The Brokerage The Overlooked Advantage - Flipbook - Page 22
Box 2 below demonstrates how one organisation has taken a holistic approach to making
assessment centres more inclusive, considering both the content of the assessment questions as
well as manager awareness and behaviours.
Box 2: Case study B, best practice at Newton
“Our one-day assessment centre consists of a blitz interview and a group activity. We are now
giving the candidates the information about what will be expected of them on the day, and this
information explains the multiple things we look at.
“As hiring managers we look at the person as a whole. For example, we consider experiences
and interests outside of work that signal what skills and attitudes they might bring. We are also
looking not just at the response, but also the interaction to assess their skills in working with
other people, how proactive they are. We have removed any questions about previous work
experience, focusing instead on school life and things outside of school.
“Our central business administration team sets the questions that are closely linked to our
organisational values (such as integrity and passion for excellence), but are phrased in a way
that resonates with young people’s level of experience and are open, so they can draw on any
example that is relevant. These questions are shared with the candidates in advance. As
managers, we can select which questions we ask on the day.
“[One of the candidates we interviewed] was rejected by every other apprenticeship scheme. By
the time he got to us he had nothing to lose, and spoke with honesty about his experiences. With
the interview format - a presentation about himself, a few formal questions, and quick-fire
questions, such as “Who would you have for your ideal dinner party?” - he felt like we were
trying to get to know him rather than judge him by formal qualifications and personality match.
It made him feel that this is a company he’d like to work for. When you’re 18 that’s a rare
feeling, you [are lucky] to be offered a job.
“We also provide written feedback to candidates, so that we as a hiring team can collectively
reflect on the quality of our decision, and the candidate can learn about themselves - even if they
are unsuccessful this time.”
Step 3: Support young people’s transition to the workplace with the right
organisational culture
The true measure of an inclusive recruitment process is whether underrepresented young people
thrive in the workplace after being offered a role. Given the challenges of attracting young people
to roles that they don’t perceive to be ‘for them’, young people successful in securing jobs are
unlikely to immediately feel like they fit in. One of The Brokerage’s Alumni reflected on why they
ultimately decided to leave the industry they initially started in:
22
