diversity, inclusion and belonging

Diversity, Inclusion and Belonging

In partnership with

2Diversity, Inclusion and Belonging

Diversity, Inclusion and BelongingThe following is a compilation of challenges, insights and ideas as discussed at a FIRM Roundtable in partnership with Oleeo.

Defining D&I

Ruth Miller recently defined Diversity, inclusion and Belonging in a workshop for The FIRM as follows:

Other thoughts around the table were as follows :

A feeling of being part of something

Everyone being equal

Embracing differences and being able to bring your whole self to work

Process of achieving equal representation & participation

To me, this topic is all about actions as much as words. So, rather than just saying the “buzz” words, actually taking action to help your business reflect diversity & inclusion

Where everyone equally feels that they can develop and succeed. Also, reflecting the diversity of the wider society

Embracing differences and recognising that they can be a benefit

In partnership with

Inclusive recruitment is the process of connecting with, interviewing, and hiring a diverse set of individuals through understanding and valuing

different backgrounds and opinions.


Oleeo definition

What initiatives are people putting in place from a D&I perspective?

• Our organisation has a diversity Policy but needs a complete overhaul so it’s not just a policy but live actions, initiatives and training within the business

• Our VP HR is involved in our diversity board

• We now have DEI metrics in senior leaders objectives

• We are really looking to begin conversations on diversity for recruitment processes from the initial conversation with the hiring manager to bring it front of their mind to combat any unconscious bias they have. We also are setting a specific target of diversity of shortlists of candidates. Also, we are being more aware that when taking referrals from individuals already in the business, this can impact diversity

• We also recruit for culture add vs. fit

In partnership with

2Inclusive Diversity in Hiring

DEFINING DIVERSITY & INCLUSION

D&I is a company’s mission, strategies, and practices to support a diverse workplace and leverage the effects of inclusion to achieve a competitive business advantage. You can think of Diversity as the “who,” and Inclusion as the “how.”

Diversity is about who you are sourcing, selecting, and hiring; who you are engaging, retaining, developing, and promoting. Diversity is any dimension that can be used to differentiate groups and people from one other, such as age, gender, ethnicity, religion, disability, sexual orientation, education, national origin, first language, and so on.

Inclusion is about how you are culturally and socially accepting and welcoming everyone, how you are creating a sense of belonging for all, and how you are ensuring everyone feels valued.

Gartner 2019

As illustrated in the charts below, achieving both Diversity and Inclusion is key to driving the best performance. So, how do you make progress with both in recruiting? The following pages share strategies you can adopt.

Low Inclusion Low Diversity

Low Inclusion High Diversity

High Inclusion High Diversity




Producing error-free outputs and deliverables

Implementing new methods and ideas

39%43%

54%49%

86%90%

Polling 1: Do you currently have a D&I Strateg...

1. Do you currently have a D&I Strategy in place?

Polling is closed 31 voted

Yes (11) 35%

No (3) 10%

Work in progress (17) 55%


• I think it’s vital to have a strategy - shared & socialised - which ALL are committed to. Then when people see changes (to processes, etc)taking places, they know why it’s happening

• Agree HR/TA have to have a seat at the table but equally your ERG needs to drive a lot of it

• “One Club” - Internal ERG, internal audit via external consultant, Diverse Recruitment Strategy, internal commitments, Early Careers Programme, identified key external partners, internal training, revised our PSL to ensure we are partnered with agencies equally committed, Software to support diversity eg inclusive adverts and flexible jobs”

• I think gathering data/insights here is vital in order to benchmark. e.g., having external data re BAME representation locally, in the specific professions, etc. you’re recruiting for in order to set goals. This allows recruitment campaigns to then combine any under-representation with talent shortfalls - means you can use appropriate language, tone of voice and imagery to resonate with target audiences. You then address both needs and start to rebalance with the right talent.

Many use anonymous CVs/blind recruiting although be aware that this can push unconscious bias down the line to interview stage. Also it was noted that we should refer to ‘anonymous’ CVs rather than ‘blind’ CVs as it could be offensive/discriminatory to some.

Many organisations are running unconscious bias training with their recruitment and hiring manager population.

A note of caution was issued regarding referral programmes as these could potentially cause an issue from a diversity pov as people are referring from their own networks so could be recruiting in their own likeness. Recommendation that less than 30% of referrals is optimal.

