Diversity, Equity and Inclusion: Why You're Solving the Wrong Problem

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Diversity, Equity & Inclusion: Why You’re
Solving the Wrong Problem
1
What TA teams can do, and how to leverage technology to bring transparency to hiring

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Your speakers today
Meet today’s host and speaker
Chief People Oﬀicer at Beamery Solutions Delivery Consultant at
Beamery
Samantha Bagley
Employment Experience at Beamery
Steve Bianchi Sinead Daly
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Today’s
conversation
1. The Diversity Challenge
How do companies think about DE&I today?
2. The role of TA technology
Where Talent Acquisition and TA technology can
support DE&I
3. Towards a higher-level solution for DE&I

A quick poll to start
Please read the poll and pick one answer
Raise your hand if...

The Diversity Challenge
How companies look at diversity today
Defining the main concepts
- Diversity - Representation of diﬀerence
experiences/perspectives within a collective group
- Equity - Addressing imbalances (advantages/barriers) to
ensure everyone has access to the same opportunities
- Inclusion - Collective environment, where individuals
empowered to speak up to share their
experience/perspective
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Are we solving the right problem?

Each company has its own DE&I challenges
Why do CHROs think about the DE&I challenge?
● What is our company purpose?
● What do we want to stand for as a company?
● How do we attract and retain more diverse
talent?
● How do we build an inclusive employment
experience?
● What legislation do we need to be aware of?
Attract
diverse talent
Build
an engaged alumni
community
Create
ambassadors to
the mission
DE&I
throughout the
employee
lifecycle
Recruit
in an authentic
way
Develop
talent in a safe
and inclusive
environment
Retain
and unleash great
talent from diverse
backgrounds
Reporting on
results
Communicating
company values
Compliance risk
management

Second poll question
Please read the poll and select all answers that apply.
Who is in charge of DE&I?

Align diversity objectives at
company level to define “success”
Ensure the right teams have
accountability and ownership of
these programs
How do you ensure DE&I programs succeed?
Install the right infrastructure,
tools, and analytical
competencies on the team
Develop internal expertise on local
compliance issues
Entice people to learn more about
your purpose, your EVP
Communicate clearly about what
you value as a company
Common understanding of
the vision
Measure what matters Values-based objectives

The Role of Talent Attraction
Where a defined DE&I strategy comes in
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Workforce strategy
Beliefs, company values
Company as a ‘societal citizen’
Communication and clarity around goals
Tactical applications for Talent
Attraction
Inherited vs Influenced
Employer branding campaigns
Milestones, programs, plans
DE&I
strategy
DE&I outcomes and iteration
Refocusing resources
Learning from experiments
Feedback from talent attraction
Questions about company goals
Understanding of candidate population
Challenges in attracting diverse candidates

The role of TA technology
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How we approach the DE&I challenge with the Beamery TOS

The Role of TA technology
Three areas where TA technology can impact DE&I
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● Talent teams need the data to build
specific campaigns that make
candidates feel known
● Many candidate journeys address
only one dimension of the
candidate (age, gender, professional
area...) and excludes all others
Be informed.
● To set the right DE&I strategy and
goals, leadership needs high quality
data about existing state
● People teams need the right
processes or tools to measure what
works and what doesn’t, where
programs fail, how initiatives are
progressing
Be specific. Be human.
● Talent teams’ interactions with
candidates are generic and
therefore biased towards
non-diverse candidates
● People teams need processes and
infrastructure to be able to
personalize interactions with
candidates at scale

Quality of information
The talent team can share back valuable information
about what happens in the hiring process to identify
how the company’s DE&I approach is progressing
- Identify drop oﬀs in hiring diverse candidates
- Isolate where the company should improve
hiring practices
- Project the likely impact of work streams and
activities on overall DE&I and Workforce
strategies
Screenshot of data explorer
Visualize pipelines by ethnicity, gender, or other criteria to better
understand the progression of candidates in the funnel

This can also apply to universities candidates come from, general area, types of degree… all of which
help TA provide a better understanding of the incoming candidate population

Specific talent attraction
campaigns
What can you do to build more targeted campaigns
- Allowing candidates to self-select ensures recruiters
make no assumptions about what matters most to
them
- Build inbound and outbound journeys based on
candidates’ interests
- Communicate company values to allow bad fits to opt
out
- Stay compliant with local regulation around the kind
of candidate data you collect

Example of candidate form
allowing candidates to indicate
their interests without assigning
them to a single demographic

Hyper personalized
interactions
The Talent Acquisition team can oﬀer opportunities for
candidates to share more about themselves, and for recruiters
to get to know them well.
- Personalization at scale means recruiters can collect a
360° view of who the candidate is and what they
care about
- Information comes from forms, but also content or
pages visited by the candidate, events they sign up
for...etc

Towards a higher-level solution for DE&I
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Hiring diverse talent isn’t enough

A higher-level solution for DE&I
Attraction is only part of the talent equation
TA teams can positively influence the DE&I
objectives, but the overall business must set
the strategy
● Overarching DE&I strategy aligned with
business planning
● TA must be aligned with HR
organization in scope and ownership
Data and transparency can help
decision makers!
Attract
diverse talent
Build an engaged
alumni community
Create
ambassadors to
the mission
DE&I
throughout the
employee
lifecycle
Recruit in a
compliant way
Develop
talent in a safe
and inclusive
environment
Retain
and unleash great
talent from diverse
backgrounds
Transparency
into hiring
funnel
Compliant
candidate data
management

Technology does not dictate
strategy
A higher-level solution for DE&I
● Automation, data collection, personalization… the tech is
available, but does not inform what would be a good fit for a
company
● Technology can embed existing issues or biases. TA teams
need to have a good understanding of where the risk of
embedded bias might come from
Talent teams need to gain a deep understanding of
the technology they use

Thank you, Q&A
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Potential Polls...
If you’re capturing data, how is it being used (tick all that apply)?
- To build the internal business case for diversity
- To increase internal transparency for DE&I
- To inform your talent attraction strategy
- To identify non-inclusive pain points in recruiting process
- To build a full-picture of our Employee Lifecycle, alongside internal data
What’s your biggest worry when it comes to DE&I data (tick all that apply)?
- Don’t know where to start!
- We don’t have a DE&I strategy from Executive Team
- Additional pressure on recruitment teams
- Nervous about legal implications
- Unsure how to use the data once it’s captured
- Other
Do you have DE&I targets in place?
● Yes, set by Executive Team
● Yes, set by Recruitment Team / People Team
● Yes, set by Diversity & Inclusion Team
● We’re looking into setting up DE&I targets
● We don’t have DE&I targets
What data are you capturing to guide your DE&I recruiting strategies (tick all that apply)?
- Personal Data (Name, Gender, Citizenship, Date of Birth, Languages spoken etc)
- Sensitive Data (Race, Sexual Orientation, Health, Political opinions, Religious
beliefs etc)
- Candidate Experience (Anecdotal feedback)
- We don’t capturing data for DE&I
At what stages in the hiring process are you capturing data?
- Upon initial application
- At every stage of the hiring process (application + interview + tasks etc)
- Post application, as part of Employer Branding eﬀorts
- We only capture internal employee data
- We don’t capture DE&I data at all
<<<< hard to know what to do? Measuring is
good! But is it enough?
Do these metrics correlate to long-term impact?

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