company culture

How to nurture meaningful workplace relationships

Naren Sankar — Thu, 26 Sep 2024 19:50:47 +0000

How to nurture meaningful workplace relationships Naren Sankar

Building workplace friendships goes beyond casual interactions in the evolving landscape of workplaces. These personal relationships can be beneficial for both individual and professional growth. Here are some ways you can cultivate positive relationships at work.

Having friends at work can be helpful

Building workplace friendships can help your wellbeing and workplace culture. According to Gallop, employees with best friends at work are seven times more likely to be engaged. Here are other ways in which having meaningful relationships with co-workers can benefit your business.

Elevating professional growth

Work relationships can help employees gain diverse perspectives, fostering innovative thinking and continuous learning. These connections encourage open dialogue and the sharing of valuable industry insights, which can contribute to both professional growth and job satisfaction.

For instance, you may have a project idea that you believe to be flawless. However, discussing it with your co-workers may reveal some oversights you made. Strong relationships enhance the overall outcome of any ideas you have.

Navigating career advancement

Trusted relationships can be instrumental in career growth. Colleagues who know your work ethic and capabilities may advocate for your promotions or recommend you for new opportunities within or outside the organisation.

Ways to build relationships

Cultivating meaningful relationships requires intention and effort, but the benefits are worth it. By making meaningful connections, you can create a supportive network that enhances collaboration, promotes mutual respect, and contributes to a harmonious work environment. Here are some practical ways to build and strengthen these relationships:

1. Organise team-building activities

Events such as workshops, retreats, or social gatherings provide a relaxed environment for colleagues to bond, break down barriers, and build friendships.

2. Initiate cross-departmental meetings

Encourage interactions beyond immediate teams. This creates opportunities for collaboration and understanding among diverse teams.

3. Create mentorship programmes

Implement mentorship programmes where seasoned workers can guide less experienced colleagues. This can help not only with employee bonding but also, make it easier to onboard new employees.

4. Bridging generational gaps

Recognise that different generations may have varying approaches to workplace relationships. For example, younger employees might prefer more frequent, informal check-ins, while older generations may value scheduled, formal meetings.

Foster an environment of mutual understanding and respect for these differences. Encourage cross-generational mentoring to facilitate knowledge sharing and relationship building across age groups.

5. Navigating remote work challenges

In remote or hybrid work environments, building relationships requires extra effort. Utilise video conferencing for regular face-to-face interactions, even if they’re virtual.

Create online spaces for casual conversations, such as virtual coffee breaks or chat channels for non-work discussions. Organise occasional in-person meetups when possible to strengthen connections formed online.

6. Developing networking skills

For those who find networking challenging, especially introverts, start small. Set achievable goals, such as introducing yourself to one new colleague each week.

Practise active listening to build genuine connections. Prepare talking points before meetings or social events to feel more confident. Remember, quality relationships often matter more than quantity.

7. Digital communication etiquette

In today’s digital workplace, mastering online communication is crucial. Be mindful of tone in written messages, as nuances can be lost without vocal cues.

Use emojis judiciously to convey tone, but be aware of cultural differences in their interpretation. Respect colleagues’ time by being concise in emails and messages. When in doubt about the tone or content of digital communication, consider whether a quick video call might be more effective.

Cultural sensitivity and diversity

An employee can build trust with the business by embracing diversity and practising cultural sensitivity. This is one of the key ways in which a company can succeed.

This can be achieved by acknowledging and respecting different cultural backgrounds, customs, and perspectives, and using inclusive language and practices to ensure everyone feels valued and understood.

Challenges of maintaining a united workforce and how to solve them

It is not always easy to maintain meaningful connections with co-workers. Problems include:

Remote work dynamics: With the rise of remote work, maintaining relationships can be challenging. Utilising video conferencing platforms to keep regular contact and holding virtual meetings help even staff who work from home feel engaged and included.

Personal conflicts: The key to disputes is to tackle them head-on but with tact. Encourage your team to speak up when issues arise – it’s far better than letting things simmer. Sometimes, you might need to play mediator, and that’s okay.

The goal is to create an environment where people feel comfortable hashing things out constructively rather than sweeping problems under the rug. A frank discussion today can prevent a blow-up tomorrow.

Long-term management of relationships

Healthy relationships always require effort to make it work in the long run. Relationships can be managed through:

Regular check-ins: Schedule regular one-on-one meetings and team check-ins to discuss work updates. This continuous engagement helps maintain relationships over the long term.

Feedback loops: Create an environment where feedback is regularly exchanged. Constructive feedback helps in understanding expectations and improving relationships, while also addressing any underlying issues before they blow up into a bigger issue.

Adapt to change: As teams evolve, be adaptable in your approach to relationship management. New team members, shifting roles, or changing dynamics require adjustments in communication and interaction styles.

Impact on organisational culture

There are both tangible and intangible benefits of forming a good relationship with other colleagues, which include:

Cooperation and creativity: Strong workplace relationships contribute to a collaborative culture. When employees trust and respect each other, they are more likely to share ideas, collaborate on projects, and contribute to a creative and innovative environment.

Role of managers: Managers play a crucial role in modelling relationship-building behaviours and fostering employee engagement. By demonstrating empathy, active listening, and inclusiveness, managers set the tone for the entire team.

Balancing technology and personal interaction: While technology is a valuable tool, it's essential to balance it with face-to-face interactions. Plan occasional in-person meetings or gatherings to strengthen connections and reduce the sense of isolation that can come with remote work.

