When changes in senior leadership suddenly occur within an organisation and there is no strong affirmative succession plan in line, can a company survive? With the market fluctuating both rapidly and unpredictably, the disappearance of valuable members in a company’s body has become more apparent and frequent. A solution that invites continuity that is often overlooked is succession planning; This introduces growth within an organisation, employee morale and progression, and allows for a company to be prepared rather than reactive. If it’s this easy, why is succession planning not being implemented?

The job market is in such a competitive landscape due to economic data release, investor behaviour, geopolitical events and corporate news, and these factors are leading to quiet resignations, client poaching and natural bias to external hires. These stark changes cause companies to scramble and make urgent responses that are not always in their best interest, potentially costing millions as well as tainting the working environment. Whilst succession planning is a reactive response, it doesn’t have to be desperate and disjointed

Proactive succession allows for a range of steps to be taken to ensure stability- steps which should be led by an HR senior. The approach would include identifying critical roles, assessing employees who embody both technical and soft skills that can be nurtured, and investing in internal development such as mentorship, training, and project work. Succession agility will allow the company to pivot no matter the market condition, and using tools in anticipation allows for continuity if a company loses a key employee.

Senior leaders within HR will be key in driving the continuity resulting from succession planning. This role should be conveyed as a strategic partnership as opposed to process ownership because they will be the ones embedding the plans into the workforce. HR will have the knowledge on all candidates that can fill in the gaps when skilled people depart; they know the career aspirations of the people and who the high-potential clients are. They have the understanding and knowledge to communicate transparently with the board and stakeholders, encouraging growth within the company as opposed to external recruitment. This will also boost office morale and progression, which also tackles the quiet disappearances of current employees.

The geopolitical and economic state of the world is taking a toll on businesses globally, and people are rightfully making decisions to better their living situations, but where does that leave the company? Adapting to the ever-changing market demands is crucial, especially during this economic climate, and succession planning, along with the use of HR professionals, can alleviate a lot of future stresses. What are the ways your organisation is future-proofing leadership?

The post The Need for Succession Planning in a Volatile Market appeared first on Tiger Recruitment.

Hiring a finance business partner (FBP) has become essential for businesses of all sizes. An FBP will bridge the gap between your departments, using their financial expertise and data-gathering skills to provide strategic recommendations for your business. Without an FBP, making data-driven decisions becomes difficult, leaving your business open to financial risks.

In this guide, we will explain what the role of a finance business partner is and provide a step-by-step process for hiring one for your business.

What is a Finance Business Partner?

A finance business partner is a senior advisor who works closely with various departments within a company to provide financial insights and support strategic decision-making. They analyse financial data to help your business plan and achieve its goals. To be successful in this role, the FBP must have strong analytical skills and the ability to communicate complex financial information clearly.

Responsibilities of a Finance Business Partner

Finance business partners are involved in various aspects of financial management and strategic planning. Below are some key areas where FBPs add value to your organisation:

Strategic Planning and Analysis

An FBP will play an important role in your business’s strategic planning. They will analyse financial data, market trends, and business performance to identify any opportunities or risks. They will then present their data-driven recommendations to your senior management to guide the future direction of your business.

Budgeting and Forecasting

An FBP will help you create effective budgets that ensure your company’s spending aligns with its strategic goals. They will collaborate with the different departments and utilise the gathered data to set realistic financial targets. This collaborative process ensures that every part of your business is working towards the same financial objectives.
FBPs will also prepare financial forecasts to predict future performance based on historical data, market trends, and business assumptions. This accurate forecasting can help you plan for various scenarios and make any necessary adjustments to ensure your business remains competitive.

Performance Monitoring and Reporting

Keeping your finger on the pulse of your business’s performance allows you to make informed decisions and quickly address any issues before they turn into major problems. An FBP will handle this for you by regularly tracking key performance indicators (KPIs) and compiling their findings into performance reports. These reports provide you with clear insights into your company’s financial health and highlight any areas that require attention.

Decision Support and Advisory

FBPs act as advisors to your management. They use their financial expertise to evaluate the potential impact of various business decisions, including strategic initiatives, investments, and operational changes. They will then present their findings to help management understand the potential risks and benefits of different decisions.

Let’s say your business is considering expanding into a new market. Your FBP will analyse this business decision by looking at the costs, potential revenue, and financial implications of this expansion. You can then make a sound decision whether entering the new market is worth the potential risks or rewards.

Risk Management and Compliance

FBPs help minimise the impact of potential risks on your company’s financial health. To do this, they will analyse market risks, operational risks, and compliance risks. If any risks are identified, the FBP will develop strategies that ensure you avoid any financial impacts or legal issues.

How to Hire a Finance Business Partner

If you’re ready to bring an FBP’s strategic insights and effective risk management into your business, follow our step-by-step hiring process:

1. Identifying the Need for a Finance Business Partner

The first step in hiring an FBP is identifying your business’s needs. This will typically depend on the size of your business, your current challenges, and your future plans.

• Large Corporations: In large corporations, you often need detailed financial analysis, strategic planning, and effective resource allocation across multiple departments. An FBP helps manage these complex financial operations and supports your long-term business strategies.
• SMEs: As a small or medium-sized enterprise, you might need help with budgeting, financial forecasting, and improving overall financial performance. An FBP will have the expertise to streamline your financial processes and ensure sustainable growth.
• Startups: If you’re running a startup, you typically need assistance with cash flow management, fundraising strategies, and financial forecasting. An FBP can assist with risk management and accurate forecasting, ensuring your business is ready to scale.

Once you have identified your specific needs, you can then develop a clear job description. This should outline the key responsibilities required for the role to help attract the right candidates for your business.

2. Essential Qualifications and Experience

To ensure your business benefits from hiring an FBP, you need to look for candidates with the right qualifications. The candidate should have a degree in finance or accounting, with additional certifications.

They should also have a minimum of three years of experience in strategic planning, budgeting, and financial analysis. Selecting candidates who have worked with businesses of similar size or within your industry ensures they can understand your specific needs and offer valuable insights.

3. Competencies and Soft Skills to Look For

FBPs need certain skills to succeed in their role and contribute to your organisation’s success. Look for candidates with strong analytical skills who can interpret complex financial data and provide actionable insights. They should also have a solid understanding of financial modelling and forecasting.

Effective communication is another important skill to look for. FBPs need to present financial information clearly to non-financial stakeholders to ensure they can support strategic decisions. Other important soft skills include problem-solving, teamwork, and the ability to work under pressure.

4. Interviewing and Selection Process

Once you have a shortlist of candidates with the right certifications, experience, and skills, you can begin the interview process. When interviewing an FBP, it’s important to include the key stakeholders that they will be working with. This can include any department heads and senior members of the finance team, such as the finance director or financial controller. This can help you determine the candidate’s ability to collaborate across different departments.