Other initiatives

• Building communities and representative groups within a business –not HR/CEO but fully supported by. Pods of people, finding what they are passionate about to then educate each other – one organisation has around 1/3 of employees involved so that visibility is represented through the business

In partnership with

‘anonymous’ CVs: back to the importance of data here I think. If your numbers show that v few BAME applicants get through CV screening, then

anonymous will probably help. If more fall at interview, it obv won’t help. Not guaranteed to solve but may be a positive step.


• Senior stakeholder engagement and support

• Ensuring diverse panels of speakers and presenters at companies

• Showcase Diverse Role models within the business

• Diverse candidate targets

• Set standards and commitments to work towards, socialise these internally and externally. Ensure everyone knows what is expected of them

• External supplier D&I charters

During Assessment

• Ensure a balanced and diverse interview panel

• Use scoring/matrix methods to explain reasons behind decisions

• To ease the candidate, it is advisable to encourage candidates to utilise background blurring/ changing technology which is now widely available on most platforms.

• There should be some real considerations around neuro-diversity and how people can be fairly assessed online if there are concerns specific to the use of online tools (language, eye contact etc)

Has Covid-19 impacted any of these initiatives?

• Not so much COVID but BLM has certainly help drive more conversation and action.

• my discussions, C19 may have shifted D&I down the agenda as the driver to be diverse to attract different communities of talent has reduced due to a wealth of new job seekers hitting the market.

Useful resources

Google : The “two in the pool effect”

If there are at least two female candidates in the final candidate pool, the odds of hiring a female candidate are 79 times greater. If there are least two minority candidates in the final candidate pool, the odds of hiring a minority candidate are 194 times greater.

Joanne Lockwood – Podcast https://thefirm-network.com/?post_type=dlm_download&p=16951

D&I Charter for Suppliers https://thefirm-network.com/?post_type=dlm_download&p=7062

The FIRM’s D&I Insight report https://thefirm-network.com/?post_type=dlm_download&p=9548

In partnership with

1. Has COVID-19 changed any of these approaches/ initiatives? (Multiple choice)

Yes (10/17) 59%

No (3/17) 18%

Not sure (4/17) 24%

GUIDE

INCLUSIVE DIVERSITY IN HIRINGThis guide outlines steps you can take to move the needle in D&I, informing your strategy and achieving your D&I goals.

TABLE OF CONTENTS

Inclusive Diversity in Hiring

Why Diversity & Inclusion Matter 1

Defining Diversity & Inclusion 2

Candidate Attraction

Making Job Descriptions Gender Neutral 3

Candidate Selection: 4

Being Aware of Gender Bias in Resume/CV Reviews 4

Removing Identifying Candidate Details 5

Widening your Candidate Reach 6

Inclusive Diversity as a Hiring Strategy 8


WHY DIVERSITY & INCLUSION MATTER

While it has been proven time and time again that diverse and inclusive teams are more effective than teams who have the same experiences and perspectives (they generate more revenue, make better and faster decisions, drive more innovation), many employers have still made little progress with D&I. And less than 40% of recruiters say their function has implemented a D&I strategy. (Gartner 2019).

We are in an era of social change, where important movements like Black Lives Matter and MeToo have drawn increasing attention to companies where Diversity and Inclusion (D&I) is a statement, but not a strategy, demanding systemic change.

At the same time, the Covid19 pandemic has impacted our economies, demanding a level of business agility and sustainability unimagined just a short time ago — and D&I is one of the keys to making it through:

Research has found that companies that remained diverse and inclusive during the Great Recession (in terms of diverse workers’ experience and representation in different ranks) did better financially during and after it, with as much as a 4x better stock return after the Great Recession than the S&P 500 at that time.


DEFINING DIVERSITY & INCLUSION

D&I is a company’s mission, strategies, and practices to support a diverse workplace and leverage the effects of inclusion to achieve a competitive business advantage. You can think of Diversity as the “who,” and Inclusion as the “how.”

Diversity is about who you are sourcing, selecting, and hiring; who you are engaging, retaining, developing, and promoting. Diversity is any dimension that can be used to differentiate groups and people from one other, such as age, gender, ethnicity, religion, disability, sexual orientation, education, national origin, first language, and so on.

Inclusion is about how you are culturally and socially accepting and welcoming everyone, how you are creating a sense of belonging for all, and how you are ensuring everyone feels valued.

Gartner 2019

As illustrated in the charts below, achieving both Diversity and Inclusion is key to driving the best performance. So, how do you make progress with both in recruiting? The following pages share strategies you can adopt.