However, forming workplace relationships can come with its own set of challenges. Differences in communication styles, conflicting priorities, or even a competitive environment can make it difficult to connect with colleagues.

Navigating power dynamics and maintaining professional boundaries while fostering friendships requires a delicate balance. Without clear communication and understanding, these hurdles can hinder the development of strong, productive relationships in the workplace.

By embracing cultural sensitivity, leveraging technology, and continuously seeking improvement through feedback, you can foster deep, lasting connections that enhance both personal fulfilment and professional success for you and your business.

Looking for a recruitment partner that understands your needs as you grow? Get in touch with us, and we can share more on the value Michael Page brings to your organisation.

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How to structure effective job interviews: A guide for hiring managers

Simone Wu — Tue, 09 Apr 2024 14:18:14 +0000

How to structure effective job interviews: A guide for hiring managers Simone Wu

As a hiring manager, knowing how to structure effective job interviews is a critical skill that significantly impacts the future of your organisation. A well-structured interview process helps you identify the most suitable job applicants, and ensures that you make informed hiring decisions that align with your company's goals and values.

Whether it is your first time hiring or if you are a seasoned recruiter, this guide will explore the critical elements of structuring an effective job interview and provide practical tips and strategies to elevate your interviewing skills and attract top talent to your organisation.

12 things to do before, during and after job interviews

Before the interview

1. Define clear objectives

Before diving into the interview process, start by defining clear objectives. Thoroughly review the job description and identify the essential skills, qualifications, and experience required for the role.

Collaborate with other stakeholders, such as the hiring team and department heads, to gain a comprehensive understanding of the position's requirements and expectations.

Once you have a clear picture of the ideal candidate profile, list key competencies and attributes you will assess during the interview. This list will serve as a roadmap, ensuring your questions and evaluations remain focused and aligned with your hiring goals.

2. Develop a structured interview format

A structured interview format is essential for maintaining consistency and fairness throughout the hiring process. By following a standardised approach, you can minimise bias and ensure all job applicants are evaluated based on the same criteria.

Start by creating a set of core questions that will be asked of all applicants. These questions should assess the key competencies and attributes you identified earlier. Consider including a mix of behavioural, situational, and technical questions to gain a well-rounded understanding of each candidate's capabilities.

In addition to the core questions, allow for some flexibility to explore unique aspects of each candidate's background and experience. However, maintain a consistent structure and allocate similar amounts of time for each interview to ensure a level playing field.

3. Minimise unconscious bias

Unconscious bias can impact hiring decisions, leading to unfair treatment of job applicants and potentially overlooking top talent. A structured interview format can help minimise bias by ensuring all applicants are evaluated based on the same criteria.

To further mitigate unconscious bias, consider the following:

Train interviewers to recognise and avoid common biases, such as confirmation bias, halo effect, and stereotyping
Use diverse interview panels to bring multiple perspectives to the evaluation process
Develop objective scoring rubrics to assess applicants’ responses consistently
Avoid making snap judgments based on first impressions or irrelevant factors, such as appearance or background
Focus on job-related qualifications and competencies rather than personal characteristics or cultural fit

By actively addressing unconscious bias, you can create a more inclusive and equitable interview process that identifies the best applicant based on merit.

4. Manage interview panels effectively

When conducting interviews with a panel, it is crucial to ensure a cohesive and organised experience for both the interviewers and the candidate. To manage interview panels effectively:

Assign specific roles and responsibilities to each panel member, such as asking certain questions or evaluating specific competencies
Develop a clear agenda and time allocation for each panel member’s questions and discussion
Encourage all panel members to contribute and share their perspectives while maintaining a respectful and professional atmosphere
Designate a panel leader to facilitate the discussion, keep the interview on track, and ensure a smooth transition between panel members
Provide the candidate with clear instructions on the panel format and introduce each panel member and their role
Allow time for the candidate to ask questions and engage with the entire panel

By managing interview panels effectively, you can create a structured and organised experience that allows for diverse input while maintaining a cohesive and professional environment for the candidate.

5. Prepare thoroughly

Proper preparation is vital to conducting effective job interviews. Begin by reviewing each candidate's resume, cover letter, and any additional materials they have submitted. Familiarise yourself with their background, qualifications, and relevant experience.

Next, create a detailed guide that outlines the interview questions you will ask and any specific points you want to cover. This guide will help you stay organised and collect all the necessary information during the interview.

It is also essential to prepare the interview environment. Choose a quiet, comfortable space that is free from distractions. Ensure all necessary materials, such as the candidate’s resume and a notepad for taking notes, are readily available.

Adopting open body language can create a welcoming and engaging atmosphere, such as avoiding crossing arms and legs to prevent the appearance of disinterest or defensiveness.

During the interview

6. Establish rapport with job applicants

Creating a positive and welcoming atmosphere is crucial for easing applicants' nerves and allowing them to showcase their best selves. Start the interview by introducing yourself and providing a brief overview of the company’s values, the role and how it contributes to the success of the company.

Engage in some light conversation to break the ice and help the applicant feel more comfortable. Ask about their journey to the interview location or mention something interesting from their background that caught your attention.

Throughout the interview, maintain a friendly and professional demeanour. Use active listening techniques, such as nodding, maintaining eye contact, and asking follow-up questions, to demonstrate your genuine interest in the candidate's responses.

