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HIRING PLANS

Hiring Plans Higher Lower

The hiring process plays a key role in building more diverse and inclusive workplaces. Evaluating recruitment processes to mitigate unconscious bias wherever possible is a crucial step towards greater diversity.

Higher or lower than 2019’s findings?

57% of professionals believe their chances of being selected for a job have been lowered because of identifying characteristics - Do you think this is higher or lower than 2019?

Higher

You’re correct! This has increased from 52% who felt their chances were lowered in 2019

Lower

Incorrect! This has increased from 52% who felt their chances were lowered in 2019

Hiring Plans Second Section

Impact on successful hiring

57% of respondents say their chances of being selected for a role have been lowered because of an identifying characteristic, an increase from 52% in 2019. Age was highlighted as the main factor, with 61% of employees believing so. Taking a closer look at the reasons behind employee’s feelings, workers over the age of 40 are more likely to feel discriminated against due to their age (70%) than their younger counterparts (47%).

Ethnicity (35%) and gender (32%) were also mentioned as the other main factors candidates believe they were discriminated against during the hiring process.

Has there ever been an occasion where you have felt that your chance of being selected for a job has been lowered because of an identifying characteristic?

Yes, many times
Yes, a few times
Yes, one time
No
17%
31%
9%
43%
52%
48%

Hiring Plans Third Section

The role of anonymised recruitment

Anonymised recruitment is the process of removing identifying criteria from CVs, application forms and shortlists that could unintentionally bias managers and give underrepresented groups confidence that they will be fairly considered throughout the selection process.

Over half (57%) of respondents feel knowing that an employer uses anonymised recruitment in their selection process would give them more confidence they’d be fairly considered for a role. This has decreased compared to 2019 when 66% of respondents felt this way.

Taking a closer look at the views of different demographics, a higher proportion of those with black heritage (66%), Asian heritage (64%) or mixed/multiple ethnic background (63%) say the use of anonymised recruitment will make them more confident they’ll be fairly considered for a role. This is also the case for those with a disability (61%).

Those who identify as part of the LGBTQ+ community would also feel more confident if anonymised recruitment was used in the hiring process, with 64% stating so. Over six in ten (62%) neurodivergent candidates also feel this way, showcasing the importance for anonymous recruitment when it comes to attracting diverse candidates.

If you were to apply for a new role, would knowing that an employer uses anonymised recruitment in their selection process give you more confidence that you will be fairly considered?

Yes, it would
No, it wouldn’t
Unsure

Employees who would feel more confident that they would be fairly considered knowing that an employer uses anonymised recruitment

Black heritage

66%

Asian heritage

64%

Mixed/multiple ethnic background

63%

Disabled

61%

Identify as LGBTQ+

64%

Neurodivergent

62%

Hiring Plans Fourth Section

How are organisations mitigating bias?

Organisations are more likely to have taken steps to mitigate bias in the hiring process compared to 2019. For example, 72% say they use a structured interview process, compared to 66% in 2019. Over half (54%) now provide unconscious bias training to hiring managers and interviewers, an uplift from around a third (34%) in 2019. A further 53% of organisations adjust their tests and assessments to ensure they are fair for those with disabilities and impairments compared to 45% five years ago. Almost half of organisations (45%) have also introduced anonymised recruitment into stages of the selection process to mitigate bias in decision making.

Further steps that organisations are taking include setting diversity recruitment targets (35%), as well as senior management and line managers having their own diversity recruitment targets (28%) and recruitment agencies they work with being set diversity targets (27%).  

Looking at the language used to describe their vacancies, organisation and culture, 72% of respondents believe it is unbiased. This sentiment extends to imagery and branding in recruitment materials, as 61% feel it reflects a diverse workforce, while six out of ten (60%) profile commitments to diversity and inclusion in their recruitment materials. A further 59% believe their website and careers site effectively captures and accurately represents their lived experience of working for their organisation.

How do organisations mitigate bias in their recruitment selection process?

Use a structured interview process

72%

Provide unconscious bias training to hiring managers/interviewers

54%

Make adjustments to tests and assessments to ensure they are fair for those with disabilities and impairments

53%

Ensure interview panels are diverse

49%

Involve a range of diverse stakeholders for the review and selection of CVs or application forms

48%

Introduce anonymised recruitment into stages of the selection process to mitigate bias in decision making

45%

Set and communicate proportional targets of candidates from minority groups for balanced candidate shortlists

41%

Use a structured interview process

66%

Provide unconscious bias training to hiring managers/interviewers

34%

Make adjustments to tests and assessments to ensure they are fair for those with disabilities and impairments

45%

Ensure interview panels are diverse

43%

Involve a range of diverse stakeholders for the review and selection of CVs or application forms

36%

Introduce anonymised recruitment into stages of the selection process to mitigate bias in decision making

23%

Set and communicate proportional targets of candidates from minority groups for balanced candidate shortlists

21%

Hiring Plans End Section

Expert insights

Promoting diversity in leadership

Discover how we helped a global professional services firm encourage more females and ethnic minority candidates to pursue internal leadership roles. We crafted a future leadership programme, through the lens of enhancing racial inclusion, to support these underrepresented groups, as well as a supplementary programme geared towards managers and sponsors. Read on to discover our methodology and the outcome so far.

Read more

As explored, it’s important to evaluate whether your hiring plans are truly inclusive or if there are any opportunities to mitigate bias early on. Now we’ve discussed how to adjust your hiring plans accordingly, read on to find out the best ways to improve talent retention.

Talent attractionTalent retention