HR should not let efforts to improve diversity and inclusion fall by the wayside in an attempt to fill vacancies during the ‘great resignation’. David Marsden Pearson looks at the challenges, and opportunities, this period of labour market fluidity presents.
The pandemic created a perfect storm, a situation that wasn’t predicted but one which economists have dubbed “the great resignation”.
A Microsoft survey of global workers showed that 41% of employees were considering quitting or changing professions this year. There’s a number of reasons why. Some found the pandemic meant their priorities shifted; working from home gave them an opportunity to slow down and re-evaluate the important things in life, whether that was spending more time with their family, making a wider difference to their community, or finally seeking their dream role. Others found that businesses struggled to implement employee-focused measures designed to support them during the early stages of the pandemic which has encouraged them to switch roles. For many employees, burnout and an appetite to scale down or rethink their working life is the motivating factor for a move.
The impact of this great resignation will likely be felt by businesses over the next 12 months, and HR teams will be busy looking to recruit and fill the gaps. However, under these circumstances, there’s a danger that their diversity and inclusion policies fall by the wayside as businesses scramble to get people through the door.
In a Harvard Business Review article, a chief talent officer was quoted as saying, “In this hiring climate, we are going to struggle to find qualified candidates for our roles, much less meet our diversity hiring goals. Most of our leaders are hiring the first qualified person they can find, without any consideration of diversity”.
Inclusive recruitment
Only a third of ethnic minorities think recruiters treat them fairly
Now is not the time to lose sight of the importance of diversity and inclusion. The pandemic highlighted more than ever why businesses need diversity. Diversity of thought makes for a more resilient business -out of the box thinking during Covid-19 enabled companies to thrive.
So, what can recruiting teams and HR advisers do to ensure the ‘great resignation’ doesn’t hinder D&I strategy?
Firstly, don’t rush into recruitment. Take the “measure twice, cut once” approach, as putting more time and effort into a proper recruitment process will save money and time in the long-term.
Consider whether your recruitment strategy is fit-for-purpose and if your roles are reaching a diverse group of candidates. If those applying are disproportionately heterosexual, white and male, for example, and people from other backgrounds aren’t applying, then you should reconsider how you carry out your recruitment processes.
Step outside and look in – how do you think your brand is viewed by prospective employees? Externally, does your brand showcase its diversity in a way that people thinking about applying from different backgrounds will feel represented and included?
Now is not the time to lose sight of the importance of diversity and inclusion. The pandemic highlighted more than ever why businesses need diversity.”
Removing certain key information from CVs, such as which school or university the candidate attended, can also make sure a more diverse pool of recruits is considered for the role.
Post-pandemic, flexible and hybrid working is set to become a key consideration for many workers. Employees may consider leaving if they feel they’re being forced back into the office when they feel they made working from home work not just for them personally, but for the business too. Considering how your flexible working policy is sold to new recruits will be important and will help make sure that the role is open to a more diverse pool of people, such as those with a disability, a mental health condition, or with constraints on their time due to caring responsibilities.
There’s no doubt that most businesses will see some impact of the great resignation, however it’s imperative companies don’t let their D&I policies and processes slip as a result. Remember that the benefits of fostering an inclusive culture will outlast the current war for talent. Research shows that where employees have a strong sense of belonging, there is a 56% increase in job performance, a 50% reduction in turnover risk and a 75% decrease in employee sick days.
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Whilst the next 12 to 18 months will likely involve lots of headaches for HR teams, arguably there are also opportunities too. This shake-up might mean a company has access to new, diverse talent looking for a fresh opportunity. It’s expected that senior leaders will also think about taking early retirement.
Now is the time for businesses to rethink their diversity policies and ensure their pipeline of talent is right to support their business now and in the future.
