How EDI Training Fuels Inclusive Recruitment

In today’s rapidly evolving business landscape, fostering equity, diversity and inclusion (EDI) within organisations is more than a legal or ethical responsibility, it is a strategic must-do that drives innovation; improves decision-making; and enhances overall business performance.  An organisation commitment to inclusivity is also what many candidates look for in an employer so commitment will also support talent attraction in a talent-scarce market.  

Despite increasing awareness and efforts, many organisations still face significant challenges in building and maintaining diverse workforces. Recent data shows small improvements in recruiting diverse candidates, but these gains are not sufficient. This white paper emphasises the crucial role of EDI training for hiring managers, recruiters, and leadership teams in order to achieve and sustain diversity goals, highlighting the need for EDI to be deeply embedded in organisational culture rather than treated as a standalone initiative. 

The Current State of EDI in Recruitment

In the CIPD’s Resource and Planning Report 2024, it was found that organisations are making modest progress in their efforts to recruit diverse candidates across all levels, including at the Board level. This year, only 17% of companies reported being inactive in their efforts to recruit diverse candidates to the board, down from 30% in 2022. Additionally, over half (51%) of organisations that attempted to fill vacancies reported recruiting a more diverse workforce compared to the previous year. However, there was a concerning increase in the proportion of organisations facing challenges in hiring diverse talent, rising from 16% in 2022 to 29% this year. This suggests that while efforts are being made, significant barriers remain in the recruitment and retention of diverse candidates. 

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An organisation commitment to inclusivity is also what many candidates look for in an employer so commitment will also support talent attraction in a talent-scarce market.

Mind the Gap: Why EDI Training is the Missing Link in Inclusive Hiring

A key factor in these challenges is the uneven implementation of EDI training. Only 50% of organisations provided inclusive leadership training or coaching for managers and leaders over the past 12 months. Furthermore, while 73% of organisations report that line managers follow objective assessment and scoring criteria when recruiting, only 28% train all interviewers on legal obligations and EDI objectives. This gap in in-depth training highlights the need for a more comprehensive approach to equipping all individuals involved in hiring with the necessary skills, knowledge and confidence to make unbiased, inclusive decisions.

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The Importance of EDI Training

EDI training is not just about meeting legal requirements or ticking a compliance box, it is about fundamentally changing the way organisations approach hiring and talent management.  For hiring managers and recruiters, EDI training provides the tools to assess candidates fairly, ensuring that selection processes are based on skills, potential rather than on a narrow set of criteria that may inadvertently exclude diverse talent. 

EDI training also addresses the critical issue of integrating EDI into the core of the organisation, beyond recruitment.  Inclusive leadership training helps managers and leaders understand their own biases, recognise the value of diverse perspectives, and learn how to create environments where all employees feel valued and included. Currently, many organisations treat EDI as an independent strategy, separate from other business objectives. But by placing EDI at the heart of everything they do, and embedding it into the fabric of the organisation, it drives meaningful and sustainable change. To achieve this, training must extend beyond the HR team and involve all levels of the organisation, from entry-level employees to the Boardroom. EDI must be seen as everyone’s responsibility and a fundamental aspect of how the business operates. 

Hiring managers should be encouraged to look beyond hard skills and consider behaviours, attributes, and culture add.

Practical Strategies for Embedding EDI in Hiring Practices

Effective EDI training goes hand-in-hand with practical changes in hiring practices. At Omni, we believe that one of the most critical areas for improvement is the selection criteria and job analysis process. Hiring managers should work closely with talent acquisition teams to clearly define the essential and desirable criteria for each role, focusing on the skills and attributes that are truly necessary. This conversation should include an evaluation of the current team’s strengths and gaps, allowing for flexibility in hiring criteria. Rather than insisting on exact skill matches, organisations should consider candidates with potential and transferable skills, which can be developed through training. 

