51³Ô¹ÏÍø

In addition to the recruitment and selection training, we encourage all involved in recruitment to participate in training on equality, diversity and inclusion. This will ensure the panel is not allowing unconscious biases or unintentional discrimination, preventing the best person from getting the job.

51³Ô¹ÏÍø offers the following courses to staff:

• Unconscious Bias Training
• LGBT+ Awareness
• EDIC Guide on How to be a White Ally
• Disability in the workplace
• Neurodiversity Awareness

Before the recruitment process, it is important to reflect on the role that you are hiring for and what kind of individual you are looking to recruit.

Consider the current makeup of the team, including their thinking/working styles, motivations, and individual/team values. Are you looking to recruit someone who works similarly to existing team members, or someone who works very differently?

Very often, diversity of thought and experience can lead to diversity of identity.

You can request anonymised shortlisting via the Request to Recruit form on TalentLink. This will hide the ethnicity, gender, and name. Hiding this information eliminates some triggers for unconscious bias and focuses the shortlisting process on the job application and the evidence the applicant has provided.

For more information on anonymised recruiting, as well as to help you understand some of the system limitations, Guide for Hiring Managers on Anonymous Recruitment

A found that just a third (32%) of People Function managers felt confident that they were not prejudiced when hiring new staff. Nearly half (48%) admitted that bias affects their candidate choice, while 20% said they couldn’t be sure if bias affected their decisions.

In , universities seeking a laboratory manager were randomly given CVs with male or female names. Those with ‘male’ names were rated as “significantly more competent and hireable.

In both the job description and the advert, it is important to flag not just that you value diversity, but also what you mean by diversity and why it is important to the specific role being recruited for. This signals to applicants that the hiring manager truly values diversity within their work and department, much more so than standardised text.

Consider the role and person specification and review the core requirements in particular. Sometimes, having specific requirements for types of experience or background can lead to barriers for people from minority identities.

For example, some roles may require a degree, even though experience from someone who did not attend university might also make them a suitable candidate.

If you would consider different working patterns or job-sharing, you can add this to the further information section of your job advert. This can make your job more attractive to parents and other people with caring responsibilities, as well as some people with disabilities.

and are free tools that check your job advert for unconscious gender bias, length, and recruitment best practices.

It is also important to consider where you advertise the job. For example, if you would like to attract more minority ethnic talent to apply, you may want to consider sharing the advert on LinkedIn and online networks for people of colour, e.g., , , .

You could also consider including a section on the current team, and (if appropriate) you as a manager. Describing the team’s experience and working style provides transparency and allows the prospective candidate to consider how they would fit in with the team. You do not need to go into specifics about individuals; instead, focus on how the team works as a whole (fast-paced/goal-oriented/data-driven, etc.).

Almost all job advertisements should show the salary of the role (and not simply say ‘competitive’). Not only does this increase the number of relevant applicants for the vacancy, but it also builds trust with candidates. shows that omitting salaries discourages many applicants from asking for better pay, particularly minority ethnic applicants and women.

It is important to consider when and for how long you advertise a job.

Advertising during the school holidays is likely to reduce the number of applications from people with child-caring responsibilities. Similarly, having a very short recruitment window will reduce the number of applications from those with responsibilities outside of the workplace. Having a short application window or changing the deadline can also make it significantly less accessible for candidates with neurodivergence who may need more time to prepare their applications.  

Where possible, share all dates and timelines in the job advertisement so candidates can plan accordingly.

When considering dates for application closing and interviews, be as aware as possible of religious holidays and rest days. The Interfaith Network for the UK has produced a .  

It is also important to ensure your recruitment window provides sufficient time to make any necessary adjustments for candidates who need them. For example, candidates who may need more preparation time if you are using assessments in the recruitment process, candidates who may need a preparation call in advance of the interview, etc.

The 'Know your Pool' initiative aims to ensure the group of candidates who have applied for a given role reflects the pool of qualified candidates; however, its efficacy likely depends on the implementation details.

The university will develop effective mechanisms to embed consideration of how management and decision-making processes at all levels impact our commitment to being truly diverse and inclusive. More information on how the university integrates EDI into all management processes. 

Several Recruitment Workshops have previously been held on Positive Action and 'Knowing Your Pool'. Further information and the presentation slides used in these workshops can be accessed below:

• Recruitment Workshop - 1
• Recruitment Workshop - 2
• Recruitment Workshop - 3
• Recruitment Workshop - 4

Further information on implementing the 'Know your Pool' initiative in theAcademic Recruitment at 51³Ô¹ÏÍø - case studies and toolkit.

Positive action means taking specific steps to improve equality and reduce discrimination for certain groups. These steps must be proportional to the need. Organisations are allowed under the Equality Act 2010 to take positive action to address disadvantages faced by people with protected characteristics.

Positive action is different from positive discrimination. Positive discrimination involves automatic favouring of those from a protected group, without proper consideration of merit. This is illegal, though there is a limited exception that allows treating a disabled person more favourably.

One example of positive action would be to encourage applications from particular groups by placing job adverts that target them (see advice above) or by including statements that encourage particular groups to apply. The university has produced an Academic recruitment at 51³Ô¹ÏÍø – case studies and toolkit to showcase some of the good practice departments have implemented.

The university held a workshop on positive action and the university’s inclusive approach to recruitment in November 2022. You can (51³Ô¹ÏÍø login required) and download the workshop presentations: Positive Action and Know Your Pool (PDF).

