding is what drives the impact on the bottom line.Globally,legislation that protects workers from discriminatory behaviors varies.However,legislation and policy can only do so much.What truly drives change is when leaders in a workplace make it a priority to understand and address their unconscious
16、 biases.In turn,they ensure their hiring practices are inclusive in every way possible,by reassessing how job ads are written,how candidates are sourced,and how candidates are evaluated during the interview process.All humans possess bias,so it is safe to assume your hiring managers and recruiters a
17、re no exception.In this guide,well share research on how best to take action on diversity and inclusion initiatives.A Robert Walters Guide|5Inclusion is the compass that guides diversity towards meaningful impact.By embracing inclusive practices,businesses create an ecosystem where every voice is he
18、ard,valued,and celebrated,driving unparalleled growth and success.John Winter,General Manager,Robert Walters Taiwan Diversity:Practice Beyond theory|6 Tackling Age Bias The impact of the global pandemic has impacted individuals and communities in different and unequal ways.The careers of older worke
19、rs and younger workers are significantly more likely to have been impacted than the overall working population.The number of older workers has been increasing over recent years,but COVID-19 is forcing some workers to retire.Age discrimination disproportionately impacts both the eldest and youngest w
20、orkers,as highlighted by a 2020 survey.Among respondents,31%of those aged over 55 and 20%of those aged 18 to 24 reported experiencing age discrimination in the workplace.Analysing job adverts to identify biasJob adverts are often the very first touch point a candidate has with a business.To minimise
21、 bias in job ads,ensure that phrases such as“ideal first job”,“young company”and“dynamic organisation”are avoided.Also consider removing a requirement for“years of experience”,replacing it instead with a thorough description of what kinds of skills are ideal for the role.Finally,remove any form requ
22、irements that force a candidate to submit age-related information,like birthdate or graduation year.Acknowledge misconceptionA major concern that is often brought up is the idea that a potential employee may not be a good culture fit because of their age.In fact,in 2019,Google agreed to pay$11 milli
23、on to end a class-action lawsuit accusing the company of discriminating against potential candidates over the age of 40 because they werent a good“culture fit”.On the contrary,older employees offer a unique perspective and years of experience and wisdom.For this reason,they make strong mentors for y
24、ounger employees.A monotonous workplace composed of only recent college grads will make for tunnel-vision in decision making and a lack of new inventive ideas.Diversity:Practice Beyond theory|6Notably,in Singapore,the prevalence of age discrimination affects one in five individuals(17%),surpassing t
25、he APAC average of 12%3.A Robert Walters Guide|7Employer brandingTake a moment to review stock images dispersed throughout your website,employee group photos,as well as employee imaging on websites like Glassdoor.If youre seeking to attract candidates of all ages,then your marketing materials should
26、 reflect individuals of all ages.Fostering a multigenerational cultureAge is often overlooked in diversity and inclusion statements,policies,and training programmes.Taking age bias into consideration is the first step in creating an inclusive culture.Ensure older(and younger)workers arent being excl
27、uded from projects,harassed,or being subjected to disparaging comments.Educating employees on unconscious age bias is the number one way to prevent age discrimination in the workplace,as well as distributing anonymous surveys to identify any problems before they escalate.A Robert Walters Guide|7 3“W
28、orkforce View 2020 Global Research”,ADP(2020)As professional recruitment consultants,we actively drive the elimination of age bias.Embracing diverse ages fuels exceptional talent,ignites innovation,and propels businesses to new heights.Together,we forge harmonious connections that lead to unrivaled
29、success.Sean Li,General Manager,Robert Walters China Tackling Gender Bias Women in the workplace are underrepresented globally,and gender diversity is still a challenge for many businesses.Since the onset of the COVID-19 pandemic,global leaders have sprung to action to minimise economic consequences
30、.While relief programmes have mitigated the number of workers needing to file for unemployment in some locations,it is evident that women are disproportionately affected by the global devastation caused by the pandemic.Industries such as tourism,textiles and apparel,and domestic work have been parti
31、cularly hard-hit by economic slowdowns,and women form a significant portion of their workforce.A report by the International Labor Organisation(ILO)in June 2020 shed light on the impact of COVID-19 on domestic workers,revealing that approximately 80 percent of domestic workers in Asia and the Pacifi
32、c region,predominantly women,have endured reduced working hours,earnings,and job losses.At the same time,the COVID-19 pandemic has exacerbated the caregiving burden on women,directly impacting their employment situation.Pay gapBusinesses can stem gender diversity damage from COVID-19 by implementing