You will need to prepare questions to ask the candidate during the interview. These questions should assess the candidate’s technical abilities and their soft skills. For example, you can ask them to explain a complex financial concept, such as cash flow forecasting, while also paying attention to how they describe this information to the non-financial interviewers.

Once you’ve identified the right candidate for your business, it’s time to make them an offer. The offer you make needs to reflect their experience level and the value you expect them to bring to your company.

5. Integrating a Finance Business Partner into Your Team

The work doesn’t stop once your chosen candidate has signed their employment agreement. Ensuring they are seamlessly integrated into your team is crucial for their success and retention. A well-structured onboarding program can facilitate this process and help them hit the ground running.

A comprehensive onboarding program should include an introduction to your company’s financial systems and processes. Offering training on your company’s specific financial software and reporting practices will enable them to perform their role effectively from day one. You should also schedule meetings with all department heads and senior management to kickstart the collaboration.

Challenges in Finance Business Partner Hiring

Hiring an FBP can come with certain challenges. FBPs need to work closely with various departments, which can have their own goals and communication styles. If there are any misunderstandings or collaboration blockers, this can impact the FBP’s ability to perform their role effectively. To prevent this, ensure clear communication channels and regular meetings are established from the start.

Another common challenge for FBPs is keeping up with industry trends and best practices. The financial landscape is constantly evolving, and an FBP must stay current to provide valuable insights. You can support your FBP by providing access to continuous learning and professional development to ensure they stay up to date.

In certain cases, businesses misidentify their needs and mistakenly hire an FBP when they actually need an accountant. This error can be a significant setback, leading to frustration for both the business and the FBP. If your primary need is for transactional tasks like bookkeeping and basic financial reporting, it’s better to hire an accountant from the start.

Hire a Finance Business Partner with Tiger Finance

Tiger Finance is a specialist finance recruitment agency with the experience and expertise to find the right finance business partner for your organisation. Our recruitment process is thorough and tailored to meet your specific needs. We will support you along every step of the hiring process, from candidate sourcing to salary guidance to effective integration.

Fill in our request form to partner with our professional finance business partner recruiters.

The post What is a Finance Business Partner? appeared first on Tiger Recruitment.

A company is only as good as its people. From the person who greets your customers on the reception desk, to the executives sat on the board, every employee represents a facet of your organisation to your customers and shareholders.

The consequences of poor recruitment and selection can include dips in employee productivity and morale, problems in workplace culture and impacted customer care. Appointing an ill-suited employee is a time-consuming and costly mistake for businesses and could negatively impact reputation and employer branding.

Hiring the right people, however, will help businesses to build a stellar reputation, drive growth and reduce staff turnover.

To ensure business success, it’s critical that hiring teams know how to identify the right candidates and understand the process of best-practice candidate selection. One of the most effective strategies for doing so is robust reference-checking.

Why is reference-checking important?

Due diligence in the recruitment process helps to ensure that the candidate in question possesses the qualifications and skills required for the role being filled. Reference checking can be extremely valuable in the hiring process as it helps hiring managers to leverage an opinion about a candidate’s capabilities from someone other than the candidate, which in turn helps them to gain a well-rounded picture of the individual, thus increasing the likelihood of a value alignment between the candidate and employer.

It may be difficult to believe that anyone, let alone a top-tier candidate you have expertly sourced, would lie on their CV, but a staggering 92.5% of surveyed UK workers have! The majority were dishonest about the duration of previous employment, gaps in employment or their previous salary.

Using background checks to verify employment history and credentials can help hiring managers to spot dishonest candidates.

How good reference-checking helps to improve hiring decisions:

• Gain an unvarnished opinion about a candidate’s strengths and weaknesses
• Learn about the work habits, attitude, capability and skills of a desired candidate by talking to someone who has first-hand experience of working with them
• Form a realistic and objective opinion of the individual
• Verify whether a candidate’s claims about qualifications, experience and previous positions are true
• Understand how the candidate’s aspirations fit with the role in question
• Gain crucial insight into how the candidate performs on the job

Eight tips for conducting effective reference checks

Ensure that checks include the candidate’s most recent work references

It’s important to seek references from the person’s current or former managers and supervisors and/or educational supervisors. If their current or former manager is not available, other alternatives could be an indirect manager with whom the individual worked, a co-worker or team member.

Check their criminal history

Reduce the chances of hiring an employee with a troubling criminal past and expose your business to potential liability by conducting criminal record verifications. By establishing if a potential employee poses any threat to the business, you are protecting your customers, employees, and vendors.

Consider taking references over the phone

This gives you, as the hiring manager, the opportunity to ask questions on the fly and to check factual evidence about the candidate in question. It can also be very useful for detecting the level of enthusiasm, or lack thereof, in the tone of their voice.

Look up potential candidates on LinkedIn

To ensure they are who they say they are, use LinkedIn to help you in the screening process. LinkedIn can be used to verify information on an applicant’s CV at any stage of the application process. Carefully review the applicant’s profile, recommendations and employment history.

Ask the referee open-ended questions

It’s imperative to ask open-ended and behavioural-based questions to obtain objective information about the individual’s work performance and achievements, technical and soft skills, work habits, attitude, strengths and areas of improvement.

Example reference-checking questions:

• What is your relationship with the candidate?
• What roles did the candidate perform while at your company?
• For how long did they work with you?
• What were their main responsibilities?
• How did the candidate deal with the most challenging aspects of their role?
• What are the candidate’s professional strengths?
• What skills do you think this individual can develop further?
• Tell me about a time when x had to deliver a project within x timeframe
• What type of management style did this person work best under?
• What type of working environment did this person excel in?
• Describe a specific problem this person encountered in their role and how they went about resolving it

Whilst not an open-ended question, it’s always a good idea to ask the referee if they would have the candidate work with them again, as well as paying attention to what the referee doesn’t say about the candidate.

Obtain a minimum of three references

It’s best to avoid seeking personal references as it’s unlikely a personal referee would have worked with the candidate. Their opinion is also likely to be biased, and the best they would be able to provide is a character reference rather than a work reference.

Map out your reference-checking process carefully

To ensure consistency, it’s important to develop a process for stringent reference checking. Compose a list of carefully thought-through questions that you would like to ask the referee, ensuring that these have been approved by the management team.

Take time to evaluate reference checks on completion

This is particularly important if you are seeking reference checks for multiple applicants. Consider if the information provided confirms or contradicts the impression you have of the candidate and/or if they raise any concerns that need to be addressed. If you don’t feel satisfied with the information received from the referees, consider asking for additional references or inviting the candidate for a further conversation to clarify anything you are unsure of.

The bottom line is, never make a hire without having first conducted a robust reference check. Even though the task elongates the hiring process, if you end up hiring the wrong person it will cost you more time, money and headaches further down the road.