7. Ask behavioural and situational questions

Behavioural and situational questions are powerful tools for assessing a candidate’s past performance and potential to handle future challenges. These questions require candidates to provide specific examples of how they have handled real-life situations, giving you valuable insights into their problem-solving skills, decision-making abilities, and work style.

Use the STAR (Situation, Task, Action, Result) framework when crafting behavioural questions. Ask job applicants to describe a specific situation, the task they needed to accomplish, the actions they took, and the results they achieved. This structured approach helps you gather concrete evidence of their capabilities.

Situational questions, on the other hand, present hypothetical scenarios and ask the applicants how they would respond. These questions allow you to evaluate a candidate’s thought process, judgment, and ability to think on their feet.

8. Evaluate technical skills

Depending on the role you are hiring for, assessing technical skills may be crucial to the interview process. Develop a set of technical questions or practical exercises that align with the specific requirements of the position.

For example, if you are hiring a software developer, you may ask them to solve a coding problem or discuss their experience with specific programming languages. If you are interviewing a marketing professional, ask them to analyse a case study or develop a creative campaign idea.

When evaluating technical skills, it’s essential to clearly understand the desired proficiency level and assess applicants fairly based on their demonstrated abilities.

9. Allow for candidate questions

Allocating time for interviewees to ask questions is a courtesy and an opportunity to gauge their interest and engagement with the role and the company. Encourage them to ask questions throughout the interview or dedicate a specific portion of the interview for this purpose.

Pay attention to details in the questions job applicants ask, as they can reveal their priorities, research, and understanding of the position. Thoughtful and well-informed questions demonstrate genuine interest and preparation.

Be prepared to provide honest and informative answers to candidate questions. Use this as an opportunity to share more about the company culture, growth opportunities, and expectations for the role.

10. Take detailed notes

Taking detailed notes during the interview is essential for accurately evaluating applicants and making informed hiring decisions. Create a standardised note-taking template that aligns with the key competencies and attributes you are assessing.

Record specific examples, achievements, and responses that stand out during the interview. These notes will serve as a helpful reference when comparing applicants and making final decisions.

Be sure to maintain a balance between active listening and note-taking. Avoid getting overly absorbed in writing that you miss important nonverbal cues or fail to engage with the candidate effectively.

After the interview

11. Conduct post-interview evaluations

After each interview, take time to conduct a thorough post-interview evaluation. Review your notes and assess the candidate’s performance against the predetermined criteria and competencies.

To gather diverse perspectives and insights, involve other hiring team members in the evaluation process. Discuss the candidate's strengths, weaknesses, and overall fit for the role and the organisation.

Use a standardised rating system or evaluation form to ensure consistency and objectivity in your assessments. This will help you compare applicants fairly and make data-driven hiring decisions.

12. Provide timely feedback

Providing timely feedback to job applicants is critical to a positive interview experience. Whether a candidate is selected for the role or not, it's essential to promptly inform the candidate of the interview’s outcome.

For successful applicants, extend a verbal or written job offer outlining the key terms and conditions of employment. Be prepared to answer any additional questions they may have and provide guidance on the next steps in the hiring process.

For those who are not selected, provide constructive feedback on their performance and express appreciation for their time and interest in the role. Offering specific and actionable feedback can help candidates improve their interviewing and communication skills and maintain a positive impression of your organisation.

Mastering the art of job interviews: Key to building a high-performing team

Structuring an effective job interview requires careful planning, preparation, and execution. You can make informed hiring decisions that drive your organisation’s success by defining clear objectives, developing a structured format, asking behavioural and situational questions, evaluating technical skills, and conducting thorough post-interview evaluations.

Remember, the interview process is an opportunity to assess candidates and showcase your company’s culture and values. A positive and engaging interview experience can attract top talent and build a strong employer brand.

As you refine your interviewing skills and techniques, continuously seek feedback from colleagues and candidates to identify areas for improvement. Stay updated on industry best practices and emerging trends in talent acquisition to ensure that your interview process remains effective and competitive.

By mastering the art of conducting effective job interviews, you can build a high-performing team that will propel your organisation to new heights of success.

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Diversity, Equity and Inclusion in the workplace: An employers’ guide

Naren Sankar — Mon, 11 Sep 2023 19:13:08 +0000

Diversity, Equity and Inclusion in the workplace: An employers’ guide Naren Sankar

Imagine a recruiter telling a top candidate how her LinkedIn profile fits the job description they are recruiting for, only to reject the candidate after finding out that she is older than what the employer they represent is looking for.

This taints the candidate's experience and creates a negative impression of the company. Such practices highlight the pressing need for a change in hiring perspectives.

In the swiftly evolving workplace, Diversity, Equity, and Inclusion (DE&I or DEI) stand out as pivotal subjects captivating the attention of professionals.

“Diversity, equity and inclusion are not just buzzwords, but necessary for any company to thrive. By embracing and valuing diversity, embedding equity and creating an inclusive environment, we unlock the full potential of our people to drive innovation, creativity, and success,” says Rani Nandan, Diversity, Equity & Inclusion Director at PageGroup APAC.

Some might assume that people who want DE&I only come from marginalised groups. However, research has shown that that isn’t so. In Asia Pacific, one in three men says that a lack of clear DE&I commitment from a potential employer would stop them from pursuing an interview or opportunity at a company, as revealed in a company culture report by Michael Page for the Asia Pacific.

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What does Diversity, Equity, and Inclusion mean?