33、 policies around wage parity(see:How to Conduct a Compensation Analysis and Avoid Mistakes),paid family and maternity leave,and/or subsidised childcare.Job advertisementsOn a smaller scale,businesses that are growing should approach hiring in a thoughtful way.Job ads should avoid using gendered lang
34、uage that discourages female applicants.Consider using tools that identify biases in writing or engage with professional recruitment consultants to assess readability,gender bias,and discrimination within job advert writing.Interview processFormalise your interview process so that all candidates are
35、 asked the same set of questions and measured on the same criteria.Flexible workingFinally,instead of returning to a strict colocation policy in the post-COVID work,expand your flexible work policies to support working mothers.Diversity:Practice Beyond theory|8In Asia Pacific the pandemic led womens
36、 employment to decrease by 3.8%,compared to a decline of 2.9%for men,according to the International Labour Organisation(ILO).“Women,COVID-19 and the Future of Work in APEC”,Asia-Pacific Economic Cooperation(Dec 2020)A Robert Walters Guide|9The COVID-19 pandemic has exposed the vulnerabilities faced
37、by women in the workforce,jeopardising the progress of gender equality.Every stakeholder within a company has a responsibility to take action and create an inclusive environment that supports womens employment,ensures pay parity,and provides flexible working options.Vivian Tsang,Associate Director,T
38、ech&Transformation,Robert Walters Hong KongDiversity:Practice Beyond theory|10 Embracing ED&I in the Workplace The global pandemic may have affected ED&I and Pride events around the world,but the importance of attracting and engaging LGBTQ+talent,as well as embracing ED&I in the workplace remains si
39、gnificant.The fact is,different locations across the world are facing unique and ongoing challenges and opportunities on ED&I in the workplace or even in the society.In a survey conducted by The Economist Intelligence Unit,40%of respondents in Asia(including respondents from Hong Kong,Mainland China
40、 and Taiwan)said that being openly LGBT would hinder their career prospects,compared with only 11%who said it would be an advantage.Audit your process for biasBias in recruitment is largely unconscious,so it is essential to analyse your processes for common mistakes.In the resume submission process,
41、there is often a question that asks applicants to select their gender,offering“male,female,transgender,or prefer not to say”as options.This question is often intended to be inclusive,but forcing transgender candidates to identify as transgender,rather than their gender,is offensive to many trans peo
42、ple.Asias business community has made LGBTQ inclusion strides despite conservative groupthink.However,four in ten Asian executives still fear career setbacks when openly identifying as LGBTQ.2 Diversify your hiring panelPeople typically like to hire people that are similar to them.Ensure your hiring
43、 panel is composed of more than one person and is diverse itself.This can help eliminate potential racial bias during the interview process.Goodtime is software that can help you diversify your interview panels.Culture fit makes for homogenous cultureMany hiring managers make the mistake of hiring i
44、ndividuals on gut instinct instead of a clearly defined set of values.By failing to define a clear set of values that represent your company culture,they may also inadvertently allow their prejudices to deem someone a“poor”culture fit.Define a series of 5-6 key performance objectives for that specif
45、ic role.If a potential candidate has experience that matches these objectives,then they are likely a good fit for the role.3 Simple Templates for Managers 5 KPI Measurement Tools to Help Entrepreneurs Keep the Pulse of Their Small BusinessMonthly inclusion eventsImplement diversity training programm
46、es that are run by an external educational programme or an ally.Organise a monthly opportunity for employees to share something relating to their own culture,such as a food item,piece of art,or tradition that is meaningful to them.A Robert Walters Guide|11 2 “Pride and Prejudice The Next Chapter of
47、Progress”,The Economist Intelligence Unit(2020)Affinity bias,while natural,restricts the diversity of perspectives and stifles creative thinking within organisations.By consciously challenging this bias in the hiring process,we pave the way for fresh ideas,unconventional solutions,and exponential gr
48、owth.Carol Cheung,Director,Financial Services,Robert Walters Hong Kong Promoting Social Mobility Diversity:Practice Beyond theory|12 4“Society at a Glance:Asia/Pacific”,OECD,2019Removing barriers to improve economic equality One often overlooked aspect of diversity and inclusion is the impact of eco
49、nomic inequality in the workplace.In many Asian countries,there exists a belief in equal access and opportunity for upward mobility,similar to the concept of the“American Dream.”This principle suggests that regardless of ones socioeconomic background,hard work can lead to some form of success.Income
50、 inequality in Asia remains considerably high when compared to the Organisation for Economic Co-operation and Development(OECD).The income gap between the richest and poorest 10%of the population in the Asia Pacific economies is twice as wide as that observed in OECD countries.4 Stop recruiting from