Implementing new methods and ideas

39%43%

54%49%

86%90%


CANDIDATE ATTRACTION

Making Job Descriptions Gender Neutral

From the very beginning of the candidate search, you could already be limiting your applicants: if you use gendered language in your job descriptions, and/or include a long list of “nice to have” requirements, you could be dissauding one gender from applying.

Here are two steps to take to remove gender bias, creating more inclusive job postings:

1. Remove gender-biased words and superlatives.

Studies have found certain words to be gender-biased, and to be more likely to deter women from applying. For instance, a seminal study by the Journal of Personality and Social Psychology (January 2011) “found that job ads for stereotypically male jobs had more masculine wording, which led women to think more men worked there, believe they would not belong in that position, and find the job less appealing.”

When writing job descriptions, avoid the use of gender-biased words. For instance, words like “hacker,” “rockstar,” or “ninja” are masculin in tone. Similarly, consider the superlatives you use: words like “expert” and “world class” can result in less women applying.

2. Remove “nice-to-have” requirements.

Research has shown that women will typically apply for a job if they meet 100% of the requirements, whereas men will apply if they meet just 60%. By limiting the number of requirements you include in a job posting to the must-haves, you can achieve more applications from female candidates.

Oleeo Recruit includes Intelligent Writing, a capability that helps recruiters de-gender job postings by identifying gender-biased words and suggesting replacements for masculine words that are known to deter female candidates.


CANDIDATE SELECTION:

Being Aware of Gender Bias in Resume/CV Reviews

At Oleeo, we focus a lot on data, and we wanted to know: do the words candidates use in their CVs/resumes perpetuate the unconscious biases of recruiters?

To find out, we partnered with University College London and conducted the first large-scale statistical linguistic analysis of male and female CVs/resumes across multiple industries, looking at 200,000 applications and CVs/resumes from the UK and US. We looked at the lexical, syntactic, and semantic differences in the text to establish “features” that differentiate a male resume from a female resume. Then, for each industry, we determined which words on CVs/resumes were most likely to be associated with female and male candidates. Here are the top 10 lists by industry.

Financial Services

Female Male

Organize Equity

Event Portfolio

Volunteer Investment

Assistant Capital

Social Analyst

Student Finance

Marketing Market

Community Stock

Department Interests

Plan Technical

Technology

Female Male

Volunteer PHP

Event C

Assistant Software

Organize Linux

Analyze C++

Plan Computer

Student Have

Social Developer

Conduct Engineer

Excel Network

Consulting

Female Male

Volunteer Engineering

Assistant Sport

Event Investment

Social Finance

Organize Analyst

Write Club

Community Cost

Student Financial

Communication Technology

Research Technical

Retail and Buying

Female Male

Art Football

Child Play

Volunteer Sport

Shop Business

Assistant Club

Assist Technology

Social Computer

Design Mobile

Organize It

Create Leadership


Removing Identifying Candidate Details

Think of the show The Voice. The concept of the show seems fairly new — the judges are turned around with no preconceived notions or stereotypes of the performers. The contestants are judged purely on their ability to wow the audience and judges with their singing voice.

It seems like a new idea, yet this “blind audition” concept stems from decade old studies. Before the 1970s, symphony orchestras were made up of almost all white men. Directors would brush off the statistic by saying these white men were simply the most qualified. However, when (in the 1970s) The New York Philharmonic and The Boston Symphony Orchestra held auditions behind screens, so the judges couldn’t see what musicians looked like, studies by Harvard and Princeton found that 25-45% of female musicians were more likely to be hired.

Indeed, studies since have shown that human bias, whether conscious or unconscious, can limit the selection of diverse applicants. For instance, a 2003 study by MIT and The University of Chicago found that applicants with a white-sounding name versus a black-sounding name were 50% more likely to get a first-round job interview; and a follow up study in 2015 found that applicants with black-sounding names who went to elite universities were selected for a first round interview at the same rate as applicants with white-sounding names from less selective schools.

As a result of these issues, removing identifying information from resumes/CVs (such as name and education) is a tactic to consider, keeping in mind that it is only one part of the puzzle.

of female musicians were more likely to be hired.

25%-45%


Oleeo Recruit includes Intelligent Selection, a machine learning capability that leverages your historic data and advanced analytics to automatically score candidates for selection, while removing bias from the equation.