Diversity, equity, and inclusion represent values integral to the foundation of successful organisations. But what exactly do these terms mean? And why have they become indispensable in the modern workplace?

Diversity

Diversity refers to the unique differences that each individual brings to the table. This encompasses a wide range of attributes, including race, gender, age, socio-economic status, physical disabilities, religious beliefs, sexual orientation, educational background, demographic characteristics and other life experiences.

While it’s easy to think of diversity in terms of visible traits, it also covers invisible attributes like professional backgrounds, perspectives, and thoughts.

Equity

Equity ensures everyone has equal access to opportunities, regardless of their background, physical abilities, or gender identity.

It’s about understanding and addressing the barriers that prevent certain marginalised groups from having the same chances as others. This doesn’t mean treating everyone equally but recognising differences and tailoring strategies to level the playing field.

Inclusion

Inclusion goes beyond mere representation of ethnic diversity. It’s about creating an environment where everyone feels heard, empowered and valued to participate. Teams with inclusive cultures make better decisions up to 87% of the time.

This means that diverse voices are not only present but are also integral to decision-making processes. An inclusive work culture celebrates differences and ensures everyone can thrive and contribute to their fullest potential.

The moral imperative of Diversity, Equity and Inclusion: Why it’s the right thing to do

Beyond strategic advantages and business outcomes lies a profound ethical call to action – one that challenges our collective conscience and defines our shared humanity: moral imperatives. These elevate DE&I from a mere initiative to an ethical obligation, and they are multi-fold:

Human dignity

Every individual deserves respect and recognition irrespective of their background. Recognising the inherent worth of every person lays the foundation of DE&I.

Fairness and justice

Equity ensures that equal opportunities and resources are available to every one according to their needs, thereby promoting fairness. It’s a moral duty to give everyone an equal shot at success, regardless of their starting point.

Equity also applies to pay equity. Women are still paid less than men for the same job with the same skills. Despite incremental changes, the persistent gender pay gap remains a significant, unresolved issue in today’s workforce.

Bridging the gap between recognising a problem and implementing a solution, some forward-thinking companies like Salesforce have taken proactive steps towards pay equity.

Diversity is not about how we differ. Diversity is about embracing one another's uniqueness.
- Ola Joseph

Building stronger communities

Diverse and inclusive environments cultivate mutual understanding, bridging gaps between cultural and social groups. This leads to more cohesive, tolerant, and harmonious communities.

Cultivating empathy

By fostering an inclusive environment, we inadvertently nurture empathy, understanding, and mutual respect among individuals. It leads to better employee well-being.

Combatting systemic discrimination

Systemic discrimination has persisted for centuries, marginalising countless individuals. Adopting DE&I will actively challenge and dismantle these deep-rooted biases and prejudices.

Legacy for future generations

By upholding DE&I values today, organisations lay the groundwork for a more inclusive future, ensuring that upcoming generations inherit a world where people are judged by their character and not their background.

Reaping the collective benefits

Diverse teams drive innovation, leading to economic growth, while inclusive societies are generally more peaceful and productive. Gender-diverse companies are 15% more likely to outperform their peers. In comparison, ethnically diverse companies are 35% more likely to outperform their peers. Beyond individual gains, embracing DE&I benefits society.

The moral imperatives of DE&I are not just guidelines for organisations but a compass pointing towards a more equitable future. It urges us to create inclusive workplaces where every voice is heard, every talent recognised, and every individual valued.

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7 Benefits of DE&I: The new currency of modern workspaces

When navigating the modern workspace, DE&I can amplify unique perspectives and foster an environment of trust and innovation. After all, it has become a potent catalyst that fuels innovation, trust, and an overarching sense of belonging in the modern workplace.

1. Enhanced innovation and creativity

Diverse teams are more creative and better problem-solvers. A diverse workforce isn’t about colourful company photos. It’s a dynamic think tank where every perspective adds a new layer of innovation.

Getting individuals from various backgrounds together not only helps businesses diversify but also helps them evolve, challenging conventions and creating innovative solutions.

2. Supercharge employee drive and performance

Performance skyrockets when everyone feels like a valued part of the puzzle. According to a Deloitte report, 83% of millennials are actively engaged when they believe their organisation fosters an inclusive culture, compared to only 60% of millennials who are actively engaged when their organisation does not foster such a culture.

Engaged and empowered employees aren’t just working for a paycheque; they’re committed stakeholders. The byproduct? Plummeting turnover rates and a tangible reduction in those hefty recruitment bills.

3. Reflects the global market

Our world is a melting pot of cultures, identities, and perspectives. A diverse and inclusive workforce is better equipped to understand and cater to the diverse needs of global clients and consumers.

4. Attracts top talent

85% of employees say they’re more likely to stay with an employer that shows a high level of diversity and inclusion. Top-tier talent today seeks more than a hefty salary. They’re hunting for growth, purpose, and inclusivity.

DE&I is no longer a perk – it’s a promise that attracts the best in the business. On top of that, diversity and inclusion initiatives can improve employee retention rates by up to 72%.

Diversity is not a compliance issue, it's a business strategy.
- Kathy Hannan

5. Tapping into hidden talent

The broader the range of experiences and perspectives a company can draw upon, the richer the pool of ideas and innovative solutions it can generate. And herein lies the concept of 'hidden talent' – a reservoir of potential that, in the absence of inclusive policies, remains largely untapped.

