MORE OPTIONS
Refine Your Search
Refine Your Search

News & Views

news-img

Celebrating different perspectives - Why diversity matters (Webinar)

28 January 2021

On 27th January 2021 Morgan Hunt delivered a webinar on diversity and inclusion titled 'Celebrating different perspectives - Why diversity matters'. We were joined by diversity and inclusion experts Carmen Morris, Amarjit Singh Basi and Hannah Manyewu to outline the benefits of diverse and inclusive workplaces, the challenges facing the implementation of D&I and how these challenges can be overcome. See a summary of the webinar below or watch the full recording at the bottom of this page:

Diversity and inclusion have been at the forefront of many people's and organisation's minds since the events of 2020. The Black Lives Matter movement shone a light on the importance of equality for all people in all areas of life. The need to be treated equally is vital within the workplace, as it's a place where people spend most of their days and lives.

In our webinar, our speakers outlined that there are many benefits to be gained from creating diverse and inclusive workplaces. Fostering these kinds of professional environments helps people feel more comfortable. As a result, they are more engaged in their work and with the people around them. Collaboration improves, as does their productivity and effectiveness. As a whole, job satisfaction increases, barriers that in the past made work difficult are reduced and the performance of all employees is boosted.

It's hard to argue against improving the wellbeing of your employees, but there are many benefits to organisations too. Improved employee effectiveness and productivity improves the overall performance of the business. Many studies have shown there is a strong positive correlation between diversity and inclusion and business success. Beyond this, D&I practices foster strong and supportive cultures that people want to work in. It makes retaining talent and attracting skilled people to your organisation much easier.

But how do you begin improving diversity and inclusion? It has to start with senior leadership and management. Boards must authentically buy into the need to improve and understand the challenges that the least privileged people in their organisations face. This requires leaders and managers in an organisation to speak to the people affected and take the time to hear about their lived experiences, the barriers they face and any areas of improvement they have identified.

But the role of leadership doesn't stop there. Next, they must put what they have learnt to action. Improving diversity and inclusion is about creating a change in culture which must be driven from the top down to be authentic. Representing marginalised groups within management is an important step that ensures all perspectives are heard and considered.

Leaders and management aren't alone though. Setting the culture requires buy in and support from all functions of the business. Management must take ownership of this process and invest in the development of staff at all levels. Through this, employees throughout the organisation will gain the knowledge and understanding to make this change in culture effective and, most importantly, permanent.

In the past year we have seen an increase in the number of diversity and inclusion job roles. The creation of positions with this specific focus signals a promising commitment to improvement, however it is important that these appointments are not just tokenistic. These job roles must be thought out and organisations should at least have some understanding of their areas of improvement or what they want to achieve. Otherwise, businesses risk destroying any credibility they have in wanting to promote diversity and inclusion.

For people in these roles, there are a number of factors that will determine their success. Most importantly you should have a direct line of communication to the board or senior leadership team. If this doesn't exist, it is unlikely your role will have the impact that is needed to create change within the organisation. D&I advocate Hannah Manyewu suggests that your definition of success should be based on achieving results through others. Your aim should be to mobilise internal groups across all functions, build momentum and interest in improving D&I and ultimately hold leadership accountable.

Recruitment is also critical in creating diverse and inclusive workplaces. Hiring people from different backgrounds shows a commitment to improving the diversity of the workforce and brings in new perspectives and ideas which can help an organisation thrive. To practice inclusive recruitment, businesses should understand their employer brand and how it is perceived by potential applicants. Through this you gain insight into how you may have to improve how you communicate your employer value proposition to appeal to a diverse range of applicants. Fair and unbiased recruitment methods such as psychometric testing and blind application reviews are also useful tools to make the hiring process as inclusive as possible.

Since last year we have seen a lot of progress, but it is just the beginning. It is important to acknowledge that change doesn't happen overnight, but organisations must begin taking the steps to create more diverse and inclusive environments. Our speakers Carmen, Amarjit and Hannah hope that in the next year we will continue to see more leadership and executive roles filled by people with diverse characteristics, increased publicly visible commitment to the cause and real accountability to change through evidence and case studies.

Find out how you can improve internal diversity and create inclusive workplaces. Contact Clare Keniry, Head of Diversity & Inclusion at Morgan Hunt – [email protected].

MORE

How to onboard a remote employee successfully

26 August 2020

Remote working and hyrbid working is here to stay. Covid-19 has changed the nature of work forever and people now want, and expect, more flexibility from their job to manage the other elements of their life better. So if you want to attract and hire the best talent, excluding remote workers isn't an option. 

With this change comes increased expectations of employers. Remote employees starting at your organisation expect to get an onboarding that is equally as good as one done in person. Why should they miss out on this just because they work from home?