For more guidance on positive action in a University setting, the law firm Farrer & Co has written a .

51³Ô¹ÏÍø is a Disability Confident Leader. Disability Confident is  designed to encourage employers to recruit and retain disabled people and those with health conditions. The Disability Confident scheme has replaced the previous Two Ticks Positive about Disabled People scheme.

51³Ô¹ÏÍø originally gained Two Ticks accreditation in April 2012, and Disability Confident broadens and deepens our existing commitment as an employer. More information on the Disability Confident Scheme at 51³Ô¹ÏÍø.

Some people, such as those living with a disability or long-term health condition, may find that adjustments to the recruitment process enable them to perform at their best. Such adjustments might include:

• Receiving recruitment materials in a different format, like braille or large print
• Standard interview questions are being shared in advance
• Additional interview time
• Accessibility support for in-person interviews

Under the UK Equality Act 2010, the university has a duty to provide “reasonable adjustments” upon request from a disabled person. For an adjustment to be deemed reasonable, factors to consider include the cost and practicality of the adjustment, as well as the resources available to the university.

For example, a deaf candidate could request that a sign language interpreter be present at their interview. If this request were made less than 24 hours before the interview, it would likely not be considered a reasonable adjustment, as it would be challenging for 51³Ô¹ÏÍø to facilitate such a request on short notice. However, if the request was made 14 days before the interview, it is far more likely to be considered a reasonable adjustment.

Requests for adjustments should be made in writing by candidates. If a candidate requests a conversation, you should send them an email confirming their request for documentation purposes.

If a candidate asks you to adjust and you are unsure how to proceed, please contact EDIC for support. The Government has also published a guide on employers' .

You should highlight the availability of reasonable adjustments at all stages of the process. In job adverts and written communication, you can add a section at the end to highlight this. During interviews, consider asking a question about adjustments at the same time that you make introductions: “Before we start, are there any adjustments we can make during our time today to ensure that you are comfortable?”

During the inclusive recruitment showcase on 11 December 2024, colleagues shared information on the current state of inclusive recruitment, available resources, and case studies of initiatives to improve recruitment inclusivity.

You can find recordings of these talks below:

Before the interview, the panel chair can help by reminding everyone of the potential for unconscious bias to creep into the process at this stage and by encouraging evidence-based decision-making. 

Ensure that you honour any requested adjustments, such as allowing more time to respond to questions or tests. Some people with neurodivergence may not follow neurotypical behaviours, such as maintaining eye contact or refraining from fidgeting. Candidates must not be penalised for this; instead, they are assessed against the predetermined criteria. 

You may want to make clear which 4-6 criteria from the job description you will assess at the interview, to help candidates prepare and reduce anxiety. This is also highly likely to ensure you get better-quality answers on the day.

 When inviting candidates to interview, outline the selection process and ask them if they require any adjustments. The selection process should involve shortlisting and may include tests, skills tests, psychometric testing, in-tray assessments, stakeholder meetings, presentations, and interviews.

 It is also advisable to offer a range of days and times for interview slots to ensure everyone can find a time that works for them.

Having diversity on the recruitment panels is important.

Having people from different backgrounds and protected characteristics means the recruitment panel will bring diverse perspectives. This can lead to more effective challenge and questioning of decision-making, making it more likely you will get the best person for the job.

By having visible diversity on the panel, where possible, it also provides clear evidence to the interviewee that 51³Ô¹ÏÍø is a place for diverse talent.

Ensure that everyone on the panel can contribute openly to the conversation at all stages of the recruitment process, and ask a range of questions – don’t just instruct diverse individuals to ask questions about diversity.

For some vacancies, it may be difficult to find diverse panel members, particularly for senior roles. In these situations, we would encourage you to look more broadly across the department (even if it means having a more junior colleague on the panel) and to other departments that may be able to offer a stakeholder perspective and diversity.

Once you have selected your candidate and they have accepted the position, they must be onboarded into the university in a way that makes them feel welcomed and helps them hit the ground running.

Before they start:

• Ensure you have gone over practical information about starting, such as sharing campus maps and the dress code (the university does not have a formal dress code, but candidates may be reassured to hear what people typically wear).
• The New Staff website should be shared as it gives information on benefits such as childcare vouchers and facilities.
• If they have disclosed a disability, express that you would like to ensure they have the support they need, and ask what support they need so you can start putting it in place before they start. You should also share the support pages for staff with disabilities.
• Share information about 51³Ô¹ÏÍø’s staff networks with all new starters, as some may be relevant to them, and to underline the organisation’s commitment to supporting diversity.
• Sharing the link to join the 51³Ô¹ÏÍø Today mailing list will help begin to foster a sense of belonging to the university by providing them with news stories about 51³Ô¹ÏÍø.
• It would also be helpful to share the 51³Ô¹ÏÍø Values and Behaviours framework.

Once they start:

• All new starters should attend the 51³Ô¹ÏÍø Insights Day, which welcomes new starters, explains our values, and introduces them to the staff networks and support available to them.
• They will also need to complete their 51³Ô¹ÏÍø Essentials training, which, amongst other things, includes equality, diversity and inclusion.

Following the recruitment process, data on the diversity of applicants and successful candidates will be available. You can request this data by contacting the recruitment team.

It may be worth reviewing this data at regular intervals throughout the year, or after a large recruitment push, to identify any emerging themes. For example, many female candidates may be applying for roles, but very few make it to the shortlist stage.

This allows you to consider any subconscious barriers in the recruitment process and take steps to address them.