Widening your Candidate Reach

If our goal is to put the right people, at the right time, in the right jobs… how are we determining who the right people are? And how many candidates are we not even considering simply due to lack of time?

Research by Oleeo has found that the average time from apply to hire runs at 6 weeks with little variation by industry segment, and involves an average of 91 actions in the hiring funnel. This means that, for many employers, numerous applicants aren’t even considered, due to recruiter time constraints and high volumes of applicants.

At the same time, human bias is built into the selection process: recruiters and hiring managers bring both objectivity and subjectivity to the table when reviewing candidates, and — even those with the best intentions — can down-select candidates influenced by those biases.

The result of these factors — lack of time, high volumes of applicants, and human bias in selection — is a narrower, less diverse pool of candidates being considered.

This is where the use of intelligent selection — the use of artificial intelligence and data science — comes in, providing a way to widen the pool of applicants considered, while also removing bias from the selection process.

Instead of relying solely on humans for selection, intelligent selection uses data science, applying machine learning to historical data — such as the resumes/CVs of past applicants coupled with outcomes like hires, retention, performance, etc. — to score candidates. Candidates with top scores can be fast-tracked to the interview stage, while recruiters further assess the lower scoring candidates.

Done well, using well-designed algorithms that have been checked and validated, intelligent selection helps companies consider a wider, more diverse pool of candidates, and increase diversity in hiring, without introducing adverse impact — defined by the US Equal Employment Opportunity Commission as “a substantially different rate of selection in hiring which works to the disadvantage of members of a race, sex, or ethnic group.”

As a result of these issues, removing identifying information from resumes/CVs (such as name and education) as a tactic to consider, keeping in mind that it is only one part of the puzzle.

Objectively, candidates may be screened based on “hard data” related to their educational background, work experience, location, and so on.

Subjectively, candidates may be screened on keywords that the recruiter or manager feels indicate a fit for the role, and on biases related to factors such as name, nationality, gender, age, and so on.


Knowing your Baseline and How to Improve It

As the adage goes, “if you don’t measure it, you can’t improve it.” Critical to success with D&I is understanding your baseline (where you are today) and the levers you can pull to achieve your goals. For instance, answering the following important questions:

You can then use the insights gained from answering these questions to inform your D&I strategy and tactics, as well as to gain buy in for your programs and initiatives.

What is the diversity in our recruiting funnel?

How does the diversity in hiring funnels vary by recruiter, hiring manager,

role, location, and so on?

What are our diversity hiring results?

What are our diversity trends over time?

How do diverse candidates move through the funnel?

Do diverse candidates withdraw from the process at higher rates? At what stages?

Are diverse candidates rejected at higher rates? At what stages?

Oleeo Insights: Diversity is an “out of the box” solution that provides pre-built metrics, analytics, and visualizations, answering best practice questions about diversity in recruiting.


We have the opportunity to remove bias and get back to being human.

Are more profitable:McKinsey studies found that the profitability difference between the fourth and first quartile of performers due to executive-level diversity was +21% for gender diversity, and +33% for ethnic diversity.

Perform better:Research by CEB found that gender diverse and inclusive teams outperformed gender-homogenous, less inclusive teams by 50%.

Are more innovative:Research published in Harvard Business Review found that more diverse companies deliver 19% higher average innovation revenue.

INCLUSIVE DIVERSITY AS A HIRING STRATEGY

D&I is not just a set of tactics. It’s a strategy that, when successfully implemented, can create significant business impact.

Diverse and inclusive workforces:

UK HEADQUARTERS

5-7 Bridgeworks, The Crescent

London, SW19 8DR

[email protected]

+44 (0) 20 8946 9876

US HEADQUARTERS

7 Popham Road, 3rd Floor

Scarsdale, NY 10583

[email protected]

+1 (212) 686 7733

MORE POWERFUL TOGETHER

Companies that remained diverse and inclusive during the Great Recession did better financially during and after it, with as much as a 4x better stock return after the Great Recession than the S&P 500 at that time. Fortune.com, 20 December 2019

McKinsey found that the profitability dierence between the fourth and first quartile of performers due to executive-level diversity was +21% for gender diversity and+33% for ethnic diversity.

Are +21-33% more profitable:

CEB found that gender diverse and inclusive teams outperformed gender-homogenous, less inclusive teams by 50%.

Perform 50% better:

Harvard Business Review found that more diverse companies deliver 19% higher average innovation revenue.