The positive news is that they don't have to accept an inferior onboarding process. Providing a meaningful onboarding that prepares them to their job and integrates the new starter into the organisation can be done remotely. Here's how. 

Paperwork

Use online electronic signature software such as DocuSign, allowing new employees to sign and return key documents securely with an encrypted audit trail. Work with your HR team to adapt your standard compliance process for onboarding.

Support your new hire

Be aware of the worries your new member of staff may have handing in their notice in such a challenging and uncertain market. It is critical to support them and keep in regular contact during this period. These are uncertain times so it is critical that you engage with and keep in regular contact with your new hire over the course of their notice period – we are seeing candidates accept counter offers from their current employer at the last moment. So, it is crucial to keep this in mind and ensure that you start involving them in team calls even during their notice period. Really utilise any opportunity to interact and encourage them to engage with the team culture during this period.

Keep them engaged

Encourage as much face time as possible with their new team, any opportunity for interaction is important, for example including them into a group chat on WhatsApp, Skype etc. This will introduce them and engage them in the team culture. Your key goal before and during onboarding is to over communicate.

Get equipment and logins out swiftly

Ensure that they have all they need to carry out their duties on day one including any computer equipment and the necessary logins. If there is any means of providing them with organisation/ corporate literature remotely, all the better. Ensure they have remote access to all relevant company documents and files. Think about sending a small ‘care package’ as a welcome gift.

Do regular one to ones

One to one meetings are important so that new members of staff have an opportunity to communicate with you and other key team members privately, as well as in a group/ team setting. Remember to encourage social get togethers as well, such as using video platforms for a team coffee or drink in order to encourage social interaction.

Record a ‘welcome video’

It allows you and/ or another team member to enthusiastically welcome the new employee to the organisation, discuss the team and how they will be able to carry out their role remotely. Include members of the senior management in this welcome video.  

Review your standard induction process

Pretty much every part of the standard induction process in week one can be moved to a virtual process. All training can be delivered online and it is likely that you already have training modules around compliance or health & safety etc. that are delivered via online training. Work with your internal training team or training providers to enhance your virtual offering for new starters.

Organise a team wide meet & greet session

Organise a team wide meet and greet session as a group call and then arrange individual one on ones with key team members so that the new hire is both introduced again to the team but also has an opportunity to start building key internal relationships.

Think about all the key stakeholders that your new hire needs to meet and arrange these as video calls. The more structured you can make this in the first few weeks the better – this will assist your new hire to understand their role and duties more quickly.

Task them with keeping a list of key questions

Ask your new starter to keep a list of key questions they might have and then ensure that they have a platform to start to work though these queries, for example a daily video call with their line manager.

Clearly, working day to day in an office allows these questions would be answered naturally, so it is key that they start with the habit of noting questions as they work so these can be addressed on a regular/ daily basis.

Check in regularly

Check in regularly but don’t keep checking up. By setting clear daily expectations and then following up, you or the line manager will be able to naturally track progress and development. Ask for help and perhaps a HR colleague can support you by organising a monthly catch up call with the new hire.

This will give an extra insight and assist you in keeping an eye on their overall wellbeing.

This is a stressful period for everyone, and a new hire will perhaps be feeling extra pressure to prove themselves in a new organisation.

Be open & adapt

Remote onboarding is a relatively new process for most organisations, so naturally there will be a few issues and perhaps challenges early on. So, it is important that all parties involved are understanding and willing to learn from mistakes. Have this conversation with your new hire early on – ask them to be forging but also ensure that you gather feedback and work to learn from any early mistakes.

 

If you would like more information about any aspects of remote recruitment or remote onboarding, please get in touch.

MORE
news-img
news-img

A virtual interview guide for hiring managers

26 August 2020

Over the coming days and weeks, many of us will be adapting to working remotely from home. This change will also affect how job interviews take place, so as a prospective employer it is important to be able to hold efficient and productive virtual interviews. Here are some preparation tips to assist you to find the right individual for your role.

Use the most appropriate platform for all 

Use a platform which allows a video interview will assist both you and the interviewee to interact as naturally as possible. This will give you an opportunity to assess soft skills plus allow the prospective candidate to gain an understanding of the culture of your organisation. There are obviously a host of platforms which we are all using currently – make sure you use one that allows for conference video and that your interviewee can access easily. 

Have a plan b

Despite the best preparations there may be technology issues, have the phone number of the interviewee or the recruiter to hand just in case the video connection is lost, or it does not start on time. It is inevitable amid the ongoing challenges that video interviews will become more common practice, so everyone will become more comfortable using the various technology platforms. 

