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Diversity and Inclusion: Maintaining best practice and supporting our people Rss

Diversity and Inclusion: Maintaining best practice and supporting our people

Posted on: September 27th 2019

Diversity and Inclusion: Maintaining best practice and supporting our people

In the fast pace world of recruitment, diversity and inclusion is an important part of ensuring best practice across an organisation’s internal network.

As a hot topic for the last several years, tackling diversity and inclusion in the workplace, requires employers to implement better talent strategy to attract and retain a more diverse employee body. As the employer - employee dynamic has seen a significant change, employees are holding organisations to a higher standard. This is mainly due to the move into a more technological space, empowering employees to access and share more information. Which in turn, means employees are expecting more transparency, flexibility and accountability from their employers. Ensuring this as part of maintaining other areas of best practice within the D&I sphere, is a constant.

As part of our Federation talent attraction strategy, we utilise a portfolio of tools and communication channels to promote opportunities to as broad and diverse an audience as possible, whilst ensuring our recruitment marketing is both relevant and easy to find by job seekers. By using a suit of advertising platforms such as job boards, social media and staff referrals, we can develop the reach of our campaigns to ensure we are targeting and appealing to an inclusive audience, but also measuring the success of these campaigns against key target groups to ensure a healthy mix of applicants which are representative of the communities and student our academies serve.

Diversity and inclusion remain at the heart of the ethos many of our academies adopt for both staff and students, and plays a significant role in the vision and values of the Federation. Establishing an inclusive culture for our staff and creating a sense of belonging, as well as exceptional places of work is paramount.

In an industry with a shortage of entrants to the profession, and systemic challenges with recruitment and retention of qualified teachers, it is vital that a as a Federation and the wider sector, we continue to raise awareness as to the importance of inclusion and ensure that the teaching profession is a career that all can aspire to join.

Correcting inequalities and supporting growth is at the forefront of active diversity and inclusion practices, pushing organisations to reflect on their current strategies in recruiting and attracting a more diverse body. This can limit organisations massively, as they are less likely to reach highly skilled professionals which is one the many benefits of building a diverse workplace.    

Honing this conversation within the educations sector, it is important to understand where we currently stand.


How do we do more of this?


One of the guiding principles for best practice in ensuring diversity and inclusion is to constantly review the organisational culture and recruitment practices for both early careers and senior roles. Reducing unconscious bias to overcome inequalities is a key point to flag up here as unconscious bias is an ongoing micro issue within the discourse around D&I in recruitment. Whether it means adopting the assessment of blind CVs, reviewing information with certain stakeholders or implementing anti-bias training, tackling unconscious bias is one the way in which organisations can do better.  


In conjunction, making clear strives towards diversity and inclusion goals within your recruitment and organisational culture is just as important. Within your current organisational makeup, how are you being explicit with your diversity goals, is there a comprehensive action plan to achieve them?  


Through our Teaching School Alliance, we provide a multitude of opportunities for CPD, including the Women in Leadership and Diverse Leaders programmes. Providing opportunities which centre the narratives and career progression of disproportioned groups is one of the ways we do our bit to contribute to a more inclusive Federation network.  Our highly successful cohort of the Diverse Leaders Programme for example, reflects some of our efforts to center and uplift the talented voices of our network. The Teaching School Alliance demonstrates how we can tackle issues of D&I through providing a dedicated body to enrich, upskill and support all, reaching both internally and externally.  


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