If you’d like some help with implementing an effective reference checking process to ensure you are achieving candidate-organisation fit with every hire, please get in touch today.

If you’re looking for more top tips for hiring, our complete interview and selection guide for employers will help!

The post Tiger People’s guide to reference checking appeared first on Tiger Recruitment.

When hiring an executive assistant, PA or other administrative position, it is essential to get the interview right. The judgment you make at the end could have dramatic consequences for your team or your business. Before every meeting with a potential employee, it is worth taking the time to prepare, going through the questions you are going to ask and working out what you want to get out of the process.

The nature of these questions will depend on your business, the role you are conducting interviews for, and the technical skills required. However, there are key questions which every interviewer should ask.

Experience

Why did you leave your last position, or why are you looking to leave your current job?

Whilst most candidates will have a perfectly acceptable reason for moving on, there are some whose reasons might not stand up to further questioning. Trust your gut instinct and if you are unhappy with the candidate’s response, then challenge them by asking the following question:

If the reason you left your position had not been an issue after all, would you have stayed?

This seems innocuous enough, but you will be amazed how a candidate can open up to this probe. Repeat this question until you get to the real reason for leaving. This will help you form a more accurate opinion of the candidate.

What were the salaries and benefits for your last three roles?

Interviewers often enquire as to a candidate’s salary in their current/last role. However, it is important to find out the last three. This will tell you about a candidate’s progression and, if a candidate has been given a big pay raise in a job, their value as an employee. Find out the starting and leaving salary for each job. Context is important here. A lack of any visible salary increase doesn’t necessarily indicate a bad candidate. Market forces and a previous employer’s modus operandi might have prevented an increase. You may like to familiarise yourself with position salaries beforehand so you can benchmark their previous salaries against what you’re offering.

Benefits can also make a huge difference to an offer, so it is worth asking what benefits the candidate was enjoying at their previous company. This ensures full transparency and allows you to discuss your benefit packages.

Please explain the gap in your CV

Many people have taken time out of their career, maybe to start a family, take a sabbatical, or go travelling. However, it is common knowledge that every gap should be explained on a CV so there should be no discrepancies.

If dates don’t line up, it is reasonable to ask the candidate why – this could also trigger a conversation that reveals a little more about their life experiences and personality.

Personality

Many employers want to make sure that a candidate is going to fit into the culture of the company, regardless of whether or not they have the technical skills to do the job. Here are a few questions that can help you in assessing a candidate’s fit.

Who are your referees, and why have you chosen them?

This is a question that candidates don’t necessarily expect and, therefore, prepare for. The answer often gives a good insight into a candidate’s reasoning and their level of confidence in the opinions of their peers. The split between personal and business references can be particularly interesting.

Discuss your interests and achievements.

This perhaps gives the most accurate assessment as to a candidate’s personality, and without delving too deep, you can quickly determine whether there is common ground between the interviewee and the people he/she will be working with. Candidates are advised to take this section of their CV seriously, so they should be able to talk animatedly about anything listed here.
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Many questions can be asked in an interview, but the above can elicit a telling response and help you make the right hiring decisions quickly and efficiently. There are also some questions you definitely shouldn’t ask in an interview.

If you’re ready to hire a PA or EA, get in touch today.

The post Questions employers should always ask in an interview appeared first on Tiger Recruitment.

What do recruitment agencies do?

Recruiting the perfect candidate can be like looking for a needle in a haystack. Between advertising, filtering through CVs, organising interviews and going through any referencing, it can be a time-consuming and labour-intensive process.

Whether you’re recruiting temporary staff or hiring permanent candidates, they can support your search, helping to find the perfect candidate. Dublin recruitment agencies have a wide range of capable candidates on their books, each of whom have been vetted, skills tested and have excellent references. They can do much of the hard work for you, compiling a shortlist of the best-matched candidates for the position you are looking to fill.

Job agencies in Dublin will consult their detailed databases and draw on their extensive network of contacts to present a tailored selection of professionals for you to consider. They’ll take the guesswork out of recruitment by streamlining the hiring process, ensuring that your new employee is the best fit for your business.

What happens when you use a recruitment agency

Once you’ve chosen your preferred recruitment agency in Dublin and signed their terms of business, the consultant will meet with you to understand what you’re looking for in your new employee(s), as well as your company culture. From there, they will advertise the role on the relevant job boards and search their database to find candidates that match your requirements. Once they have discussed the role with each candidate, they will send over a shortlist of CVs from which you can choose who to interview.

The consultant will organise interview times, second and third interviews (if needed) and ensure that each candidate has the appropriate right to work permissions.

Once you’ve found your new employee, the recruitment consultant can also facilitate an offer letter and ensure the candidate is all ready to go with their new role. Using an employment agency makes the entire hiring process simple and stress-free, giving you time to focus on other elements of your role.

Three benefits of using a professional staffing agency

1. Speed up the hiring process

A well-established and experienced staffing agency can find top-tier candidates faster than you can. In no time at all, they can tap into a vast talent pool via their existing database, they have a broad network of connections to leverage and utilise powerful sourcing tools that make the process of finding the right job candidates much faster and more productive.

2. Access to the best candidates

Staffing agencies have access to a wide pool of talented jobseekers. Top candidates don’t have time to search job boards. Instead, they turn to a specialist recruiter whom they can trust to find them the right role. This includes access to candidates who are actively seeking work as well as talent who are employed elsewhere. Professional recruiters also understand the logistics and marketing value behind each of the top job boards.

3. Market knowledge 

A business’s requirements can often be specific and difficult to find. This is where a recruiter’s industry expertise and market knowledge prove valuable. Once a relationship has been built, the agency will be aware of the qualities and attributes required for someone to be a good fit for your company, and all future hires will be easier and faster. Professional recruiters are industry specialists and can provide regular market insight to hiring teams. They can offer advice on attracting the best talent, salary and benefits, skills shortages, hiring complexities and retention strategies.

Why is having an effective recruitment strategy important?

If you want to improve your success in talent acquisition and establish a sustainable hiring process to ensure you attract and retain the best talent, developing an effective recruitment strategy is critical.

Our Salary Survey highlights the degree to which the priorities of candidates and their motivations for accepting a new role have changed in light of the pandemic. So, take some time to consider what will make your organisation an attractive employer. Will you offer competitive remuneration and benefits packages, for example? Will you offer excellent career progression opportunities? Is your business environmentally and socially aware? Will you offer a pleasant working environment and encourage a healthy work-life balance for your employees?

What to look for in Dublin employment agencies

There are many agencies specialising in recruitment in Dublin, so it can be hard to know which agency to work with. Look for a job agency that wants to get to know you and your company. A bespoke approach, adapted to your unique requirements, will serve you best when recruiting.