Preparation

Check the lighting in the room, try to avoid direct light sources or bright objects behind you as this will create a shadowy silhouette. If you can elevate your laptop to avoid staring down into the camera and position yourself at a table, against a plain, neutral background. Turn off all other apps on your laptop during the interview so the individual has all your attention and you are not distracted during the interview. Make sure to have your standard interview questions to hand as well as a copy of the individuals CV.

Remember to convey your organisation culture

It's difficult in a home setting but you need to convey a strong sense of your organisation culture via video, so be prepared to discuss in detail your  values and the day to day office culture or invite relevant colleagues to the interview to assist with this. Just ensure that you have agreed format/ roles in advance so that everyone on the interview panel is clear of the questions they are to ask or the aspects of the organisation they are to describe.   

Opportunity for questions

Important to encourage as much back and forth interaction as possible so make sure to give the candidate an opportunity to ask questions. Ensure that you take notes throughout about their answers, body language and how they communicate throughout the interview.

Reflect on the interview

Once concluded take time immediately after the interview to write down your thoughts and impressions. Also make note of any further queries you may have following the interview. Call the recruiter with feedback as soon as the interview concludes so that they either answer these questions or follow up on your behalf.

What next?

It is likely that video interviewing will continue to grow in usage over the coming months, so it is useful to get as much experience as possible which will help you establish your own style over this format. 

If you would like to speak to an expert about how to conduct virtual interviews at their very best, sell your organisation to potential candidates and attract the best talent, contact us today. 

MORE

Our Managing Director on the current state of the UK job market

12 August 2020

Morgan Hunt’s Managing Director, Dan Taylor, appeared on BBC News yesterday evening to discuss the recent fall in employment figures. As a follow up to that interview, Dan shares with us some further comments about the outlook of the current job market.

Taylor comments – “In the world of rolling, wall to wall news its really hard to get across the nuances of such a complex situation, here are some of the key points to contemplate when evaluating the recent employment figures".

  • British Chamber of Commerce data suggests that 29% of British firms are planning to reduce headcount over the coming months.  That information needs to be tempered against the fact that 59% of firms plan to retain their staff and 12% are looking to expand.

  • Furthermore, 25% of all companies are looking to hire through this period, a mixture of expansion and replacing staff.

  • The Association of Professional Staffing Companies (APSCo) also reports that despite the seasonal low hiring activity across July and August, the number of interviews taking place in July was 6% up from June. Morgan Hunt forecasts that that increase will continue month on month until the end of the year.

  • The number of people employed in contract or temporary roles in July increased by 7%.

Taylor adds, “Whilst this is a challenging market, plenty of roles and opportunities exist. And this picture is likely to improve as we move into the Autumn.”

Given the current climate, how candidates prepare themselves for opportunities in the job market is essential. Over the coming days, Dan will elaborate on what candidates need to do to maximise their chances of success, which we will share via the Morgan Hunt LinkedIn page.

Share this content with anyone you think might need it and follow us on LinkedIn for further job search advice.

MORE
news-img
news-img

Life after lockdown: a mental health & employee engagement panel discussion

23 July 2020

In this webinar we were joined by Alison Daymond, Heather Aust and David Beeney for a live panel discussion on the topic of life after lockdown and returning to the workplace. During the session our expert guest speakers from the worlds of mental health & wellbeing, employment law and human resources answered attendees' questions about returning to the office and some of the concerns around this transition.

Understandably, many are concerned about their health and safety. And many are reluctant to return to office following the Covid-19 pandemic. So, should businesses return to the workplace? If they do, what are the steps employers need to take to support their employees? And how can teams function if there is a divide in opinion about what the best approach is?

These are some of the questions that were answered throughout the session.

MORE

How to build a high performing team for the new world of work (Webinar)

08 July 2020

76% of organisations are expecting to increase their use of team coaching (6th Ridler Report) in the near future. In our webinar on high peforming teams our guest speakers Paul Barbour and Lucy Widdowson explained how the fastest growing area of coaching is helping to grow and transform organisations.

You can view a recording of the session below.You will learn:

  • How team coaching can benefit your organisation
  • The seven characteristics of top performing teams
  • Practical tools and techniques to use with your own teams in a physical, virtual or hybrid setting

Why is team building so important for the New World of Work?

The Covid-19 pandemic has forced many organisations to shift to remote or more flexible working and although we don't yet know what the world of work will look like when the pandemic ends, it is safe to assume that remote and flexible working will become the new norm.

Although remote and flexible working has many benefits, it also puts immense strain on teams, which you and your organisation may have already experienced. Some of the largest challenges teams face in the New World of Work include:

  • Teams that traditionally communicate and collaborate face-to-face must adjust to communicating online
  • Individuals will be expected to be more independent, self-motivated and accountable
  • Onboarding new staff remotely can make it more difficult to develop an effective team

It has never been more important that teams know how to work well together and communicate effectively and team coaching can help you achieve this.

MORE
news-img