51、 a narrow poolAvoid relying solely on candidates from a narrow group.Instead,actively seek out talented individuals from diverse backgrounds and educational experiences.Remember that intelligence and potential can be found beyond graduates of prestigious universities.While holding a degree from famo
52、us universities is an impressive accomplishment,its fair to say that admission is granted only to a privileged few.There are exceptionally intelligent individuals who did not have the privilege of attending a top university.By removing“attended a top university”from your qualifications,you are remov
53、ing a huge barrier for individuals without the economic means to attend a top school.Workplace locationThe COVID-19 pandemic has highlighted the diminishing relevance of physical location in the workplace.With the advancements in technology,businesses can ensure continuity and productivity with a re
54、mote workforce.In various regions in Asia,higher-paying positions are often concentrated within the city limits,where the cost of living tends to be significantly higher than the surrounding areas.As a result,employees seeking a lower cost of living may face long and costly commutes.To address this,
55、it is worth considering a flexible approach that combines remote work and in-person collaboration,allowing for a wider talent pool and providing employees with the opportunity to work from locations that suit their needs.Review your benefitsWomen experience a huge decline in pay after the birth of t
56、heir first child.This phenomenon is often referred to as the child care or motherhood penalty.Do your benefits policies go above and beyond legal requirements to make jobs more stable for individuals in a parental role?For example,expanded paid leave and access to affordable childcare helps employee
57、s responsible for the care of small children retain their jobs.Close the gap within your companyAudit your salaries internally by race and gender to reveal wage gaps.Ensure employees performing similar work are paid the same.If you dont already have it laid out in a clear way,be sure to document and
58、 agree on exactly what factors go into determining compensation as well as the“whens”,“hows”,and“whys”of how individuals are promoted.Finally,destigmatise negotiation for women.In a study by LeanIn.Org and McKinsey&Co,women were perceived as“too aggressive”or“bossy”should they negotiate in the same
59、way as their male counterparts when it came to base salary or salary bumps.Checking your biases in this area can help all individuals feel valued,safe,and understood within the workplace.A Robert Walters Guide|13A top talent is not confined to job experience or industry background alone.It is the am
60、algamation of expertise,knowledge,and skills that truly defines ones capability.Staying within the same realm for an extended period does not automatically guarantee exceptional proficiency.It is the continuous pursuit of growth and learning,coupled with a diverse range of experiences,that cultivate
61、s true excellence.Sharon Chen,Associate Director,Commerce,Robert Walters TaiwanDiversity:Practice Beyond theory|14 Additional ED&I Tools by LifeLabs Learning Inclusion Audit ToolIs your business on the right track?LifeLabs Learning has developed an DIY Inclusion Audit Tool that providescriteria to e
62、valuate how your business is doing in terms of ED&I.This is a small sample of the full tool.You can accessthe tool here,and evaluate your company in more detail.Paid time off:We encourage our employees to take personal time off(e.g.,use of PTO days,familyleave).Mental health:Employees have coverage
63、for mental health services.Sick days can be used for mental health recovery.Benefits:Benefits take into account the different needs of different employees.Flex time+clear deliverables:Employees have flex time options available along with clear deliverables/ways to measure work output(e.g.,start work
64、 earlier in the day,take longer breaks).Work hours:We set expectations of“dark time”or time when employees are not required to bemonitoring digital communication(e.g.,before 9am and after 6pm).Codes of conduct:We share codes of conduct with all employees so it is clear what behaviors areconsidered u
65、nacceptable(e.g.,harassment,hate speech).Escalation/complaint process:Employees know what steps they can take to safely share acomplaint about unsafe work conditions,harassment,or discrimination in the workplace.DriverEvaluation 0-5(5=all criteria met)0-1-2-3-4-5Benefitsand WorkConditionsAverage sco
66、rePerformance criteria:We have clearly articulated performance expectations and metrics for each role.Assess-ment andPromotionInclusion expectations:Specific behaviors of inclusion(e.g,“My manager asks for my perspective”)are set as performance criteria.Behavior-based evaluation:We use a performance
67、 review system that collects and evaluates specific behaviors and outcomes(e.g.,Good=“provides project updates at the beginning,middle,and end of each project.”Bad=“communicates well.”)Distributed decision-making:Decisions related to promotions,salary increases,and terminations aremade by more than
68、one person(e.g.,panel,committee).Manager skills:Our managers have received training on how to provide actionable,specific,equitable feedback and how to have development conversations(e.g.,coaching,1-1s,career growth).Inclusion skills:Our managers and employees have received training on behaviors of