Leading job agencies will be able to assist you with every step of the hiring process. From writing job specifications to determining appropriate salaries to compiling the shortlist, your consultant will use their market insights, professional knowledge and intuition to guide the recruitment process.

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Are you hiring? Tiger can help! We have the expertise to find you the very best individuals. Request a callback here.

The post What can a recruitment agency do for your business? appeared first on Tiger Recruitment.

Your CV is essentially a written advertisement for yourself. This is the first piece of documentation that the employer and recruiter will receive, so you will need to sell yourself and make sure all crucial information is listed. Make your first impression count!

Ensure your CV follows a clear layout

Start your CV with the essentials: your contact details and name. This is so very important, as you need to be contactable by recruiters. Make your name, telephone number and email address stand out at the top of the page.

Aim for a simple design – something too complicated can put people off. Use a clear font, simple headings and don’t include a photo.

Try to keep your CV to a maximum of two pages – the hiring manager will usually be very time-poor, so won’t have time to review anything longer. Remember to proofread any document you send it to recruiters and employers. Look for any spelling and grammatical errors, and if your CV includes bullet points, ensure they are all the same and follow suit.

Avoid the irrelevant

Be realistic when writing your CV. Keep all information relevant. If you are applying for a particular role, tailor your CV to suit the job spec. If you have covered elements in another role which may fit the position that you are applying for, make sure you mention this. By adapting your CV to match the job spec, you will be far more appealing than a candidate who may not have the experience required. When writing your CV, make sure you are always thinking about what you are writing. Avoid the obvious and ensure you do not waffle on. Try to bullet point your key responsibilities in your previous roles to stay succinct.

Mind the gap

You will need to explain any gaps in your employment history. An unexplained gap is usually a red flag and your recruiter will definitely ask you about it, as they will need to explain it to your potential employer. It doesn’t matter what your break was for – travelling, maternity/paternity or just a career break – being clear is much better than being vague.

You should also make your reasons for leaving job clear – it could be that you felt that you were no longer busy and felt you needed a new challenge, or it may be that you were made redundant. Reasons such as these are not negatives, and your consultant will appreciate your honesty.

Never, ever lie on your CV

Commonly, candidates tell a fib or two on their CVs. This may be in the hobbies and interests section, where it mentions that they enjoy team sports and cooking. However, others have made the mistake of lying about qualifications, salaries and achievements. Employers do carry out background checks on their candidates, and if they find something that doesn’t match up, it can lead in a retracting of an offer at a later stage. The consequences are never positive, so it’s essential to make sure your CV is a true and honest representation of your experience.

Limit job-hopping

Millennials have thrown away the idea of company loyalty – most will only stick around for two years before looking elsewhere. So, while having a variety of roles has become more common, there is a point where employers will start to question why your stints have been so short. There is an expectation that, unless there is a valid reason, you will remain in every permanent role for a year – if you only stay in a job for a few months, it will make you appear unreliable to your recruitment agency and employers.

One way to do this is to think about the job before you accept an offer. Think about any reservations that you may have and why you may have such reservations. Your consultant is there to answer any questions you may have if you would prefer to avoid asking the employer directly.

You may be leaving a job due to boredom, your skills are not being utilised, and the role is not busy enough for you. Before throwing in the towel, think about what you could do to help matters. Speak to your employer and explain how you are feeling. They may be able to help and give you more responsibility, making your current job more exciting and essentially making you stay in the role for longer. The longer you stay in a position, the more reliable and loyal you will appear. If you have a hoppy CV, where you jump from role without a second thought, you can lack engagement and struggle to get on with colleagues.

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Once your CV is ready for the job hunt, get in touch with the Tiger team, or check out our job listings.

The post How to make your CV and experience stronger appeared first on Tiger Recruitment.

If you’re looking to hire a PA or you have PAs within your employment, it’s helpful to have a full understanding of a personal assistant’s career path. This includes the roles that lead to a PA and the potential positions it can lead to.

Why is it important? By having this overview, hiring managers can zero in on candidates best qualified to step into a PA role, and show prospective talent the opportunities they will have to grow professionally. This will make the role more desirable to exceptional PAs and help foster a sense of loyalty once they are in the job.

What is a Personal Assistant (PA)?

A personal assistant provides administrative support to one or more members of staff at a business, typically those in senior management. PAs can also be hired by private individuals to assist in personal matters, such as diary management and household management.

Key Responsibilities of a Personal Assistant

Personal assistants’ tasks and responsibilities can cover a wide range of requirements, which will differ depending on the manager’s preferences. However, there are several tasks that almost all PAs will be expected to carry out. The main responsibilities of a PA generally include:

• Diary management
• Booking meetings
• Booking travel and accommodation
• Budget and expenses management
• Creating reports and presentations
• Minute-taking

Skills and Competencies of Successful Personal Assistants

To carry out their varied duties successfully, there are some key skills that personal assistants possess. Some of these may include character traits, while other skills will have been developed in a PA’s early career, for example, when they might have been an administration assistant or receptionist. Some of the essential skills and competencies include:

• Written and verbal communication
• Organisation
• Timekeeping
• MS Office Literacy
• Sociability

These skills are invaluable to a personal assistant throughout their career, whether they moves on to become an executive assistant, business assistant, or chief of staff. Therefore, it’s crucial to build on these learning and development opportunities so that PAs can continue to hone their abilities and progress.

Career Progression Paths for Personal Assistants

Various junior and entry-level business support roles can progress into personal assistant positions, and the PA role can likewise branch out into an equally varied pool of senior role titles. The breadth of opportunities for PAs is often dependent on the size of a business, with smaller companies naturally having less specialised roles at each stage of the career journey.

PA Career Progression in SMEs

PA Career Progression in medium-sized businesses

PA Career Progression in Large Corporations

Job descriptions

Having a detailed job description template on file for all your administrative positions, from receptionist through to team assistant, PA, EA and business assistant, will help to streamline the recruitment process. Significantly, it also helps to demonstrate the career journey and highlight the key competencies required to progress into each role. Having a visual road map will help both the employer and employee to plan a PA’s career progression.

We have compiled general job descriptions, from entry-level assistant roles to more senior positions, ready for you to adapt to your needs.

