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POWERED UP - AN INSIGHT BY THE IN GROUP

Providing a level playing field

personality for the business.”

Could an organisation expect different things from different employees, depending on their individual skills and ways of working? “In our industry, the components that go towards deal-making could be recognised as merit-worthy in isolation and, in that way, broaden expectations and definitions of success. That said, there should be no mistaking that all things lead to making placements, and this is the lifeblood of a recruitment business.” As well as considering sales performance, The IN Group awards places on its high achievers’ lunches and vacations based on adherence to our values, and directors have the freedom to nominate top performers based on non-sales criteria.

Once they’ve brought in a more diverse workforce, how can organisations provide opportunities for everyone to achieve promotion? “Diversity is only the beginning,” said Derek Mackenzie, Executive Director, The IN Group. “If the entire workforce doesn’t feel included, then engagement will be limited and ultimately, so will success and promotion opportunities. To encourage inclusion, think about how you make your environment welcoming for all, recognise and discuss differences without judgement and provide a platform for employees to be themselves at work. An employee who’s engaged and can be authentic has a far greater chance of success, as they’ll be investing their energy in the objectives of their role, as opposed to the stresses and distractions of being different in an unwelcoming culture.” A diverse talent pool will have different ways of performing their jobs, but they might be equally successful in driving the company’s mission or increasing revenue. How does Derek think organisations can change their measure of success to give all their people the chance to thrive? “In a sales company, it’s hard to extricate the ultimate measure of success from done deals alone. However, the part a person plays in that deal, or the route they take to make it happen, could differ greatly.” He continued: “In recruitment, an organisation should recognise the diverse approaches that a more diverse workforce brings. An ‘old school’ recruiter, for example, would be synonymous with ‘banging the phone,’ whereas a more diverse environment could celebrate someone who puts together amazing marketing emails, or give delivery people greater status and a platform, achieving a broader sales

Pay equity will be a key part of career equity

Legislators, regulators, employees, and external talent are placing increasing pressure on organisations worldwide to ensure fair and equal opportunities. How important is a strong focus on pay equity in achieving equal representation in top management positions? “A number of firms are still on a journey to achieve a more balanced board in terms of underrepresented groups,” said Kelly Fordham, Director of Financial Services. “However, pay equity will support the longer-term goal of ensuring balance at board level. Pay equity is there to try to address occupational segregation and opportunity gaps. But true pay equity can’t be achieved until we provide opportunities to people from underrepresented groups to take on senior roles and empower them to do so.”

CREDIT - PEXELS