Hidden talent refers to individuals who, due to systemic biases or traditional hiring practices, might have yet to be considered by employers. These individuals bring different experiences, skills, and perspectives that can contribute to an organisation's growth.

This untapped talent pool includes but is not limited to, people with disabilities, those from marginalised communities, and individuals returning to the workforce after significant gaps. These candidates may offer a fresh and often unique perspective, challenging the status quo and driving innovation from angles employers might not have previously considered.

Moreover, tapping into hidden talent also sends a powerful message both internally and externally. Internally, it fosters a culture of respect, acceptance, and empowerment. Externally, it positions the company as a forward-thinking, equitable employer – a factor that is increasingly important in today's competitive talent market.

6. Mitigates risks

An inclusive workplace isn’t just about mitigating risks; it’s about pre-empting them. By fostering a culture of respect and understanding, businesses reduce potential conflicts and create a harmonious symphony of collaboration.

7. Boosts financial performance

DE&I isn’t just ethically correct – it’s commercially smart. Research doesn’t just suggest but underscores the correlation between DE&I and sterling financial performance. Companies with diverse workforces are 35% more likely to outperform their competitors, while companies with more diverse management teams have 19% higher revenue due to innovation.

McKinsey & Company, a global management consulting firm, has conducted several studies highlighting diversity's positive impact on business performance.

Their reports, including “Diversity Wins” (May 2020) and “Delivering Through Diversity” (January 2018), found that companies with diverse leadership teams tend to have higher financial returns and are more likely to outperform their less diverse counterparts.

Credit Suisse Research Institute’s report titled “The CS Gender 3000: The Reward for Change” (September 2019) analysed the gender diversity of companies and found that companies with more women in decision-making roles tend to exhibit better financial performance and higher returns on equity.

DE&I is a transformative strategy. It redefines the way businesses operate, innovate, and thrive. And in the ever-evolving workspace, it’s the enterprises that embrace DE&I that will lead the charge into the future.

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Common barriers to creating a diverse workforce

Despite the many benefits of diversity, equity and inclusion in the workplace, there are still many barriers to achieving it.

Unconscious bias

One of the most common barriers to achieving DE&I in the workplace is unconscious bias. This refers to the automatic and unintentional attitudes or stereotypes that people hold about certain groups of people, and it can lead to discrimination in hiring, promotion, and other workplace practices.

Lack of diversity in leadership

When a particular group dominates leadership positions, achieving DE&I in the workplace can be difficult. This is because leadership positions significantly influence the company culture and decision-making processes.

Without diversity in leadership, creating an inclusive workplace culture that values and supports all employees can be challenging.

Resistance to change

Another common barrier to achieving DE&I in the workplace is resistance to change. Some employees may resist changes in workplace practices or policies designed to promote diversity, equity, and diversity equity and inclusion in the workplace. This can make implementing new initiatives difficult and slow progress towards achieving DE&I goals.

Lack of awareness and education

Many employees may not fully understand the importance of DE&I in the workplace or may not be aware of how their biases and behaviours contribute to inequality. Creating a workplace culture that values diversity and promotes equity and inclusion can be challenging without education and awareness.

Systemic barriers

Finally, systemic barriers such as discrimination and societal inequality can also impact the workplace. Only 3% of Fortune 500 companies have a workforce that reflects the population’s demographics.

For example, if certain groups of people face discrimination in education or employment opportunities, they may be less likely to have the skills or experience needed to succeed in certain industries. This can lead to a lack of diversity in specific fields or positions, making it difficult to achieve DE&I in the workplace.

16 Best practices for implementing a successful DE&I strategy

Building a DE&I strategy for your company is a comprehensive and ongoing process that involves careful planning, execution, and continuous evaluation.

Diversity: the art of thinking independently together.
- Malcolm Forbes

A step-by-step guide to help you develop an effective DE&I strategy

Here are 16 ways to get companies started on their DE&I journey. There are no hard and fast rules. Depending on the level of DE&I proficiency in an organisation, leaders may work on various steps simultaneously, skip certain steps or switch them around.

Leadership commitment and buy-in: Ensure senior leadership is committed and accountable for DE&I initiatives. With leadership accountability and support, driving meaningful organisational change becomes more seamless.
Assessment and data collection: Gather data on your company’s current demographics, hiring practices, promotions, pay equity, employee satisfaction, and other relevant metrics. This will help you identify areas that need improvement.
Goal setting: Define clear and measurable DE&I goals that align with your company’s values and business objectives. These goals include increasing the representation of underrepresented groups in leadership positions, improving retention rates, or addressing pay disparities.
Inclusive policies and practices: Review and update company policies and practices to ensure they are inclusive and equitable. These include hiring, onboarding, promotions, and performance evaluations.
Education and training: Provide DE&I training for all employees, including senior leaders. Diversity and inclusion training can improve workplace culture and reduce bias. This training should raise awareness, challenge prejudices, and promote inclusivity.
Recruitment and hiring practices: Implement strategies to attract diverse candidates. Consider blind recruitment, diverse interview panels, and partnerships with organisations focused on underrepresented groups.
Employee Resource Groups (ERGs): Support the formation of employee resource groups for various affinity groups within your company. These groups can provide a platform for employees to connect, share experiences, and contribute to DE&I initiatives.
Communication and transparency: Develop a communication plan to share progress, successes, and challenges related to DE&I efforts with all employees. Transparency fosters trust and accountability.
Salary equity and benefits: Regularly assess salary equity to ensure fair compensation across all demographic groups. Also, consider benefits that support diverse employee needs.
Inclusive leadership development: Offer programs focusing on inclusive leadership skills will help create a culture where diverse voices are valued and heard.
Supplier diversity: Extend your DE&I efforts to your supply chain by actively seeking diverse suppliers and vendors.
Partnerships and community engagement: Collaborate with external organisations and diverse communities to amplify your DE&I initiatives and create a positive impact beyond the company walls.
Metrics and evaluation: Continuously measure and evaluate the impact of your DE&I efforts and initiatives against the established goals. Use this data to make informed decisions and refine your strategy.
Adaptability and flexibility: DE&I is an ongoing journey, and strategies need to evolve with changing circumstances and insights. Be prepared to adapt and refine your approach over time.
Accountability: Hold individuals and teams accountable for achieving DE&I goals. Incorporate DE&I metrics into performance evaluations to ensure that progress is being made.
Celebrating successes: Recognise and celebrate achievements along the way. Positive reinforcement can boost morale and motivation.

