The diversity agenda for TA and HR professionals has evolved and become more complicated. Historically, the focus was on gender and ethnicity. Now, progressive firms are adopting a more inclusive approach to building and nurturing diverse teams, which includes neurodiversity, physical disability, socio-economic background, sexual orientation and gender identity.
There is an increasing awareness of intersectionality. People are complex and may have several ‘diverse’ characteristics, which intersect to develop their unique identity. Navigating this from a professional and talent acquisition perspective can have its challenges.
The way we go about proactively identifying and attracting diverse talent has also evolved. As has the way we interview, select and onboard talent.
Research Europe has been running diversity talent acquisition missions for the past 20 years. We recently managed a complex, four-month diversification programme for one of Europe’s largest media groups. We had to be creative and innovative about the ways we found and engaged with diverse talent across a number of “newer” categories of diversity. We also had to advise our client on ways of assessing and selecting candidates who may not respond well to ‘standard’ assessments.
This case study may be helpful to talent acquisition leaders who are navigating the increasingly complex diversity landscape.
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