Seven strategies to ensure your tech recruitment process is inclusive for all

The first step to a diverse tech team is inclusive hiring and removing any invisible barriers to entry your business might have. Find out how to create a more inclusive recruitment process with our seven best-practice tips.

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about 1 year ago

​​Inclusivity, and diversifying your workforce, are the best ways to organically expand your talent pool and increase the longevity of your employees.

Here are some of the key dos and don'ts of inclusive recruitment:

What is inclusion and diversity?

“Without inclusion, diversity is doomed to fail.” Devi Virdi, Group Head of Diversity and Inclusion at Centrica. Inclusion is the act, and diversity is the result. Inclusion and diversity (I&D) is now recognised as an essential part of business. It’s not just a tick-box exercise or a ‘nice to have’. Once your company adopts an inclusive culture, the more diverse your company will become.

Diversifying your workforce has many positive outcomes, such as better employee wellbeing, productivity, and longevity. Creating an environment where people can bring their full selves to work can significantly increase employee attraction and retention because people will recognise your company or team as a place where they can love Mondays.

There is also a strong business case for it, which is often overlooked. In the UK, for example, according to inclusion and diversity champion INvolve and the Centre for Economics and Business Research, discriminatory pay practices cost the economy £127 billion in lost output every year. That means, there is a high return on investment in inclusion training and preventing discrimination and closing pay gaps.

Seven steps to an inclusive recruitment process

Rethink your fundamental requirements

There are certain roles for which neurodivergent people would be perfect, like data analytics roles, but the barriers to entry include requiring “excellent interpersonal skills” or being a “team player.”

In this case, professionals with conditions like autism are far less likely to apply for those roles because they do not believe this applies to them, despite being more likely to have the focus and skills needed than a neurotypical person. Employers must rethink what the fundamental requirements for the job are and consider whether your advert reflects this.

Develop grassroots talent

Does the perfect candidate really need a degree or five years’ experience, or could you find someone with the right mindset and potential and train them with the skills you need?

Or, if someone has the right skills and experience, but their soft skills are lacking, they may benefit from a mentor to build their confidence.

Watch your language

For employers to receive more applications and make the process accessible to everyone, you must be conscious of the language you use in your job adverts. Using inclusive language is an easy way to indicate that everyone is welcome to apply and be considered, if they believe they are the right fit for a role.

Gender neutrality is a simple way to ensure you don’t limit your talent pool and unintentionally alienate suitable candidates. One way to avoid this is to use online tools to eliminate gender-coded language from your person specifications, job descriptions and adverts which often go unnoticed​.

Remove barriers to entry

The placement of your job adverts is an often-overlooked consideration. Those who place their ads in tech magazines that require paid subscriptions might be excluding groups from lower economic backgrounds, for example.

Employers must also ensure that their application forms are inclusive of all genders, sexualities, ethnicities etc. by including an “Other” or “I’d rather not say” option, to give them space to tell you who they are if they wish to. It must be optional, or you could end up forcing someone to come ‘out’ prematurely.

Create a diverse interview panel

The first impression of your team takes place at interview and a lack of diversity could impact a professional’s decision to accept your job offer. It would benefit employers to think about how diverse their hiring panel is and do their best to represent the variety of people in their company.

Conversely, you must not over-correct and cherry-pick the same few people to be the ‘face of diversity’ or to hire certain people just to fill a quota in your company – no one wants to be tokenised or seen as a ‘diversity hire’.

Ask the right questions

Some employers don’t know what they legally can and can’t say, or ask, in a job interview. Training should be provided to each hiring manager to ensure they understand the dos and don’ts of interviewing. Generally, an interview question is illegal and discriminatory if you couldn’t ask everyone the same question.

One example that comes to mind is asking a woman if she is pregnant or thinking of having a baby one day. You couldn’t possibly ask the same question to a cisgender male candidate, which makes it discriminatory to ask of women. Asking everyone the same core set of questions will give your interview a good basis for objectivity.

Negate any bias

Everyone has their biases, but these should not influence your hiring decisions. Business leaders should ensure their hiring managers receive sufficient training in unconscious bias so they can identify their own biases and make more informed hiring decisions.