For example, hiring managers should be encouraged to look beyond hard skills and consider behaviours, attributes, and culture add. This broader approach not only widens the talent pool but also aligns with the principle of recruiting for potential, which is particularly effective in early career and career-change recruitment.  

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The Role of Data and Metrics in EDI

Data-driven decision-making is essential in EDI initiatives. Organisations need to track workforce demographics and EDI-related metrics to understand their progress and identify areas for improvement. The adage “what gets measured gets done” is particularly relevant here, as without clear targets and accountability, EDI efforts may falter. However, setting targets should be approached carefully to avoid a checkbox mentality that focuses solely on metrics rather than meaningful change. The goal should be to build an inclusive culture where diversity is celebrated, and all employees feel valued and empowered. 

Data should also inform training efforts. For example, if an organisation identifies that certain hiring managers consistently make less diverse hires, targeted EDI training can help address specific biases or gaps in understanding. Similarly, tracking the success of hires from diverse backgrounds – such as retention rates and career progression – can provide valuable insights into the effectiveness of EDI initiatives and highlight areas where additional support or adjustments are needed. 

Building a Culture of Inclusion

Ultimately, the success of EDI initiatives hinges on creating a culture where inclusion is not just an objective but a core value. This requires moving beyond a cookie-cutter approach to recruitment and thinking creatively about how to attract and retain diverse talent. Organisations must embrace flexibility in hiring criteria,   and actively seek talent in underrepresented or hard-to-reach communities. It also means challenging existing cultural norms within the organisation that may inadvertently exclude or disadvantage certain groups. 

A culture of inclusion is built through continuous effort and commitment from everyone in the organisation. It is about more than just metrics or training sessions, it is about creating an environment where all voices are heard, respected, and valued. Leadership plays a crucial role in setting the tone and modelling inclusive behaviours, but true change requires buy-in from all employees. 

The journey towards a diverse and inclusive workforce is ongoing, and while small improvements are being made, there is still much work to be done. EDI training for hiring managers, recruiters, and leadership is a critical component of this effort, providing the skills and knowledge needed to make inclusive decisions. Training alone will not be enough, and EDI must be embedded into the culture of an organisation, influencing every aspect of how it operates. By committing to this integrated approach, organisations can make significant strides in securing a diverse workforce that drives innovation, enhances decision-making, and contributes to long-term growth. 

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Talent Strategy FAQs

Omni’s EDI Training for Leadership Teams covers the value of leading teams inclusively, how leaders impact an organisation’s EDI agenda, barriers hindering an inclusive culture, addressing unacceptable behaviours, the complexities of microaggressions, the implications of being a bystander, and understanding laws protecting employees from discrimination.

Omni’s training covers understanding potential discrimination areas during recruitment, recognising bias and its impact, avoiding discrimination, implementing positive action and diversity strategies, making reasonable adjustments, objective shortlisting and selection through evidence-based decisions, and structured interview techniques with appropriate questions.

Omni offers tailored training programs in various formats, including face-to-face, live virtual workshops, and eLearning modules, to meet your business objectives. With a satisfaction score of over 95% and clients returning year after year, Omni has a proven track record of delivering high-quality training that meets organisational needs.

At Omni, we prioritise an evidence-based approach that ensures reliable and effective assessment processes. Our team of expert Organisational Psychologists brings extensive experience in designing and delivering robust assessments that are inclusive, skills-focused, and tailored to your unique organisational needs. We also offer flexibility and support throughout the assessment process, ensuring successful implementation and tangible results.

Our assessment solutions are designed to elevate your hiring process by identifying the best candidates based on their skills, potential, and fit for the role. We help you define the critical competencies required for success, develop tailored assessments that accurately evaluate these competencies, and provide deep insights into candidates’ aptitude and personality traits. This evidence-based approach improves productivity, reduces turnover, and ensures a positive candidate experience. There are several benefits that personality profiling can bring to the recruitment process, such as supporting inclusive hiring, improved decision making, and increased efficiency.

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