Receptionist

Responsibilities:

• Meeting and greeting clients and visitors
• Answering phone calls, taking messages and relaying to appropriate staff
• Logging, sending and distributing all incoming and outgoing mail, couriers and faxes
• Arranging delivery of outgoing mail
• Booking, preparing and tidying meeting rooms

Requirements:

• Excellent written and verbal communication
• Clear and confident telephone manner
• Computer skills, including Word and Outlook

Read a more detailed receptionist job description

Office administrator

Responsibilities

• Assisting the office manager
• Manage general office maintenance and health & safety
• Arrange desk space and office access for new employees
• Extensive email correspondence, occasionally covering colleagues’ mailboxes
• Invoice and expenses management
• Arrange catering for meeting rooms
• Manage office and kitchen supplies
• Organise and file documents (physical and digital)
• Occasional receptionist duties

Requirements

• Educated to A-level or equivalent
• Experience handling confidential and sensitive information
• Computer skills, including Word, Excel and Outlook
• Read a more detailed office administrator job description

Team Assistant / Junior PA

Responsibilities

• Manage team diaries
• Book business travel and accommodations
• Organise and host internal team meetings
• Greeted guests and clients
• Booked and prepared meeting rooms
• Prepare documentation ahead of meetings and presentations
• Take minutes of meetings and prepare reports
• Manage team budget
• Liaison for facilities management and IT supplier
• Team invoice and expenses management

Requirements

• Educated to A-level or equivalent
• Computer skills across Microsoft Office Suite
• 2+ years’ prior secretarial or administrative experience
• Read a more detailed team assistant job description

PA

Responsibilities

• Manage the Principal’s diary
• Manage email inbox and phone calls
• Book business and personal travel and accommodation
• Booked and prepared meeting rooms
• Booked and prepared meeting rooms
• Take minutes of meetings and prepare reports
• Manage expenses budget
• Ad hoc personal tasks
• CRM database management

Requirements

• Educated to A-Level standard or equivalent. A degree-level qualification would be advantageous but is by no means essential
• Experience in a similar role and/or industry
• Excellent written and verbal communication skills
• Strong computer skills across Microsoft Office Suite and CRM systems
• Flexibility on hours
• Read a more detailed personal assistant job description

PA / Office Manager / Operations

Responsibilities

• Oversee office management and operational function of the business
• Manage office social calendar and organise events
• Liaison for facilities management and IT supplier
• Managing staff onboarding and leaving processes
• Supplier contract management

Requirements

• Educated to A-Level standard or equivalent. A degree-level qualification would be advantageous but is by no means essential
• Extensive staff management experience
• Demonstrable experience at senior level in a similar role and industry
• Extremely competent with Microsoft Office and CRM systems
• Exceptional time management skills
• Read a more detailed office manager job description

EA 1:1

Responsibilities

• Act as the first point of contact for senior manager
• Extensive business and personal diary management
• Manage high volumes of emails and phone calls
• Arrange meetings with colleagues and clients, book and prepare meeting rooms
• Booked complex travel and accommodation
• Organise and file principal’s documents
• Keep meeting minutes
• Produce reports
• Project management support
• Work closely with other EAs to coordinate diaries
• Overseeing expenses
• CRM database management

Requirements

• Educated to A-Level standard or equivalent. A degree-level qualification would be advantageous but is by no means essential
• Prior experience in a PA or EA role
• Excellent written and verbal communication skills
• Extremely competent with Microsoft Office and CRM systems
• Read a more detailed executive assistant job description

EA Operations

• General EA tasks
• Liaising with office suppliers
• Liaising with landlord and/or building maintenance
• Working with managing director to plan and monitor budget
• Read a more detailed operations manager job description

EA Manager

Responsibilities

• General work and personal admin for senior staff
• Act on behalf of the executive when necessary
• Manage other executive and personal assistants
• Coordinate EAs’ and PAs’ diaries
• Train and appraise team of EAs and PAs

Requirements

• Educated to A-Level standard or equivalent. A degree-level qualification would be advantageous but is by no means essential
• Extensive experience in a PA or EA role
• Excellent written and verbal communication skills
• Extremely competent with Microsoft Office and CRM systems
• Excellent people management skills

Business Assistant

Responsibilities

• Acting as the first point of contact to the Director
• General EA tasks
• Assist and advise on projects and business decisions of the executive team
• Manage relationships with clients and business partners
• Manage other EAs and PAs

Requirements

• Educated to degree level
• 5+ years experience in a similar position
• Previous team management experience
• An in-depth knowledge of the industry
• Excellent written and verbal communication skills
• Competent with Microsoft Office packages, particularly Word and Outlook
• Read a more detailed business assistant job description

Business manager / Chief of Staff

Responsibilities

• Assisting and advising senior management across finance, HR, and operations
• Devise and manage internal projects
• Oversee all administration across business
• Manage full administrative team
• Act as liaison between CEO, senior management, and staff
• Hire new staff, manage appraisals and promotions

Requirements

• Educated to degree level. A master’s qualification would be advantageous but is by no means essential
• 8+ years experience in a similar position
• Excellent people management skills
• Strong business strategy skills
• Read a more detailed chief of staff job description

The post Understanding the Personal Assistant Career Progression appeared first on Tiger Recruitment.

Table of Contents

• What is diversity and why is it important?
• Our responsibility in recruitment
• Unconscious Bias
• Interviewing
• Job Advertisements
• Applying D&I policy to recruitment
• Diversity at Tiger
• FAQs

What is diversity and why is it important?

Diversity is about including, embracing and empowering a range of people by respecting and appreciating their age, gender, ethnicity, religion, disability, sexual orientation and education.

Diversity is important because everyone deserves to have the same opportunities in the workplace. However, due to discrimination, prejudice and systemic racism, this is rarely the case. So, if a workplace promotes diversity and inclusion
(D&I) through actionable initiatives, it can help provide opportunities for those from underrepresented groups.

Everyone brings a unique perspective to the workplace and, if an office is diverse, these different perspectives can make organisations stronger and more successful. There have been many studies to support this, one being the McGregor-Smith Review, which found that the benefit of having a representative black and ethnic minority workforce adds an additional £24bn a year to the UK economy, or 1.3% of GDP^[1]

The below links offer useful further reading about diversity in the workplace:

CIPD Diversity Factsheet

This provides a good introduction and overview for HR professionals and those in management. It includes a factsheet about the basics of diversity, information about building inclusive workplaces, D&I in the time of coronavirus, benefits and managing D&I.

ACAS – Improving EDI In Your Workplace

This page provides information for employers about checking existing D&I policies, making sure workplaces are inclusive and processes to follow if workers feel excluded.

Stonewall – LGBT In Britain Work Report

A report about people who identify as LGBTQ+ and the discrimination they face in the workplace (also deals with the intersection between sexuality and race).

Forbes – Four Ways You Can Tackle Racial Discrimination In Your Workplace

A US-centric article written in the context of the Black Lives Matter protests of June 2020 – it lists some good ideas about how employees can tackle discrimination within the workplace.

Our Responsibility in recruitment

If you recruit for your business, you can have a direct impact on the social mobility of someone from an underrepresented group. You do this by opening up job opportunities that they may not have had otherwise.

An opportunity to work will not only positively impact a person’s financial security, but also opens up networking opportunities, the possibility for career development and other social benefits. Conversely, if you don’t promote diversity in your hiring practices, jobseekers from underrepresented groups may continue to not have access to these opportunities.

