Diversity drives success. According to McKinsey’s Diversity Matters report, companies who actively work to have a diverse workforce outperform companies who don’t, with those in the top quartile for ethnic diversity achieving an average 27% financial advantage over others. Clearly, diversity should not be viewed as just another checkbox for organisations to tick.
For the public sector, fostering diversity in their workforce is not just beneficial, but essential. HR professionals in the public sector need to reflect the communities they serve, ensuring that every perspective is considered and represented. A diverse workforce contributes to more inclusive, innovative and effective problem-solving, enabling public sector organisations to address the complex challenges of a modern society. With divisive issues such as immigration policies, the cost of living crisis, an ageing population and more, it is important that people feel that their governance effectively represents their views and interests.
How can public sector recruiters implement an inclusive recruitment process? Furthermore, how do organisations foster the right culture to guarantee retaining diverse talent? As a woman in this field of a global majority background, I faced some challenges when I first entered this field. However, with support from a supportive community of female colleagues as well as male allies, I was able to gain a leadership position doing work that is truly meaningful for me and I believe it is incredibly important that others are offered the same opportunity to be successful.
Understanding the Needs of Diverse Talent
To attract and retain a truly inclusive workforce, it’s crucial to understand the needs and priorities of diverse talent. Research, such as Deloitte’s report on Gen-Z’s workplace motivations, show that younger generations value meaningful work that aligns with social impact. They also prefer roles that offer flexibility and benefits such as hybrid work and adaptive schedules. The public sector has offered this for many years, way ahead of the private sector and how we share these benefits will be key to any attraction and retention strategy.
Aside from working to attract candidates from a broad range of ages, neurodiversity should also be taken into consideration. Some – though, not all – neurodivergent candidates require a work environment that accommodates their unique needs. These may include sensory-friendly workspaces and colleagues and management that understand their neurodiversity. Furthermore, recruitment processes should also always offer adjustments for neurodivergent candidates. Prioritising mental health and wellbeing programmes benefits not only neurodivergent individuals but the entire workforce, supporting a culture of wellbeing.
Lastly, visible representation plays a critical role in attracting diverse talent. Seeing colleagues who share similar backgrounds and experiences can motivate diverse talent to join an organisation. Ensuring diversity within leadership and teams can reinforce an organisation’s commitment to inclusivity.
Strategies to Attract Diverse Talent
An inclusive recruitment strategy must span the entire hiring lifecycle. Developing an inclusive process involves using job descriptions that are accessible, and using diverse interview panels and structured interviews to eliminate bias and maintain consistency in the hiring process. Leveraging modern recruitment channels such as social media, professional networking platforms and university partnerships will help engage a broad spectrum of potential candidates.
Employer branding is equally important. Public sector organisations should actively highlight their commitment to diversity, equity and inclusion (DEI) initiatives through their messaging and online presence and the development of an Employer Value Proposition (EVP). Promoting stories of diverse employees who have advanced to leadership roles not only demonstrates an organisation’s commitment to inclusivity, but also encourages others to envision their future within the organisation.
Retaining Diverse Talent
Attracting talent is only part of the challenge. After successfully navigating the recruitment process, there is no guarantee that talented and diverse professionals will stay in an organisation. Ensuring that employees feel valued and heard is key to retaining them. Recruiters must ensure that your equality, diversity and inclusion approach is clear and deep-rooted in your organisation. This means building a culture where everyone, from entry-level staff to senior leaders, contributes to an environment that has high cultural intelligence, celebrates each others’ differences and values the input of those from diverse backgrounds.
Training and education for leaders and staff can help build awareness and understanding of the unique needs of diverse employees. Creating mentorship programmes and support networks helps provide career guidance and a sense of belonging. Establishing these connections can encourage employees to stay and grow within the organisation.
Clear career development paths are essential. Organisations should offer transparent opportunities for advancement and maintain an open line of communication, creating regular feedback loops to foster trust and demonstrate that the organisation values each individuals’ input.
In conclusion, a diverse workforce is the foundation of an innovative, forward-thinking and creative public sector. By understanding the needs of diverse talent, public sector organisations can build stronger recruitment and retention initiatives. These efforts contribute to creating a high-quality public service that not only represents the community but thrives on its collective strengths.
Anj Popat
Anj is an Associate Director in Tile Hill’s Interim Management team. Her specialty is in Corporate Resources, having worked in providing C-suite interim resourcing solutions within local government. Anj uses expertise to grow the company’s HR and candidate network, amplifying the impact of Tile Hill across the public sector and beyond. Anj is committed to seeing greater representation in public sector teams, often speaking up and leading discussions on diversity, gender and cultural intelligence in the sector.