Building an effective DE&I strategy requires genuine commitment, long-term dedication, and an open willingness to learn and improve. It’s a continuous process that involves every member of the organisation.

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How to build and sustain an inclusive workplace culture

In the era of rapid digital transformations, remote working and AI-assisted tools dominate the scene, and an inclusive and diverse workplace is not a mere benefit but a necessity. 67% of job seekers consider workplace diversity an important factor when considering employment opportunities.

A huge part of feeling safe, valued, and respected at work comes down to DE&I practices and policies in an organisation.

“Company culture is in everything you do. It begins with company purpose and values, and encompasses how leaders conduct themselves and the way processes are taken to deliver the support needed. Culture needs cultivating, monitoring, and adjusting over time,” says Greg Tadman, Regional Human Resources Director, PageGroup APAC.

Digital empathy is important

Access to digital platforms is essential in the age of Zoom calls and virtual onboarding, whether through closed captioning, user-friendly interfaces, or multilingual support.

But beyond mere accessibility, consider the user experience of your employees. Inclusivity is as much about feeling seen and valued as it is about logistically participating.

Diverse hiring isn’t the finish line

A mosaic of cultures, backgrounds, and perspectives enriches the workplace. But merely hiring a diverse team isn’t the end goal. It’s the starting line.

Foster an environment where diverse backgrounds and voices are not just present but are heard, respected, and influential. Create safe spaces for open conversations where employees feel safe to share their perspectives and learn from others.

Continuous learning and unlearning

Inclusivity is an evolving landscape. What was considered inclusive a decade ago might seem dated today. Encourage continuous learning through workshops and feedback sessions with diverse leaders.

Keep in mind that it’s equally essential to unlearn outdated notions and unconscious biases, like the practice of including a small number of individuals from underrepresented communities or marginalised groups, merely to give the appearance of diversity and the belief that ignoring or downplaying differences in race and ethnicity promotes equality, to make way for fresh perspectives.

Celebrate and communicate

It’s not enough to implement inclusive policies behind the scenes. Celebrate them! Be vocal about your commitment to inclusivity, both internally and externally. When employees see leadership advocating for inclusivity, it sets a tone and standard for the organisation.

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Moving forward: Sustaining a culture of DE&I in your workplace

Embracing diversity, equity and inclusion is not just a moral imperative but also a strategic one. Verna Myers, Vice President of Inclusion Strategy at Netflix, a diversity consultant, author, speaker, and lawyer, said, “Diversity is being invited to the party; inclusion is being asked to dance.”

Organisations that have inclusive cultures that not only invite diverse talent but also empower them to lead the dance are the ones that will thrive in this age of globalisation.

The journey towards a fully inclusive workplace is ongoing, but the rewards – both tangible and intangible – are well worth the effort. As organisations continue to embrace diversity, equity and inclusion in the workplace, and recognise the value of DE&I, workplaces around the world will be more representative, equitable, and prosperous for all.

Looking to create stronger teams with diversity and inclusion solutions? Learn about our solutions for inclusive hiring here.

Michael Page

How employer branding can help your company attract the best talent

Simone Wu — Thu, 29 Apr 2021 16:09:58 +0000

How employer branding can help your company attract the best talent Simone Wu

Today’s increasingly competitive job market doesn’t only mean that candidates have had to get creative to stand out. Employers too have had to adapt to woo the brightest, most sought-after candidates and for that, employer branding is key.

Selling your company to potential talent is an art. Today’s job seekers have high expectations, and while salary and paid time off remain important factors in talent attraction, there are other intangible benefits and day-to-day experiences that have become just as important.

According to LinkedIn’s Talent Solutions report, a good employer brand can reduce turnover rates by 28% and cut your costs-per-hire by half. Companies will also find themselves with 50% more qualified applicants, cutting down the time needed for recruiting.

The biggest obstacle candidates face when searching for a job is not knowing what it’s like to work at an organisation, therefore employer branding can help to gain the trust and commitment of potential applicants from the start.

In a Glassdoor survey, 75% of active job seekers are more likely to apply to a job if the employer actively manages its employer brand.

Job candidates today are also looking for a lot more information from their potential employer than just an offer. Some areas of interest include the company’s values, identity, diversity and inclusion, as well as corporate social responsibility (CSR) initiatives. Employers need to look as appealing to prospective candidates as possible.

Employer branding is important to get right. Here’s how your company can make a positive and lasting impact on job seekers amid the fast-paced, ever-changing world of work.