Working with a recruiter such as Reed, where CVs are anonymised before being sent over to you can also help here. It means you can make a decision on potential employees without being swayed by certain information available on their CV.

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The biotech boom: considerations for sustained sector growth
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  1. Article

The biotech boom: considerations for sustained sector growth

​In recent years, the World has witnessed a remarkable resurgence in the biotech sector.

This surge is reshaping the landscape of life sciences –growing from USD 366.7 billion in 2022 to USD 412.2 billion in 2023. Recent developments in biotech innovation address some of the world’s most pressing challenges, from human health to environmental degradation, to food security.

Biotech growth in the world

Scientists are making great leaps in gene-editing technology – heralding a new era of possibilities in enhancing cell research and, ultimately, curing infectious diseases.

One exciting venture is the Synthetic Yeast Genome Project, the creation of synthetic versions of all the organism’s chromosomes. This breakthrough has paved the way for designer yeasts with metabolic pathways tailored to make biofuels from diverse materials.

This example shows the sector has come a long way – creating a strong foothold for innovation. There will always be challenges. These challenges include the need for strong financial support, top research institutions, a thriving startup environment, and skilled scientists and researchers.

Biotech companies in Cambridge, Oxford, and London are using advanced technology to solve important scientific problems, leading to new job opportunities.

Developing a highly skilled industry

Let’s look at two key job roles needed to continue the sector’s growth.

Molecular biologists, especially those with expertise in cell line engineering, are crucial for the development of robust and reliable cell models that are essential for drug discovery, therapeutic protein production, and understanding complex biological processes. Their ability to manipulate and optimize cell lines can significantly accelerate research and development timelines.

Specialist bioinformaticians play a pivotal role in managing and interpreting the vast amounts of data generated by modern biotechnological processes. Their skills in data analysis, algorithm development, and computational biology are indispensable for translating raw data into meaningful insights, thus driving innovation and progress in the field.

Together, these experts contribute to the cutting-edge advancements that define the biotech industry and are needed to keep businesses on an upward trajectory.

Gene-editing leading the way

At the forefront of this biotech revolution is gene-editing technology, which holds immense promise in curing infections and revolutionizing cell research. Nobel prize-winning CRISPR tech, in particular, has emerged as a powerful tool for precisely modifying genes, offering unprecedented opportunities to address genetic diseases and develop new theories around treatment.

Gene editing’s impact on infection treatment is profound. It offers the potential to drive out persistent viral infections like the aforementioned HIV, presenting new options in the fight to find cures. Its role in combating the Covid-19 pandemic also highlights the versatility and promise of gene-editing as an antiviral modality.

By precisely targeting and disabling viral genes, researchers are paving the way for advanced treatments that could render once-deadly infections manageable or even curable.

The power of investment

While the potential of gene-editing technology and other biotech innovations is undeniable, the discussion will once again turn to investment to keep advancing research. As the boundaries of scientific innovation are pushed, extensive life sciences funding can drive several positive outcomes, including:

  • Research and development: increased investment enables biotech companies to accelerate their research and development efforts. Scientists can explore novel therapies, diagnostics, and technologies that address critical health and environmental challenges.

  • Clinical trials: funding supports clinical trials, allowing promising treatments to advance from the lab to real-world applications. These trials are essential for validating safety and effectiveness.

  • Job creation: a thriving biotech sector creates jobs across various disciplines, including research, manufacturing, engineering, and product development. Employment opportunities contribute to economic stability.

It’s worth noting that once investment is secured, there needs to be substantial collaboration between academics, industry leaders, and personnel at regulatory bodies to help steer towards scientific breakthroughs, economic prosperity, and global influence.

Looking ahead

Harnessing the collective expertise and skill of the biotech community could lead to an opportunity to redefine cell research and provide universal access to life-saving treatments. This means that policymakers hoping to boost the biotech industry need to listen to the wants and needs of the sector, including the importance of R&D tax credits for research-intensive startups, the ongoing availability of patient capital, and the need for funding and facilities that can be scaled up when necessary.

