Be an Effective Male Ally in the Recruitment Process
Read on for ways to be an effective male ally in the recruitment process
Today’s diversity and inclusion landscape is constantly changing and se need men to play an active role in fostering an inclusive environment. This is particularly important in the hiring process where everyone, regardless of gender, should have the opportunity to shine. And men of course are ideally situated because they are usually in positions of influence and control as hiring managers.
Research from 3Plus reveals that up to 75% of TA professionals experience pushback from hiring managers when it comes to being open to change. This is one area where playing a pro-active role can make a real difference.
When men actively support diversity and advocate for inclusivity, they contribute significantly to creating a more equitable workplace.
Ways men can be effective allies in the recruitment process
1. Educate yourself
Take the time to educate yourself and others about the importance of diversity, equity, and inclusion in the workplace. Stay informed about current issues and best practices in recruitment and diversity management and engage in conversations with your colleagues about how to create a more inclusive environment. By continuously learning and advocating for change, you can help drive meaningful progress toward greater diversity and representation in your organisation.
2. Know your data
To try to change your recruitment processes to be more inclusive, you must understand what you are currently doing and how current practices may not be aligned with your diversity and inclusion goals. You would be surprised how many hiring managers don’t ask their TA partners or recruiters for funnel stats on each open role. This should include information such as:
- Applicants: The number of individuals who apply for a job opening. This metric indicates the level of interest in the position and the effectiveness of sourcing channels.
- Qualified Candidates: The percentage of applicants who meet the minimum qualifications or requirements for the job. This metric helps assess the quality of candidates entering the hiring process and perhaps have implications for your job posting and your employer brand.
- Screened Candidates: The percentage of qualified candidates who pass the initial screening process, which may involve resume reviews, phone screenings, or pre-employment assessments.
- Interviewed Candidates: The percentage of screened candidates who are invited to participate in interviews. This metric evaluates the effectiveness of the screening process in identifying promising candidates.
- Offered Candidates: The percentage of interviewed candidates who receive job offers. This metric indicates the competitiveness of the job offer and the organisation’s ability to attract top talent.
- Accepted Offers: The percentage of candidates who accept job offers. This metric measures the success of both the hiring process and the hiring manager in securing candidates’ commitment to join the organisation.
- Successful hires: The final stage of the hiring funnel, representing the percentage of accepted offers that result in successful hires based on how your organisation is measuring success. This metric reflects the overall effectiveness of the recruitment process in filling open positions with qualified candidates.
Hiring managers can also examine the last five hires in their department and look for both similarities and differences.
Worth a look: Inclusive Recruitment Training for Hiring Managers – 3 Plus International
3. Challenge biases and stereotypes
Ingrained biases and stereotypes can influence hiring decisions, often leading to the underrepresentation of certain groups, including women. As a male ally, it’s important to recognise and challenge these biases whenever they arise. This may involve questioning assumptions, actively seeking diverse candidates, and advocating for inclusive hiring practices within your organisation.
This mean you have to have a deep understanding of what biases are and where and how the impact the hiring process. Quite often they sneak in to become biases within biases.
4. Amplify underrepresented voices
During recruitment discussions and decision-making processes, make a concerted effort to amplify the voices of underrepresented candidates. Actively listen to their perspectives, experiences, and qualifications, and ensure that their contributions are given equal weight and consideration alongside those of other candidates. This can help mitigate the effects of unconscious biases and ensure a fair evaluation process.
5. Advocate for inclusive policies
Hiring managers as male allies should advocate for the implementation of inclusive policies and practices throughout the recruitment process. This may include initiatives such as blind resume screening, diverse interview panels, and inclusive language in job postings. By actively promoting these practices, you can help create a more level playing field for all candidates and foster a culture of inclusivity within your organisation.
Download our FREE eBooks:
12 key steps to attract, recruit and retain female talent
6. Serve as a mentor and sponsor
Offer mentorship and sponsorship opportunities to underrepresented individuals, particularly women, throughout the recruitment process. This could involve providing guidance, support, and professional development opportunities to help them navigate the hiring process and advance in their careers. By serving as a mentor and sponsor, you can help address the systemic barriers that may prevent certain groups from fully participating in the workforce.
7. Be your own Brand Ambassador
Not only should you present your organisation in the best possible light but also show up as a boss that people would want to work with and report to. You can do this by using the purple LinkedIn circle indicating that you are hiring, sharing your job openings, and showcasing your organisation’s diversity and inclusion policies.
8. Provide a solid onboarding programme
In certain functions (tech for example) retention is an issue for underrepresented talent and many new hires leave within a year. The cost of replacing an unsuccessful hire is estimated to be 30% of the annual salary. It’s important that hiring managers support the new hire as much as they can and providing an onboarding buddy or mentor is one way of doing this.
Very often hiring managers, (frequently male) forget they are brand ambassadors for their organsiation and themselves. It’s important for them to position themselves as a boss that candidates form under represented groups want to work for.
