Top female graduates are a coveted group of potential employees. So how can
this talent pool be tapped and attracted into the workplace?
“Talent comes in all shapes and sizes and you may well find you’re missing out
if you don’t cast your net far and wide,” says Diana Worman, diversity
adviser for the Chartered Institute of Personnel and Development. Targeted
advertising, the internet, word of mouth, agencies and recruitment days are
all ways to find talent. Some companies are going a step further and
introducing schemes to ensure that they do not miss out.
Addleshaw Goddard, the law firm, has created a trainee legal secretaries
programme, an entry opportunity for candidates who would otherwise struggle
to secure a role within a top law firm. “The 12-month programme includes
placements in each divisional practice area and we are delighted to be
retaining 100 per cent of candidates, all of them female,” says Lisa
Campbell, head of resourcing.
Campbell says corporate finance, with its traditional macho culture, has often
been a particularly difficult area in which to attract and retain female
lawyers. “Our recruitment activities have been adapted to ensure the issues
we identified as particularly important to women are accentuated and key to
the success of this was the development of more flexible working options.”
Sarah Upton, resourcing manager for National Grid, is also seeking to counter
a macho culture. “We try to demystify what engineering means, and the
male-only image that sometimes goes with it. Our website is key to the first
impressions that female candidates get about National Grid, so we ensure
that we highlight our female successes and profile them.”
Recruiting activities, such as career forums and on-campus events, offer
potential candidates the opportunity to learn more about a company. Citi has
come up with some innovative ways to reach female students who may not have
thought about a career in the finance industry.
In addition to sponsoring women’s breakfasts and women in business clubs, the
company also sponsors student clubs to attract potential female recruits –
such as a chocolate tasting event at the London School of Economics, fencing
and lacrosse at Edinburgh University, and a club for female athletes at
Cambridge.
Claire Fisher, regional recruitment supervisor for Enterprise Rent-A-Car also
believes that sponsoring a university sports team can make a difference.
“Helping financially gave us great exposure to competitive females who want
to get on in life after graduation.”
Once talent has been identified, it is then up to the employer to demonstrate
that they listen to their employees and are interested in their needs. “I
believe women are looking for flexibility and variety,” says Campbell. “Not
just in the hours that they work but in the role that they do. They want to
be doing rewarding work and they want to be respected and recognised for
their contribution.”
Flexible working is always a strong selling point. Lisa Miemczyk, branch
rental manager for Enterprise in Edinburgh, says her company has “always
supported me in balancing work with my family”. Flexible working is just as
important for those keen to climb the career ladder. Paminder Taank, a
graduate trainee at National Grid says. “As part of my graduate programme, I
am encouraged to continue with further education. Flexible working would
allow me time off for study and exams.”
Taank, as a new employee, has a support network readily available to her. “We
ask current employees to buddy new employees and have a dedicated new
employee network called NewNet,” says Julie Moore, resourcing specialist for
National Grid.
Support groups, such as this, are popular with employees, as demonstrated by
the 95 per cent attendance rate at Citi’s women in leadership dinners. These
provide a perfect opportunity for female candidates who have been made an
offer to identify female role models in the company.
How to avoid bias
Overt discrimination in the workplace is now rare, thanks to strict employment
law. However, certain working practices can still put women at a
disadvantage. So how should an employer ensure that such situations are
avoided?
Demonstrate an inclusive company philosophy. Set out policy on equality
and diversity from the start. But as Caroline Price, head of HR for Canon UK
and Ireland, says: “Equal opportunities and diversity is not just something
you say, it’s something you do.”
Lead from the top. Demonstrate evidence of progression for women.
Teresa Triggs, deputy chief operating officer at the Driving Standards
Agency (DSA), says: “Our chief executive, Rosemary Thew, is living proof
that women flourish at DSA.”
Attract a diverse workforce. Reaching female talent is essential,
whether by advertising in publications with a high female readership or
through targeted marketing campaigns. Stephen Sidebottom, head of HR for
Nomura International, the financial services group, says: “Our graduate
branding is based on Japanese mangas, including a dominant female
caricature to appeal to a female audience.”
Operate a transparent pay structure. Some companies hold equal pay
audits but there are still discrepancies in many companies. Sarah Beeby, an
associate at Denton Wilde Sapte, the legal firm, says: “Most employers’ pay
reviews are shrouded in secrecy, so it can be difficult to find out if an
imbalance exists.”
Have a progressive maternity policy. “Our policy is considered to be
one of the most generous in the industry,” says Canon’s Caroline Price.
“Anyone with more than 26 weeks’ service gets 20 weeks’ full pay, 19 weeks’
half pay and 13 weeks’ unpaid. Women returning to work can request part-time
or compressed hours.” But women who take career breaks to have and raise
children are often prevented from reaching the highest positions. Sarah
Beeby says: “The answer may be for statutory maternity leave to be available
as parental leave to the father or mother.”
Offer flexible working. Flexible working is an ideal way to help new
mothers return to work. Other women might want to take a sabbatical or have
to support elderly dependants. An employer should listen to their needs.
Provide a clear career development plan. Staff should be encouraged to
improve their skills and qualifications and be shown that there are
opportunities to work in different areas of the business.
Reward solely on merit. Diana Worman, a diversity adviser at the
Chartered Institute of Personnel and Development, says: “Employers should be
interested in people as individuals because of what they bring to the
business.”
Set up a support network. Policies that address sexual harassment among
other things, help to create an environment free from discrimination.
Confidential help and support groups are essential.
