|1. Board Succession Planning
Support Chairs and their nomination committees in developing medium-term succession plans that identify the balance of experience and skills that they will need to recruit for over the next two to three years to maximise board effectiveness. This time frame will allow a broader view to be established by looking at the whole board, not individual hires; this should facilitate increased flexibility in candidate specifications.2. Executive Succession Planning
Support nominations committees, CEOs and CHR Directors in developing clear, appropriate targets for enhancing diversity in senior executive roles and in developing plans to strengthen the pipeline of diverse candidates.
3. Diversity Goals
When taking a specific brief look at overall board or senior executive composition and, in the context of the business’s agreed aspirational goals on gender balance and diversity more broadly, explore with the client if recruiting women and/or ethnically diverse individuals is a priority both generally and on this occasion.
4. Defining Briefs
In defining briefs, work to ensure that significant weight is given to relevant skills, underlying competencies and personal capabilities and not just proven career experience, in order to extend the pool of candidates beyond those with existing board roles or conventional corporate careers.
When presenting longlists, try to ensure that at least 30% of the candidates are women – and, if not, we will explicitly justify to the client why there are no other qualified female options, through demonstrating the scope and rigour of the research.
We will then ensure that the shortlist is appropriately reflective of the longlist, discussing with their clients each woman on the longlist and aiming to have at least one woman whom they would ‘strongly recommend’ that the client should meet. We will also discuss and agree with the client and meet specific targets for ethnic diversity on the longlist and seek to ensure that the shortlist is appropriately reflective of the longlist.
6. Candidate Support
Provide appropriate support to candidates to prepare them for interviews and guide them through the process.
|7. Supporting Candidate Selection
As clients evaluate candidates, we will ensure that we continue to provide appropriate weight to intrinsic competencies and capabilities, supported by thorough referencing, rather than over-valuing certain kinds of experience. Then, as necessary, we will offer advice on interview process best practice to demonstrate how to reduce the impact of unconscious biases.8. Induction
Provide advice to clients on best practice in induction and ‘on boarding’ processes.
9. Embedding Best Practice
Ensure that best practices in supporting clients on enhancing board and senior executive diversity are well-documented and shared internally and that adherence to the Code is effectively monitored, including regular training on unconscious biases and how to reduce their impact.
10. Signalling Commitment
Signal our commitment to supporting diversity on boards and in senior executive ranks, and our adherence to the Code, through our website, marketing literature and client discussions. Sharing data on our track record on their website as appropriate and include case studies of their success.
We include diversity KPI’s in all our client proposals, as well as publishing our results so they can see how far we have come, and steps we are taking to ensure that our diversity statistics are always on the rise.
Alongside this we produce an annual Diversity Report, looking at the Top 150 companies within Transport & Infrastructure to analyse how the industry as a whole is doing and how we compare as an organisation.
11. Broadening the Candidate Pool
Seek to broaden our own networks of potential candidates, leveraging as appropriate external lists produced by relevant organisations. Investing time into developing relationships with the pipeline of future female and ethnically diverse candidates.