69、inclusion.Self-evaluations:If self-evaluations are used,employees are trained how to write them and assessthem well.Recognition:Employees are recognized for their work,including tasks indirectly related to their role(e.g.,participation in voluntary task forces,committees,think tanks,equity/belonging
70、 initiatives).Access to opportunity:When there are opportunities for new roles and responsibilities,everyoneknows about it.Compensation:We have a clear and transparent compensation structure(e.g.,salary band structure,benchmarking).Average scoreA Robert Walters Guide|15Sample Skills to Use During Di
71、fficult ConversationsConversations about diversity and inclusion can sometimes be difficult,but we cant bring about positive change with silence.LifeLabs Learning has provided the below tips to engage in productive conversation,which is an excerpt from their DEI PlaybookDEI Playbook.Questions to ask
72、 direct reports in 1-1s,during moments of difficulty or societal tension What would be the most helpful use of this time?Where are you getting support?Whats one thing I can do to make work easier foryou right now?Would it feel good to brainstorm actions youd liketo see us take as a team or as a comp
73、any?When listening,use the triple a method:Acknowledge:Thank you for sharing this.Affirm:This is a really important conversation for usto have.I care very much about x.Ask:Can you share more about x?And a few things to not say I know exactly what youre going through.I felt left out when you didnt co
74、me to talk to meabout it.It could be worse.(At least you have a job.)At least racism isnt happening at work.Im sure it will get better soon.About LifeLabs Learning Learning is the go-to leadership skills accelerator for 1,000+innovative companies(like Warby Parker,TED,GoPro,and The New York Times).T
75、heir learning experiences are short,fun,science-based,and immediately practical.Training Resource:LifeLabs Inclusive Culture ProgramA Robert Walters Guide|15Sample Skills to Use During Difficult ConversationsConversations about diversity and inclusion cansometimes be difficult,but we cant bring abou
76、t positivechange with silence.LifeLabs Learning has provided thebelow tips to engage in productive conversation,whichis an excerpt from their ED&I Playbook.Questions to ask direct reports in 1-1s,duringmoments of difficulty or societal tension:What would be the most helpful use of this time?Where ar
77、e you getting support?Whats one thing I can do to make work easier for you right now?Would it feel good to brainstorm actions youd like to see us take as a team or as a company?When listening,use the triple a method:Acknowledge:Thank you for sharing this.Affirm:This is a really important conversatio
78、n for us to have.I care very much about x.Ask:Can you share more about x?And a few things to not say:I know exactly what youre going through.I felt left out when you didnt come to talk to me about it.It could be worse.(At least you have a job.)At least racism isnt happening at work.Im sure it will g
79、et better soon.About LifeLabs LearningLearning is the go-to leadership skills acceleratorfor 1,000+innovative companies(like Warby Parker,TED,GoPro,and The New York Times).Their learning experiences are short,fun,science-based,and immediately practical.Training Resource:LifeLabs Inclusive CulturePro
80、grammeDiversity:Practice Beyond theory|16In the champion of better support of our employees and their families,we reviewed our family support practices and made various enhancements most notably in Hong Kong across enhanced maternity,paternity and adoption leave;ensuring that our employees are suppo
81、rted in their roles as parents whilst balancing work and family priorities.Tricia Tan,HR Director,Southeast Asia&Greater China,Robert Walters A Robert Walters Guide|17Conclusion:5 Action StepsDriving real change in the workplace is not about organising a workshop and checking a box.As a business,we
82、pledge to continue learning about how to help the businesses we work with build better diversity and inclusion processes,as well as look internally at the areas that can be improved.Here are 5 action steps for change:1.Encourage discussions that have the potential to be uncomfortable.2.Audit your cu
83、rrent workforce and identify areas in which you can improve.3.Educate your employees about unconscious bias and hidden prejudice.4.Rethink every aspect of your hiring processes;from the places you source from to the way in which you assess candidates.5.Acknowledge that equity is not the same as equa
84、lity;Equality is giving everyone the same opportunities despite the fact that we all have different abilities,backgrounds,and privileges.Equity is treating people differently depending on their needs to create an even playing field for all involved.Diversity:Practice Beyond theory|18Contact usTo dis
85、cuss this e-guide,request other titles or talk about your recruitment needs in more detail,please contact your Robert Walters recruitment consultant,get in touch with one of our offices below:Hong KongT:+852 2103 5300E:W:.hkShanghaiT:+86 21 5153 5888E:W: ShenzhenT:+86 755 2804 4988E:W: SuzhouT:+86 5
86、12 6873 5888E:W: TaipeiT:+886 2 8758 0700E:.twW:.twFollow us on social:LinkedInA Robert Walters Guide|AUSTRALIABELGIUMBRAZILCANADACHILEFRANCEGERMANYHONG KONGINDONESIAIRELANDITALYJAPANMAINLAND CHINAMALAYSIAMEXICONETHERLANDSNEW ZEALANDPHILIPPINESPOLANDPORTUGALSINGAPORESOUTH AFRICASOUTH KOREASPAINSWITZERLANDTAIWANTHAILANDUAEUKUSAVIETNAM