Unconscious Bias

Unconscious bias refers to the biases and beliefs we hold about certain groups of people, without being aware of them. This isn’t just about race or nationality. It could be sexuality, gender or age. Unconscious bias can play a big part in recruitment, especially when it comes to dealing with candidates. Common forms of unconscious bias in the hiring process include:

Education bias

For example, assuming that because a candidate went to a good university, they’ll be smarter than someone who went to a smaller/less well-known university.

Gender bias

For example, assuming that because a candidate is male, they are a better suited to a management role than a female.

Experience bias

For example, assuming that because a candidate has many years of experience, they will be better qualified for the role than someone who doesn’t.

Enthusiasm bias

For example, assuming that because someone is outgoing and friendly in an interview, they will be better for a job than someone who is quieter.

‘Like me’ bias

For example, assuming that because someone is like you (or you can picture yourself being friends with them), they will be better for a job than someone who is different to you.

Remember – it’s about a candidate’s achievements and skills, rather than their race, education level, sexual orientation, gender or age.

Interviewing

Asking structured interview questions, with clearly defined standards based on the requirements of the role, can help remove unconscious bias in interviewing. If you are not confident that you or your interviewers can do this, you may want to prepare a list of approved interview questions.  This can also help eliminate biases, as it minimises the chance of straying into territory which will bias the interviewer against the candidate. Remember, the questions asked in an interview should directly relate to the requirements of the role.

Examples of good interview questions:

Tell me about a time you have had to use your initiative to resolve a difficult situation?

This question speaks directly to a candidate’s ability to think independently and creatively.

How would you describe your managerial style?

If the role is in a management capacity, asking this question to all candidates will give you an indication of how they have stepped up to show key leadership skills.

Give me an example of where you’ve worked well with a team?

If the role requires teamwork, this will allow the candidate to display their ability to work well and cooperate.

Give me an example of where you’ve used X software/program in the past?

If the candidate needs to demonstrate they have a certain level of experience/skill with a particular program or type of software, this is a great question to find out exactly how they have used it in their previous roles.

Tell me about a time you’ve used your creativity to overcome a dilemma?

This is a good question that will help assess a candidate’s problem-solving skills.

Tell me about a time you made a mistake? How did you work to rectify it?

This is a good question to ask within a professional context, as it will assess their ability to handle difficult situations and to learn from their failures.

Can you tell me how you manage conflicting priorities and delegation?

This question is appropriate for a manager/supervisor level role, as task delegation will be essential.

The above questions relate specifically to particular skills/requirements of a role, rather than their personal life.

When it comes to bad interview questions, these typically include anything that will unfairly bias the interviewer against the candidate. As you can see from the below examples, these include anything that will cause the candidates to reveal personal details. These have no bearing on the requirements of the role, which should be in the main focus of the interview.

Examples of bad interview questions:

If I polled everyone you’ve ever worked with, what percentage would not be a fan of yours?

This has no relevance to the requirements of a role, it is too personal and can lead candidates to reveal possible points of discrimination they’ve experienced.

Tell me about the relationships you’ve had with the people you’ve worked with.

Similar to the above, this question can reveal discrimination the candidate has experienced.

Tell me about your home life?

Even though this seems harmless, it’s important to steer away from personal details that aren’t related to the role’s requirements.

I’m interviewing X number of people for this job – why should I hire you?

Forcing a candidate to compare themselves to other candidates is not helpful and may encourage an answer that relates to personal information or a protected characteristic.

What can you tell me about your childhood?

Again, this question forces the candidate to reveal personal information that has no bearing on their current personality or the requirements of the role.

All of the above questions ask the candidate to reveal information that the interviewer could use to prejudice them. As a rule, steer away from questions that reveal personal information and have no relation to the role itself.

Job Advertisements

Be very careful with the language you use in your job ad, as there are certain words that attract different jobseekers. For example, a woman is less likely to apply to a job if it has words like ‘ninja’ or ‘rockstar’ in it, while phrases like ’enthusiastic young people’ can put off certain age groups.

This is also the case for listing job requirements in a job ad. Men are more likely to apply for a role if they meet some of the ‘essential’ job requirements, whereas women will often only apply if they fulfil all of them. So, splitting these into ‘essential’ and ‘desired’ skills will encourage more women to apply for your role.

According to the Equality Act 2010 (via the REC), the publishing of a discriminatory job ad is not illegal under the Act, however an employer can be liable for discrimination if the wording used indicates there is an intention to discriminate because of a protected characteristic.

When advertising for your role, seek out candidates from underrepresented groups where possible. This can be done by posting to a variety of different job boards, or asking candidates from underrepresented groups to make referrals.

Applying D&I Policy to Recruitment

If you’re looking to change your recruitment process to help eliminate biases, below are some effective tools to do so:

Blind CVs

• Removing names, ages and genders from CVs before they are passed to the hiring manager
• Blind CVs can still be read in a certain way, so shouldn’t be the only measure put in place to remove bias
• Blind CVs can be implemented through either automation software that can remove personal on information CVs, or by a colleague who won’t be part of the recruiting process

Reporting on applicants

• This is when a breakdown of the applicants by protected characteristic is sent alongside the shortlist
• This can only be done when a candidate chooses to disclose their protected characteristics at this stage
• A recruiter/the employer can also ask them to disclose their protected characteristics during the hiring process, however, the candidate has the right not to disclose this information

Skills testing

• Using skills tests as the first step in the recruitment process can help candidates progress through to the following stages, based entirely on their skills
• This can help remove bias based on protected characteristics in the first stage of the recruitment process
• To implement, an employer must first choose the skills they want to test, and then select/devise a test to adequately assess this skill. From there, they can monitor the results

Creating a role-based scorecard for interviews

• Using a set scorecard for each interviewee, which is weighted towards essential skills/characteristics, can make interviews more objective
• Each scorecard should be developed to match the unique skills of the role (with about five different skills being scored) – they can either be formulated entirely from scratch or can be adapted from a template online

Diversity targets

• These are the number of people with a certain protected characteristic you want to aim to hire for your business. These can be based on the location of the office (reflecting the general population of that area) or by another metric
• However they are formulated, it’s important to have a reasoning behind the particular quota you’ve chosen
• Be sure to communicate any diversity targets up front to recruiters if you’re working with them

Where do we start?

According to the CIPD^[3], the approach to progressing diversity and inclusion in your workplace should be systematic. Businesses need to ensure their culture, employee processes and interpersonal interactions are all taken into account.

To do this:

• Develop a holistic D&I plan and strategy for your business, ensuring it aligns with company values
• Examine current practices and data to pinpoint where existing inequalities sit
• Implement targeted initiatives to directly amend these inequalities

Areas for improvement may include communication, behaviour in the workplace and learning and development. Any action or initiative put in place should be regularly reviewed and measured against set objectives.

