How diverse will your workforce become over the next decade?
It’s a difficult conundrum - partly because this is a trick question. The unfortunate response is: “it won’t”. At least, that’ll be the case if hiring bias remains something we merely talk about, but do little to curb.
In this article, we’ll show you how three global workforce trends - globalisation, sexual identity and social mobility - can either exacerbate the impact of bias or, if approached correctly, set you up for long-term success.
Face the change
What would happen if, like a terrible episode of Supermarket Sweep, your weekly shop was restricted to one aisle? Your basket would be incomplete, and your diet would inevitably suffer.
It’s the same with global talent. Candidates with Chinese or Indian-sounding names have to complete 60% more applications than white counterparts before they’re invited to interview. This rises to an alarming 80% for those from Nigeria, the Middle East and North Africa. Bias is preventing us from capitalising on mobile talent from these enormous communities.
Factor in Europe’s ageing populations, and millennials’ perception of working abroad as a “rite of passage”, and it’s clear that your company’s long-term success will tie into your willingness to consider global talent pools.
We’re seeing a generational step-change in sexual identification. While 88% of so-called Boomers last year identified as heterosexual, this falls to just 66% for Gen Z.
The latter group could be your managers and executives of the next two decades, but only those companies with strong reputations for LGBT-inclusive, bias-free hiring will enjoy true access.
Today, however, only 44% of this community feel safe disclosing their sexuality at work. It’s up to companies to find solutions that improve staff awareness and sensitivity of this group’s needs, creating a more inclusive environment.
Disparities in wealth and opportunity are concerning governments ahead of the Fourth Industrial Revolution. Investment is expected to improve standards of education and establish new routes to success for lower socio-economic groups.
Heightening these communities’ ambition, though vital, will increase the incidence of class bias as managers continue to judge by background (subconsciously or otherwise). This will reinforce the ‘class ceiling’.
Frustratingly, those who break through are then statistically likely to develop imposter syndrome, and subsequently self-sabotage. Increased awareness and sufficient inclusion measures will therefore be key to capitalising on this group’s growing ambition.
Data-driven People Insights
So these trends can either be a blessing or a curse, depending on your approach to hiring bias. We at Arctic Shores share your belief that bias is detrimental. As the world of talent changes, so too should your approach to hiring - there will soon be no room left for bias!
That’s why we’ve built a solution that removes it from the assessment process. Rather than ranking by experience - or worse, ethnicity, class or sexual orientation - we see authentic behaviour as the best window to a candidate’s potential. Our gamified assessments measure the traits that are key to success. Who needs all the rest?