Looking for your next hire or considering your next career move in the scientific space? Contact our specialist consultants today.

Transformative talent: how career changers can enrich organisations at any age
3 mins read
  1. Article

Transformative talent: how career changers can enrich organisations at any age

Career changes can help reignite passion for work and are a courageous step at any stage of life. Whatever rung of the corporate ladder an individual has reached, daring to push beyond their comfort zone into a new industry or type of role should be viewed positively by employers. Many workers are looking to fulfil ambitions their original career path couldn’t offer, and after years of experience in a particular sector may be ready to sidestep into something new.

One of the key advantages career changers bring to the table is a wealth of experience gained from diverse industries. Unlike individuals who have followed a linear career trajectory, those who transition between professions bring a multifaceted perspective that can prove invaluable in problem solving, decision-making, and innovation. Their skills and knowledge, acquired over time, can help shape how a team works and even contribute to organisational culture. For example, ex-forces personnel can strengthen communication, discipline, teamwork and leadership in business. 

Here are some other common attributes of those who change their career: 

Resilience

Career changers inherently possess the often-overlooked skills of resilience and adaptability. Navigating the complexities of change, be it industry shifts, new technologies, or different organisational cultures, is second nature to those who have successfully made a career transition.  

This adaptability enhances personal growth and helps employers who rely on teams rolling with operational changes. Resilience under pressure can ultimately save an organisation – whether through an understanding of the nuances of crisis communications or in making board-level decisions.  

Diversity of thought

Career changers, with their varied backgrounds and experiences, inject fresh ideas and approaches to the workplace. This diversity of thought can widen the outlook of a team, influencing new business partnerships, ways of working, as well as cultivating innovation.  

Diversity and inclusion are fundamental to business practice, but many leaders in today’s tech-oriented workplaces are relying on the generation most immersed in digital tools and practices to run the show, discounting those with other capabilities and aptitudes.  

Soft skills

Transferable skills learned across different sectors/industries can be highly beneficial in business, but soft skills are invaluable. Our recent research highlights a new focus among employers to prioritise soft skills over experience in the wake of candidate shortages– good news for career changers who have had years to hone expertise in negotiation, influencing and problem solving. 

Organisations should take steps to challenge age-related stereotypes and welcome those seeking new career journeys. Aside from strength of character, their experience may cover everything from public speaking, networking, customer service to management skills.  

How to attract career changers to your organisation

While the benefits of career changers are evident, it is essential to address the prevalent issue of age bias in the hiring process. The majority of career changers will be people with many years of experience behind them – making their perceived ‘fit’ into a team of younger people a potential issue for millennial leaders/hiring managers. 

A more relaxed approach to role requirements in job adverts can capture the interest of a wider range of people – after all, technical skills can be quickly learned but emotional intelligence, the confidence to experiment, and strategic thinking are harder assets to find.  

Promote stories of career changers who’ve made a difference to your organisation – add case studies and videos to your careers site of employees who found their way into their dream role from other industries. Invite them to become employee ambassadors, attending industry and careers events to help with recruitment. 

Most professionals looking for a different challenge are set on doing meaningful work, rather than trying to climb the corporate ladder or embellish their CVs. Someone who shows genuine passion for an industry or role, regardless of experience, could be your best hire this year. 

Looking to hire experienced professionals for your team? Our experts recruit across 20 sectors and are ready to help you find your next perfect hire. Contact one of our specialist consultants today.  

Five ways your business can reduce presenteeism in the workplace
5 mins read
  1. Article

Five ways your business can reduce presenteeism in the workplace

There is no doubt that absenteeism – regular, unplanned staff absences – is bad for business. But what most employers don’t often realize is that the opposite, referred to as presenteeism, can be just as harmful to your workplace.

What is presenteeism?

Presenteeism is often cited as one of the biggest threats to workplace productivity. It is the phenomenon of employees turning up to work when they are not fully fit, either physically or mentally, and thus performing below their optimal level. These individuals are trying to fulfill their jobs, but due to health problems or other circumstances, can’t work at full capacity.