Diversity At Tiger

Tiger Recruitment embraces diversity and aims to promote the benefits of diversity and inclusion in all of our business activities. We seek to develop a business culture that reflects that belief and we understand our responsibility within the recruitment sector to encourage diversity in businesses.

We will promote diversity for our staff, workers and applicants and are committed to help ensure that our clients meet their own diversity targets (via our Diversity and Inclusion Plan, available on request at marketing@tiger-recruitment.co.uk). Some of the initiatives we have put in place include:

• Internal/unconscious bias training
• Internal communications focused on D&I education
• Monthly book club focusing on diversity topics and/or authors
• External communications: thought leadership and events focusing on D&I
• Promote underrepresented groups on blogs and social media
• Sharing D&I resources in email communication with candidates and clients
• Partnerships with schools and colleges for internships/apprenticeships internally
• Diversity placement survey to monitor progress

Frequently Asked Questions

Read some of our most frequently asked questions on DEI below.

^[1]  https://www.gov.uk/government/publications/race-in-the-workplace-the-mcgregor-smith-review

^[2]https://www.mckinsey.com/~/media/mckinsey/business%20functions/organization/our%20insights/delivering%20through%20diversity/delivering-through-diversity_full-report.ashx

^[3]  https://www.cipd.co.uk/knowledge/fundamentals/relations/diversity/factsheet#gref

The post DEI Recruitment Guidelines appeared first on Tiger Recruitment.

Inclusive hiring has always been at the forefront of my mind throughout my career. Prior to becoming a recruiter, my interest stemmed from my own lived experience, from reflecting on inequalities during maternity leave and supporting my neurodivergent daughter to witnessing the wider impact of movements like Black Lives Matter. When I stepped up into a leadership role, my experiences evolved into responsibility, I now had an obligation to use my position to drive meaningful change.

I’ve worked with professionals across a number of industries but one area I’ve seen a consistent need for change is neurodiversity in hiring. For most employers, the confidence to act on their desire to change is often lacking. HR leaders have such a crucial role in closing this gap.

So what can HR leaders do to build confidence around Neurodiversity in Hiring?

Be vulnerable

A couple of years ago, I shared a LinkedIn post about neurodiversity in hiring, and by doing so I was unexpectedly inundated with messages from individuals who I had encouraged to share their own experiences. A senior candidate who had applied for a role I was advertising reached out to say the post had given them the courage to disclose their neurodivergence to the employer, which was something they hadn’t spoken about since she was in school. With reasonable adjustments made to the recruitment process they were able to display their suitability for the role and as a result, were offered the job. I saw the impact of simply being transparent and learnt how valuable it is to share your own experience, because it might encourage someone else to do the same.

Don’t be afraid to ask questions

Most employers are eager to support neurodiverse candidates, but often aren’t sure how. Some say the terminology is daunting, or are afraid they might say or do something to offend. Others just aren’t sure what accommodations might look like in practice and worry it might just cause confusion. Encouragingly, this is beginning to change. More businesses are educating employees on bias in job adverts and including positive action statements explicitly welcoming neurodiverse applicants. But it’s not just about what you say that will have the most impact, but how you act. HR leaders should feel empowered to ask questions, seek guidance and work together to create a process that works for everyone.

Challenge the status quo

A huge part of a recruiter’s role is constructively challenging hiring processes that inadvertently exclude talent. I recently supported a neurodivergent candidate who asked for the interview questions in advance. At first, the employer felt this might give her an unfair advantage, but I suggested the questions should be shared with all applicants. Although their resistance resulted in the candidate withdrawing from the process, the next time I partnered with them, they implemented this change from the outset. I worked with them to prepare the questions further in advance, to allow them to be distributed. As a result, the interviews were more structured and insightful, and the panel was better prepared.

Similarly, I worked with a leading non-profit to rework their recruitment process for a director of people role. Instead of submitting their CV, applicants were given the opportunity to answer three questions, in a written or spoken format. Candidates also experienced inclusive language, an adapted format and received job packs. They were given clear fixed timelines for each stage of the recruitment process and were provided with financial support for travel and additional childcare costs required to attend the interview. Most importantly, the interview process featured structured questions with clear criteria, levelling the playing field for each of the applicants. As a result, the successful candidate was neurodivergent and they have since played a pivotal role in applying the same changes across the organisation.

Consider the working environment

Candidates who successfully navigate an inclusive recruitment process, don’t necessarily thrive in the workplace. More often than not, employers place so much importance on the accommodations made during the interview that there’s not much support once they start their job. As a result, a new hire feels let down and may struggle to perform to the best of their ability. On a basic level, employers should consider the working environment, offer flexible working arrangements, provide clear onboarding documentation and regularly check in on what’s working and what isn’t.

Start Small

Businesses often fear making adjustments for candidates because they think it’s expensive and time-consuming. However, it’s possible to make simple changes to the recruitment process that cost nothing. Employers can create a psychologically safe environment by merely asking the question, “Are there any reasonable adjustments required?” This will make them more comfortable disclosing their neurodivergence, even if it’s at a later stage in the recruitment process. Other examples include providing interview questions in advance, offering extra time for tasks or providing clear, structured communication.

I’ve seen firsthand how transformative inclusive hiring can be, for both the candidate and employer. A candidate I worked with has since launched a neurodiversity committee at their organisation, another helped reshape an entire onboarding process. As HR leaders, we don’t need to have all the answers but we must be willing to listen and learn. As a result, we create workplaces where everyone has the opportunity to thrive, which is beneficial for all.

The post How HR Leaders Can Build Confidence Around Neurodiversity in Hiring appeared first on Tiger Recruitment.

Businesses have long been focused on DEI (diversity, equity, inclusion) efforts and, in the past few years, advances have been made to address gender, race, and ethnicity as employers strive to reap the benefits of a diverse workforce. Despite this, neurodivergent individuals have often been overlooked. And, given that 15 to 20% of the global population is neurodivergent, there is much opportunity to improve.

Below, we explore the benefits of neurodiversity at work and actionable strategies that HR professionals and management teams can implement to empower neurodivergent employees. Neurodiversity experts, Toni Horn, a neurodiversity consultant and Founder of Think Differently; and Kassandra Clemens, a transformational coach and Founder of Heal Your Confidence CIC weigh in with their thoughts.

What is neurodivergence?

Neurodivergence is an umbrella term that encompasses individuals who have at least one condition that alters their cognitive function. These could include Asperger’s, attention deficit hyperactivity disorder (ADHD), dyslexia, dyspraxia, obsessive-compulsive disorder (OCD), epilepsy, and Tourette’s. Many of these individuals contribute effectively to the workforce, especially in businesses that offer personalised initiatives and soft benefits.