Develop an Employer Value Proposition (EVP)

Companies need to create a long term employment plan that focuses on their values and culture. An EVP will help candidates better understand what you and your company stand for. This can make all the difference when it comes to standing out from your competitors and will answer the age-old question of: Why should people want to work for you?

To create a powerful employer brand, focus on your company’s mission statement, values, and culture. It’s also helpful to identify what your company’s needs are, in order to gain better insight into the type of talent you’re seeking – and target them accordingly. Ensuring your workplace is an environment that encourages personal and professional growth is also paramount to retaining current talent and attracting new ones.

How to communicate company culture

The next step is to communicate that culture to the outside world. Building a great looking website that showcases your company’s image, what it’s like to work there, and what potential employees can expect will be highly beneficial, and this goes beyond the About Us section. The journey of communicating your employer brand typically starts from the home page.

Social media has also become an increasingly popular way for candidates to suss out whether their potential employers have values aligned with their own. 68% of talent acquisition leaders agree that social professional networks are an effective tool for spreading awareness about employer brand.

It is, however, important to understand which platforms are better suited for your audience and industry.

While Facebook and LinkedIn remain to be two of the biggest social media sites that can reach a very wide audience, those in fast-paced industries like technology and IT can be more inclined to Twitter, where bite-sized messages are favoured over lengthy blog posts.

On the other hand, the massive talent pool in the creative industry might find platforms like YouTube and Instagram more relatable and engaging. Sharing pictures of your workspaces and group gatherings on social media gives a voice to your employees through videos, posts, and testimonials, which are helpful for those job seekers deciding if they believe they are the right fit for that business.

A new platform that can make a big impact on job seekers today is Clubhouse. On this invitation-only app, you can effortlessly hold talks and informal Q&A sessions with people in your industry to give them a first-hand glimpse into the company’s values and culture.

Be consistent

How you engage with fresh graduates for junior positions will greatly differ from the way you approach talent at the director level. Segmenting your audience and speaking to them as specific groups, instead of as one group with differing needs, will ensure you’re tailoring the right messages to potential employees.

Regardless of which platform you use and what message you want to get across, however, it’s important to ensure you are consistent in delivering your employer branding, plus the business tone throughout.

Ace your candidate experience and onboarding processes

First impressions count, and it starts from the candidate experience – one of the most important factors in attracting talent. Essentially, it’s how candidates feel about your company after undergoing your hiring process, and affects how they perceive your job culture, work ethics, and eventually, whether or not they accept your offer. Job candidates who have a bad experience during the interview process may also leave reviews on Glassdoor, which can negatively affect employer branding.

Onboarding is just as important, and a smooth and effective transition can be critical in instilling a positive impression. This engages and motivates the newcomer from the get-go, and the enthusiasm this generates will likely carry on to the rest of the employee’s career. People who have had a negative experience are twice as likely to seek a different opportunity. Arm your new employees with the tools and instructions needed to excel in the role from the start.

As many people continue to work from home, there’s never been a better time to ensure you have a good digital onboarding process in place. Ongoing efforts such as setting up regular meetings with employees working from home and those in the office via video calls, organising online training sessions, and keeping work files on the cloud can make the initial stages of a new hire’s tenure much more efficient and enjoyable. This raises the company’s profile and improves its employer branding.

A thought-out and well-implemented employer branding strategy can help you attract better talent and reduce your hiring costs and turnover rate.

Michael Page

company culture

Is Hong Kong happy at work?

Anonymous — Thu, 11 Jul 2019 10:21:11 +0000

Is Hong Kong happy at work? Anonymous (not verified)

It’s rush hour on any given weekday and millions of professionals are making their way to work in Hong Kong. Some are traveling by MTR, others by car, bus or tram. Considering these millions of professionals, a very important question comes up: how happy is the workforce in Hong Kong on their way to work?

To be fair, the word “happy” can be subjective. Given the choice, would anyone voluntarily be going to work versus, say, on their way to an exotic beach resort? Perhaps the question is less about happiness and more about job satisfaction. And when it comes to job satisfaction, what are some of the factors that can make us more or less satisfied?

This question is becoming increasingly important in the workplace, so we surveyed 795 professionals in Hong Kong at all job levels to hear: what are some of the aspects of work that make people happy...or not? And how do those factors contribute to an overall feeling of job satisfaction and workplace happiness? This is what we found.

Whistling on the commute to work

Around the world, extreme commuting (spending more than two hours commuting per day) is on the rise due to high rental costs and crowded cities. So in Hong Kong, given its relatively small size, how long are people spending getting to and from the office?

According to our results, 80% of respondents spend an hour or less travelling daily, just enough time to beat several levels of Candy Crush - but not an unreasonable amount of time, considering that in many metropolitan cities around the world, commute times often exceed two hours per day.

Interestingly, 58% of respondents regard the commute to work as an important factor when considering a new job, signaling that office location could play a large part in whether or not a job offer is accepted.

A delicate (work-life) balance

The idea of work-life balance is an important one in the current work landscape, as job burnout becomes a more recognised consequence of long hours and high stress. This can be a subjective concept, as what is balanced for one professional isn’t for another, but personal definitions aside, we should all agree that spending more time doing things you love, or more time with family and friends can only be a good thing.