It can have negative consequences for both the individual and the organization, such as reduced productivity, lower quality of work, increased stress, and higher health risks.

There are various factors that cause presenteeism, such as excessive workload, job insecurity, lack of sick leave, or a culture that rewards long hours and discourages taking breaks. Without a clear separation between work and home – further exacerbated by the introduction of hybrid working – professionals may find it difficult to disconnect and set clear boundaries.

This lack of separation can lead to longer working hours, increased workloads, and, most importantly, difficulty in taking breaks or even time off.

How to tackle presenteeism in your workforce

So, how do you spot the signs of presenteeism, and how do you broach the subject tactfully among your workforce? Here are five ways to banish presenteeism for good:

Recognize the symptoms

Employees with health problems, especially those related to mental health, often feel an inability to disclose their feelings to their manager. At the same time, those in managerial positions are rarely trained to effectively support employees who are struggling.

It’s essential that managers are educated to some degree to be able to notice when employees are showing signs of stress or mental health problems. Not only that, managers need to feel confident and equipped to have open and supportive conversations with employees about their health and overall satisfaction levels while at work.

With almost three in five employees saying they would take less time off work if their employer enhanced the health and wellbeing services available to them, this evidence supports the value of reviewing existing policies and practices. Work-life balance, menopause support, and an ‘open-door’ policy all help build a culture that prioritizes people.

Evaluate your well-being policy

Professionals will often still come to work if they are experiencing long wait times for a doctor’s appointment or if they are unable to get an appointment outside of working hours. This not only impacts the recovery time but can also lead to a build-up of stress while waiting to be seen or awaiting the results of a diagnosis. Ill health, such as colds and coughs, can also be quickly spread around the workplace.

A strategic well-being policy that offers appropriate support can help reduce the impact of presenteeism. Programs that promote good mental, physical, financial, and social health can help prevent illnesses and reduce the impact of long-term conditions. Whether it's discounts to be used on fitness equipment, access to yoga classes, or mental well-being initiatives, a clear plan to help employees can lead to a happier and healthier workforce.

Lead by example

If managers go to work when they are ill, their teams are likely to feel they have to do the same. Leaders need to set a good example and stay at home when they are unwell – especially given flexible working policies are now fully implemented.

Presenteeism often occurs when employees feel they can’t afford to take time off due to heavy workloads, upcoming deadlines or not wanting to burden their colleagues with their absence. It’s important that managers know how much work employees have on, so they are able to help manage it.

Holding frequent one-to-ones or team meetings can help highlight if employees are in need of any support – be it with their work or well-being. This should help reduce any work-related stress and promote healthy working practices to those making a return to work after a prolonged absence.

Clear communication of company culture

Clarify with your workforce about where the company stands on employees coming into work ill, also ensuring a sickness reporting procedure is outlined.

Clearly define and communicate your policies, such as sick pay and time off allowances, and allow employees to ask any questions they may have. It’s also important to communicate the impact that unwell employees coming into work can have on fellow employees, customers, and the wider business.

When you’re clear on where the company stands when it comes to illness and working patterns, employees will feel comfortable staying home and recovering when they’re ill – rather than fearing any potential consequences of doing so.

Empower and trust your employees

It’s the people working in organizations that make the difference. They have the ability to grow business, increase engagement, and enhance reputations. By creating positive and supportive work environments, where employees feel they can take time off when needed, presenteeism can be reduced.

By empowering employees in the workplace, leaders can directly enhance their psychological safety – the belief that they can speak up, take risks, and make mistakes without fear of negative consequences. Employees who feel psychologically safe are more likely to seek help, share ideas, and collaborate with others, which can improve their health and performance.

If presenteeism isn’t already on your radar, it should be. Making appropriate changes to absence policies and aspects of workplace culture will help ensure your workforce is healthier and more motivated. For businesses, an investment in people through good quality employee benefits could be just what workers need to eradicate presenteeism.

If you are searching for a talented professional to join your team, or looking to embark on a new career opportunity, get in touch with one of our specialist consultants today.