For employers seeking to accommodate neurodivergent workers, it’s important to be aware of the correct terminology and what it entails. Spring Health defines the following terms:

• Neurodivergent refers to a person or group with atypical brain functioning
• Neurotypical refers to individuals who are non-neurodivergent
• Neurodiverse is a mix of people from the two groups. Supporting a neurodiverse workforce means accommodating neurodivergent individuals

Benefits of a neurodiverse workforce

Numerous studies show that diverse businesses are more innovative and agile due, in part, to a greater variance in thinking and approaches. This can lead to disruptive breakthroughs by offsetting a tendency for companies “to all look in the same direction,” according to Harvard Business Review.

Neurodiverse individuals are often excellent problem solvers, due to their ability to think in non-typical ways and identify solutions that other employees may not find.

Toni Horn explains how “those with Autism spectrum disorder (ASD) might excel in pattern recognition and detail-oriented tasks, while individuals with ADHD could offer high levels of creativity and dynamism.” Kassandra Clemens adds: “they may benefit the workplace through their ability to ‘dream deeply’, demonstrating visionary abilities.”

Companies that embrace neurodiversity have reported impressive statistics. They are “45% more likely to report market share growth and 70% more likely to capture new markets,” Toni explains. Furthermore, she highlights the economic impact, stating, “in the UK, increasing employment rates for people with autism could add £23 billion annually to the economy.”

An increase in reputational value is also a considerable return for employers investing in a neurodiverse workforce. Hiren Shukla, Neuro-Diverse Centre of Excellence Leader at EY summarises that “our clients want to do business with companies that do good. Candidates want to work with companies that do good.” With Gen Z and Millennial jobseekers increasingly desiring to work for organisations that are positive contributors to society, a neurodiverse hiring programme can allow employers to tap into diverse talent and receive a boost in reputation.

Further, neurodivergent employees are on average more loyal, and likely to stay at a company for longer than neurotypical workers. According to JP Morgan Chase, their Autism at Work initiative discovered that neurodiverse hires were “90% to 140% more productive than employees who had been at the company for five or 10 years”. Therefore, investing in accommodating neurodivergent workers will not only provide a positive reputational boost, but can also create loyal, well-oiled teams that approach tasks in creative and dynamic ways.

Steps to create a supportive workplace culture

The bedrock of supportive workplace culture for neurodivergent workers is, as Pamela Furr notes in a Forbes article, to create “an open and safe environment where employees feel comfortable speaking up about their accommodations”. Key to this is ensuring employees are not penalised when asking for accommodations and that these conversations are kept confidential.

Leadership plays a pivotal role in fostering this environment. “Leadership from the front is crucial,” Toni emphasises. “When company leaders openly support and advocate for neurodiversity, it sets a powerful example for the rest of the organisation.” Leaders should be trained not only to understand neurodiversity but also to recognise and nurture the unique talents of neurodiverse employees. She notes that “by doing so, they demonstrate a commitment to inclusivity and diversity that can inspire others within the organisation”.

Businesses can consider creating their own, tailored awareness programmes for employees. For example, PWC implemented a neurodiversity interactive learning programme for all 32,640 UK employees. It “explores the topic of neurodiversity and includes bite-sized resources, as well as stories and experiences from PWC employees.” By learning from the lived experience of employees, the programme is designed to help the rest of the workforce understand neurodiversity and how they can best accommodate neurodivergent co-workers.

If an employer doesn’t have the budget for an awareness programme, inviting a neurodivergent speaker to educate staff is an option. Gaining an understanding can help avoid discriminatory scenarios, as Toni recounts a neurodivergent woman whose promotion was retracted, stating, “her employer expressed concerns that she wouldn’t be able to handle the pressure, a decision based more on stereotypes than her actual abilities and performance.”

Hope Gillett, writing for PsychCentral, discusses numerous ways employers can take steps to evolve their workplace culture to be accommodating to neurodivergent employees. From offering designated quiet areas and providing headphones to “prevent distraction or overstimulation”, to including breaks in long meetings to allow employees to “re-centre”, and “eliminating mandatory attendance at work social events”. Recognising that there isn’t a one-size-fits-all approach to workplace culture, and adding small initiatives that appeal to neurodivergent employees may work wonders in fostering a healthy and inclusive working environment.

Inclusive hiring practices

While the benefits of a neurodiverse workforce are clear, organisations often struggle to recognise and tap into this talent pool. Toni states, “with an estimated 15-20% of the population being neurodiverse, this is a significant segment of potential talent that can contribute to various industries.” HR professionals should actively work to identify and attract neurodiverse talent, going beyond traditional recruitment channels. This can be done by engaging the local community, and partnering with groups such as “government agencies, non-profits, vocational rehab centres, educational institutions, or offices for disabilities”.

Harvard Business Review states, “the behaviours of many neurodiverse people run counter to common notions of what makes a good employee”, which often includes “solid communication skills, being a team player, emotional intelligence, persuasiveness, salesperson-type personalities, and the ability to network”. When hiring managers adhere to the above criteria, neurodivergent employees are often at a disadvantage when applying for roles. This issue is echoed by Claire Hastwell, who notes that “many superficial norms, such as a strong handshake or looking someone in the eye, are difficult for neurodiverse individuals to perform.”

Instead, Kassandra suggests employers provide full interview information in advance for neurodiverse candidates, allowing them to prepare adequately and showcase their skills effectively. Kassandra states, “reasonable adjustments benefit everyone! When a business treats diversity as a company asset, it naturally caters to the whole workforce.”

Including task-based assessments or job trials that mirror actual job responsibilities will also allow neurodiverse individuals to adequately showcase their skills.

One interview method that can help neurodivergent jobseekers feel at ease and demonstrate their potential is discussed by Robert D. Austin and Gary P. Pisano, entailing “comfortable gatherings, usually lasting half a day, in which neurodiverse job candidates can demonstrate their abilities in casual interactions with company managers.”

Employers should consider offering new recruits neurodiversity awareness training to allow them to get up to speed with inclusive practices. As part of this, Pamela Furr suggests including an “introduction to neurodiversity, explaining what it is and how it affects different people in different ways.” In addition, during onboarding, employers may wish to assign a mentor or buddy to help new employees navigate the workplace and understand company culture, which can be particularly beneficial for neurodivergent hires. If you’re unsure where to begin, becoming familiar with these DEI recruitment guidelines is a good starting point for employers.

Conclusion

Empowering neurodiversity at work involves leadership by example, inclusive policies, open dialogue, and ongoing adaptation of company processes. By embracing neurodiversity, companies not only benefit neurodiverse employees but can also enrich the entire organisation. Kassandra concludes, “creating a truly accessible work environment benefits employee retention, closes skills gaps, and prevents employee burnout.”

For HR professionals and organisations looking to be inclusive towards neurodiverse professionals, the key lies in a commitment to diverse hiring, educating employees on accommodations, and taking steps to nurture neurodivergent employees that allow them to perform at their best.

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