Transport is rapidly evolving, and plays a vital part in our futures, as effective highways and transportation networks and services can stimulate the UK economy, increase employment opportunities, improve air quality, deliver a just transition to net zero, improve the health of society and make transport more accessible for all.
We know that building an equitable, inclusive and diverse workforce is business-critical – and recognise that recruitment and retention are key. Organisations that believe creating a more inclusive and diverse workforce is a business imperative will recognise recruitment as a vital cornerstone.
Attracting diverse talent
Each and every one of us is unique and diverse, and diversity includes and goes beyond single characteristics, experiences and social background.
Diversity boosts the level of heterogeneity in terms of diversity of thought, thus avoiding echo chambers, restricted innovation and approaches led by homogenous groups; and better serves the communities we serve. We can each bring diverse perspectives and should proactively attract and retain diverse talent.
Top tips
- Review job designs, adverts and job/person specifications to include relevant criteria and inclusive language and imagery
- Communicate inclusive recruitment to potential applicants
- Advertise internal opportunities transparently
- Reduce bias in recruitment and selection including sifting, screening, shortlisting, interviewing and assessing.
- Remove identifiable, personal, educational information from candidates’ CVs, covering letters and applications
- Ensure an objective and auditable trail of processes around decision making
- Select assessment tools that in no way present a disadvantage to under-represented groups to perform
- Gather diversity data from applicants – supported with a strong case for collection and usage
- Analyse applicant data at the point of application, shortlisting and appointment
- Proactively encourage applicants to request reasonable adjustments, what we mean by reasonable adjustments, and adhere to your plan for responding to such requests
- Consider talent pools from generation emerging talent, apprentices and graduates, generation Z, returners, ex-armed forces personnel and beyond. Think about what they can bring to your organisation now and into the future, as well as how to attract and retain them.
Onboarding
- Implement an onboarding process that supports the inclusion of all new starters
- Set clear expectations, including short, medium and long-term priorities, timescales, interdependencies, performance and CPD
- Communicate your organisation’s EDI strategy
- Consider a buddy system for new starters to help navigate the organisation and to ask questions
- Use a jargon buster to help new starters become familiar with internal jargon and activities
- Set out the offer and pathways into employee resource groups – open them up to allies and ensure a clear remit for each
- Provide regular check-ins and monitor progress and address any issues
- Personalise every person’s onboarding experience according to their preferences and needs
Retention
- Develop and adhere to policies that align to your organisation's values and strategic objectives, while adhering to legal requirements, such as
- Family, caring, and parenting
- Wellbeing and mental health
- Anti-discrimination and harassment
- Accessibility, accommodations, and workplace adjustments
- Consider supporting the use of preferred gender pronouns and phonetic spelling of names in email signatures and during introductions at meetings and events
- Support any employee resource groups with direct communication channels to senior leadership and strategic boards – ensure two-way, transparent communication
- Develop a clear and transparent performance development strategy that supports all employees
- Consider developing a formal mentoring programme, including reciprocal mentoring
- When considering succession planning, think about the long-term future of the organisation and developing clear career pathways, rather than simply filling single roles reactively
- Applying a lens of inclusion to succession planning helps to promote equal opportunities in career development and progression processes; and policies promote equal opportunities. This also helps to make sure that progression into leadership roles is based on talent and skills
- Consider the needs of your workforce – by seeking to understand them, their diversity (apparent and less apparent) and their needs; through being informed by surveys, feedback and so on around the working environment, equipment, training, adjustments, support, facilities, etc
- Set a clear tone for inclusive culture and zero tolerance for non-inclusive behaviours, harassment, bullying or discrimination
- Consider supporting events and activities to mark EDI-related celebrations and activities – yet beware of perceived tokenism and aim to support this with meaningful efforts all year round
Women in Transport
Women in Transport is a UK nonprofit that supports women in the transport sector and helps to diversify the wider sector workforce. It provides access to events (virtual & in person), networking, professional development programmes, and the All-Party Parliamentary Group for Women in Transport. It also runs initiatives including the Equity Index, the Women's Safety Working Group, the Diversity and Inclusion Bus Group and addresses intersectionality through insights and knowledge sharing.
More information can be found at: www.womenintransport.com
