Should I recruit from disadvantaged groups?

Should I recruit from disadvantaged groups?

Article Type: Q&A From: Strategic HR Review, Volume 12, Issue 3

Leading industry experts answer your strategic questions

Kenny BoyleBased at Working Links.

Yes, yes, emphatically yes. As an organization dedicated to helping the long term unemployed into work, each day we confront businesses of every size and in every sector asking us not only whether they should invest in recruiting from disadvantaged groups, but how they can make sure such appeals are effective – both for their business and for the people they seek to help.

According to research Working Links released at the end of 2012, more than 80 percent of British HR and CSR bosses say they have a duty to help socially disadvantaged people – but the majority of those are finding it difficult to take up the challenge.

So what are the challenges that are keeping businesses from successfully recruiting those most in need of jobs, and why should employers make the extra investment necessary to overcome these hurdles and help put society’s most disadvantaged into work?

Making a contribution

There are two compelling arguments for employers to actively recruit those most in need of steady work – such as the long term unemployed, ex-offenders, single parents, and those with disability or recovering from long term illness.

First, there is a social imperative for companies to support the communities in which they do business. At a time when there are more than 900,000 long-term unemployed people in the UK and the number of young people out of work has reached record highs, we believe that at least part of the solution to economic recovery is to translate these massive welfare costs into tax income and GDP contribution – simply put, to help get people into jobs.

Moreover, work is the most important tool we as a society have at our disposal in helping people to turn their lives around. Getting people into work is not just about shrinking the state welfare bill or up skilling the workforce, but about giving individuals the foundation on which to begin rebuilding their lives. Reconnecting socially excluded people with the world of work is a powerful tool to support individuals whose confidence has been shattered.

Building your reputation

Recruiting from disadvantaged groups also has benefits to employers. According to Working Links’ latest research, the smartest businesses know that acting responsibly is critical to their reputation. Some 64 percent of employers have increased spending on CSR in the last five years, compared to just 6 percent who have seen CSR budgets fall. The majority of that investment, however, has been spent on some form of “green” or sustainability activity.

Our contention is that modern consumers expect companies to be green, meaning such initiatives no longer differentiate a business in the way they once did. Therefore businesses that want to use CSR to build their reputation are looking for new ways to demonstrate their ethics and values to government, their local communities, and media. Recruiting from disadvantaged groups is one of the activities that will deliver a stronger reputation, while also boosting employee loyalty and morale.

The challenges to overcome

So, why aren’t more businesses taking up the challenge? Simply put, many HR practitioners say it is too hard to find the right skills to fill job vacancies when recruiting amongst those furthest from the workplace. In fact, over a third (35 percent) of employers we spoke to say they find it difficult to make vacancy appeals targeting people from disadvantaged groups.

It is no understatement to say that the hardest to reach are also hard to help. Even finding the people most in need of work is a challenge, and these people need support and guidance at every stage of the recruitment process – from interview through to basic employability training and learning the specific skills required for the role.

When this support is not available, employers find that their recruitment efforts are not delivering for the business. So, what is missing in the current approach to responsible recruitment that will make such programs deliver for both the business and the individual jobseeker?

Steps to success

First, large corporate companies can help make the transition back to work easier by partnering with charities, social enterprises or welfare to work specialists like Working Links, whose expertise rests in rehabilitating people, rebuilding their self-esteem, and giving them the practical tools and skills to succeed in the world of work.

Second, before establishing such programs, companies should agree how their recruitment needs could be supported by an ongoing responsible recruitment campaign. For instance, some retailers use their skills and training programs to build up a base of loyal, well-trained employees to support with seasonal work.

Finally, take one step at a time. If your business is not yet in a position to launch a responsible recruitment scheme, you can support the cause through procurement. Countless social enterprises exist to train and employ the socially disadvantaged. From socially conscious catering to shoemakers that train and employ ex-offenders, a quick search online will reveal just how many products and services can be purchased in aid of responsible recruitment.

Leading the way

A number of companies are already leading the way in helping disadvantaged people into employment. We commend the work of large employers such as retailers Morrisons and Tesco, which in 2011 recruited 667 long-term unemployed people as part of its UK Regeneration Partnerships and also supported 2,000 apprentices. In addition, a growing number of SMEs actively recruit with us specifically to give long-term unemployed people a chance to shine.

Businesses must not underestimate the power of initiatives that help people into work. The pleasure people get from helping someone change their life is enormous and this translates into building a motivated, loyal workforce.

About the author

Kenny Boyle is communications director at Working Links, where he designs and delivers the organization’s marketing and external communications strategy. He is also responsible for the development and management of innovative new services. Prior to Working Links, he was commercial director at VisitBritain, and he has also worked in senior marketing roles at NTL and British Airways. Kenny Boyle can be contacted at: Kenny.Boyle@workinglinks.co.uk