Create a role description and job advertisement that is simple, accessible and uses inclusive language.
Focus on capabilities, skills and values that are genuinely required for the role. Where possible, allow for equivalent qualifications and make accreditation desirable instead of essential.
Consider using inclusion competencies as a required capability for the role, such as those used in the Leadership competencies for Queensland.
Include links to your agency inclusion and diversity initiatives, and memberships (such as the Diversity Council Australia and Australian Network on Disability).
Use visual cues in your recruitment correspondence to show you are an inclusive workplace. For example, include an acknowledgement of local Aboriginal or Torres Strait Islander traditional owners and country in your email signature block.
Be clear about what flexibility you can offer. Lack of flexibility is a barrier to employment for many people and is expected from candidates more than ever.
During the recruitment process
Create an assessment panel that is as diverse as possible, and ensure that you have a discussion with the panel about inclusive recruitment practices and decision making that’s mindful of unconscious bias. Discuss ways to mitigate the impact of unconscious bias.
Use de-identified data (available from agency HR) to understand the current diversity of the team, as well as the local area (branch or division) where the role is located. For example, is it overwhelmingly female, older in age or tertiary educated? Make this summary data available to the panel for consideration when it comes time for screening to mitigate potential bias.
Consider de-identifying applications for screening and shortlisting, or automatically shortlisting candidates who identify with any of the equal employment opportunity (EEO) target groups.
Consider extending your closing date if your applicant pool hasn’t attracted an appropriate level of diversity (your HR team can provide de-identified applicant diversity data). Adjust your advertising strategy to use more targeted recruitment.
Talk with your candidates before you organise your interviews and assessment tasks. Confirm if any of them need support or adjustments to help them participate. Ensure your assessment tasks are fair to people living with disability.
For example:
- online assessments may be incompatible or hard to complete with screen-reader software
- assessments with time limits may be less accessible for people who have anxiety disorders, read slowly, have manual dexterity challenges, or require frequent rest breaks
- written assessments may be more difficult to complete for people with dyslexia or English as a second language.
Diversity of thought is also critical to balanced and productive teams. Avoid only hiring like-minded people who think the same way as you. To add new perspectives and diversity of thought consider people from different industries, backgrounds, demographics, education and lifestyles as potential additions to your team.
Onboarding
Before your recruit starts, consider if your team would benefit from additional training. For example cultural capability training or disability training.
Consider what additional support you might need to provide the new starter to ensure inclusiveness during onboarding and into the future.
Discuss and arrange any necessary adjustments like flexible work arrangements, ICT requirements, facility access or ergonomic requirements. Explore funding options available through JobAccess.
Establish a mentoring or buddy system within your immediate team, and outside the team (for example to connect with others of similar backgrounds and experiences), as well as available employee networks.
Be respectful of when and how your new employee wants to share information about themselves. Let them decide and share as they feel comfortable.