And a better balance between work and life leads to overall job satisfaction and employee engagement. According to our results, 9 out of 10 respondents responded to work calls and emails outside of office hours. On the other side, while actually at work, 63% of respondents said that they communicate with friends and family by phone and message. However, it didn’t take up a large percentage of their day, as 88% spent less than one hour on personal matter while at work, showing that those in Hong Kong are pretty productive.

As the final word, 8 out of 10 professionals responded that they are happy with their work-life balance, suggesting that while there is a lot of hard work going on in offices around the country, there’s also a lot of living going on outside of them too.

Staying connected

Smartphones, laptops, tablets - connectivity is a big deal these days and in many ways the line between time in the office and time out is becoming blurred by the pressure to always be on. This pressure can be increased by the devices that companies provide - 84% of respondents in Hong Kong received a device from work, and the type of device varied:

Changes in mindset

In many cases, with all above factors considered, it’s less about what a professional’s actual situation is, and more about their mindset when viewing that situation. As shown in multiple studies, those with a growth mindset, in which they see constant opportunities for development and improvement, are happier, more engaged and more satisfied.

While it seems a bit too easy, sometimes the key to happiness can be as simple as reframing the way that successes and failures within the work environment are viewed.

Professionals in Hong Kong are happy!

Survey results and statistics aside, it seems that the happiest professionals, not just in Hong Kong, but all over the world, are those who are treated as humans. Humans who work hard and strive to meet goals, but who have fulfilling lives outside of work, being more than just their job titles.

As for our survey, some answers are surprising, some are expected, but overall, this is a good picture of professionals at work. Despite all appearances on the train in the morning, it turns out that a majority of us are pretty satisfied when it comes to working conditions in Hong Kong.

Download the full infographic here for more insights.

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Michael Page

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New paternity leave trends - How is APAC embracing time off for new dads?

Anonymous — Wed, 10 Apr 2019 01:57:33 +0000

New paternity leave trends - How is APAC embracing time off for new dads? Anonymous (not verified)

Employee benefits have come to play a more significant role in the overall employee value proposition. Parental leave was historically only available for mothers to care for their newborn in the months following childbirth, however more organisations have expanded leave policies to include fathers as the perspective on the role fathers play in the family continues to evolve.

Paternity leave policies differ across Asia, and it is often difficult to institute a global parental leave policy without having to address governmental and state legislation. Yet, policies need to accommodate a changing workforce, be generous and cost-effective. Here’s how different regions in APAC are addressing the issue.

Unique cultural aspects influence Asian regions in parental leave policy adoption

According to Mercer’s new Global Parental Leave report, more than one-third of organisations worldwide have one centralised global policy that covers the various types of leaves available, including maternity, paternity, adoption, and parental. 38% provide paid paternity leave above the statutory minimum and several regions mandate a parental leave program that may be used by either parent.

In Japan, government agencies are promoting greater awareness of the childcare leave entitlement available to staff. About 8.2% of eligible male workers took childcare leave in 2016, up by 2.7% from 2015. Under the law, employees are entitled to take parental leave until their children reach one year in age.

The government has also set a goal to lift the proportion of men taking childcare leave to 13% by 2020 in both the public and private sectors. Japan is a patriarchal society, where men are not as involved in child-rearing. The government is stressing the need for society to change their way of thinking. A traditional work environment has made men hesitant to apply for parental leave and concerned that taking paternity leave may hurt their chances of a pay rise or promotion.

Employers operating in Asia such as Hong Kong and Singapore are typically required by to provide only maternity leave. However, in Singapore, a father is allowed to share one week of the 16-week maternity leave, provided the mother agrees. The father may in some cases also be eligible for an additional week of government-paid paternity leave, for a total of two weeks.

While over 44% of employers in Hong Kong provide maternity leave above the statutory minimum, only 13% of those in Indonesia do so– a reflection of disparities in talent management practices across Asia. As part of the Indonesian government’s efforts to promote gender equality, male civil servants in the country are now permitted to apply for up to one month paternity leave to support their wives during childbirth and beyond.

Positive changes can be seen in India - 84% of employers in India now offer paternity leave beyond the statutory minimum, as the social fabric moves away from the traditional ‘joint’ families to ‘nuclear’ families with the onus of childcare borne entirely by working married couples.

In Malaysia, civil servants are now entitled to seven days of paternity leave. This is an increase from the three days enjoyed before 2003, and the Malaysian government is looking at extending it to a month.

The Thai government has always given more importance to the women giving birth. While the government is still considering revisions to paternity and maternity leave to improve the quality of life for working women, who are currently entitled to 90 days of leave, there are currently no rights for working fathers in caring for newborns in the private sector. In contrast, the companies in the public sector allow fathers 15 days to care for their newborn babies.

As can be seen, changes to paternity leave policies and benefits differ across Asian regions and most changes are coming from the top. The next most likely challenge will be for governments to find ways to improve paternity benefits and policies for male employees in the private sector.

Identifying needs and emotional drivers of the new workforce

Enhanced leave programs are becoming a valuable tool for attracting and retaining top talent. When faced with similar offers from companies during the hiring process, the final decision for candidates often comes down to company culture and these work-life balance benefits offered. Parental leave policies can have a positive effect on both employees and employers as they help the workforce maintain a better work-life balance. These leave policies also promote the company as a more attractive place to work, improving retention during a time of continued demand for highly-skilled talent.

Companies should take a proactive approach to understand the emotional drivers of different workforce segments, enabling them to introduce policies which cater to the evolving needs of all the segments.

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Alicia Tsi

company culture

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