Recruitment - Good Employment Charter

Responsible employers undertake recruitment exercises that are free from bias, encouraging process which actively encourage a diverse workforce.

We as employers can take full advantage of the diversity and talents across the West of England through transparent, inclusive and fair processes, engaging with schools, further education and higher education providers and employment programmes, making sure our staff have the opportunities to continually develop and use their skills and experience.

Access resources and follow essential criteria to help you improve your recruitment practices, or take the next step and make a pledge to be a Good Employer.

Recruitment

What are the benefits of good recruitment practices?

Cost. Recruitment can be an expensive process, especially if you hire the wrong candidate. Good practice saves spending thousands in unnecessary extra recruitment costs.
Find the right people, and keep them. Having clear practices in place helps you identify the people you need, attract them to your company and offer them enough scope and progression to keep them with you for the long-term. Fair employers benefit from improved morale, better loyalty, higher retention and lower recruitment and training costs.
Diversity is good for business. Gender diverse executive teams are 21% more likely to experience above-average profitability and are 33% more likely to outperform their peers (McKinsey). Organisations who are open to hiring employees with disabilities enjoy 30% higher profit margins (Accenture).

Demonstrating commitment to excellent practice

If you want to take it a step further, and demonstrate excellence, Members of the Charter will be able to provide evidence of the recruitment of a diverse workforce drawing on the talents of all of the West of England’s communities.

Selection processes designed to eliminate bias.
Inclusive and fair recruitment practices with equality and diversity issues integral to all.
Recruitment processes which are anonymised, including meeting the requirements of the ‘Disability Confident’ scheme at least level two, the Armed Forces Covenant and ‘ban the box’ campaign (removing criminal record tick boxes from application forms).
Job adverts which set out the potential for flexible working in the role (where possible), salary and the number of hours to be worked (see Secure Work).
Prior to a recruitment exercise, investigate where the job description could incorporate an element of green skills and duties, ensuring all staff help contribute towards net zero.
Recruiting managers having completed equality, diversity and inclusivity training.
Recruitment methods appropriate to the role and the candidate – e.g. with adaptable methods of communication, interviews and other activities.
Recruitment processes, including the advertising of roles, which actively encourage the recruitment of a diverse workforce.
Monitoring of the diversity and gender pay gaps of their workforce to understand its changing nature and progress toward greater diversity and equity, publishing data where possible.
Where possible engage with regional and local employment and skills programmes, to help provide access to employment opportunities for residents distanced from the labour market.