Deliver 19% higher innovation revenue:


D&I IS A STRATEGY THAT, WHEN SUCCESSFULLY IMPLEMENTED, CAN CREATE SIGNIFICANT BUSINESS IMPACT.

The WHO: Diversity is about who you are sourcing, selecting, and hiring, and is any dimension that can be used to dierentiate groups and people from one other.

The HOW: Inclusion is about how you are culturally and socially accepting and welcoming everyone, and how you are creating a sense of belonging for all.

YOU CAN THINK OF DIVERSITY AS THE “WHO” AND INCLUSION AS THE “HOW.”

Make your job descriptions gender neutralCANDIDATE ATTRACTION

Remove gender-biased words and superlatives.Studies have found certain words to be gender-biased and more likely to deter women from applying. Avoid the use of gender-biased words, like “hacker,” “rockstar,” or “ninja,” which are masculin in tone. Similarly, consider the superlatives you use: words like “expert” and “world class” can result in less women applying.

Remove “nice-to-have” requirements.Research has shown that women will typically apply for a job if they meet 100% of the requirements, whereas men will apply if they meet just 60%. Limit the requirements to the must-haves to achieve more female applicants.

Know your baseline and how to improve itDIVERSITY INSIGHTS

Critical to success with D&I is understanding your baseline (where you are today) and the levers you can pull to achieve your goals.

You can use the insights gained from answering these questions to inform your D&I strategy and tactics, as well as to gain buy in for your programsand initiatives.


How does the diversity in hiring funnels vary by recruiter, hiring manager, role, and location?



How do Diverse candidates move through the funnel?

Do diverse candidates withdraw from the process at higher rates? At what stage?

Are diverse candidates rejected at higher rates?At what stages?

Be aware of bias in resume/CV reviewsCANDIDATE SELECTION

Oleeo research with the University College London, which examined the lexical, syntactic, and semantic dierences in the text of 200,000 resumes/CVs, uncovered the words most likely to be associated with female and male candidates. Here are the top 10 lists by industry.

Financial Services

Female

Organize

Event

Volunteer

Assistant

Social

Student

Marketing

Community

Department

Plan

Equity

Portfolio

Investment

Capital

Analyst

Finance

Market

Stock

Interest

Technical

Male

Technology

Female

Volunteer

Event

Assistant

Organize

Analyze

Plan

Student

Social

Conduct

Excel

PHP

C

Software

Linux

C++

Computer

Have

Developer

Engineer

Network

Male

Consulting

Female

Volunteer

Assistant

Event

Social

Organize

Write

Community

Student

Communication

Research

Engineering

Sport

Investment

Finance

Analyst

Club

Cost

Financial

Technology

Technical

Male

Retail & Buying

Female

Art

Child

Volunteer

Shop

Assistant

Assist

Social

Design

Organize

Create

Football

Play

Sport

Business

Club

Technology

Computer

Mobile

IT

Leadership

Male

Remove bias from candidate selection

How many candidates are you not even considering simply due to lack of time?

For many employers, numerous applicants aren’t even considered, due to recruiter time constraints and high volumes of applicants.

6 weeks

Average time from apply to hire

Average number of actions in the hiring funnel

91 actions

Are you building bias into candidate selection?

Studies have shown time and again that human bias, whether conscious or unconscious, can limit the selection of diverse applicants. Recruiters and hiring managers bring both objectivity and subjectivity to the table when reviewing candidates.

The result — of lack of time, high volumes of applicants, and human bias in selection — is a narrower, less diverse pool of candidates being considered.



Hardwire insights, not bias, into candidate selection

The use of artificial intelligence and data science can provide a way to widen the pool of applicants considered, while also removing bias from the selection process.

Intelligent selection uses data science, applying machine learning to historical data — such as the resumes/CVs of past applicants coupled with outcomes like hires, retention, performance, etc. — to score candidates.

Done well, using algorithms that have been checked and validated, intelligent selection helps companies consider a wider, more diverse pool of candidates, and increase diversity in hiring, without introducing adverse impact.

We are in an era of social change, where important movements like Black Lives Matter and MeToo have drawn increasing attention to companies where Diversity and Inclusion (D&I) is a statement, but not a strategy, and are demanding systemic change.

At the same time, the Covid19 pandemic has impacted our economies, demanding a level of business agility and sustainability unimagined just a short time ago. D&I is key to making it through:


S&P 500

Achieving both Diversity and Inclusion is key to driving the best performance.


39%

Low Inclusion Low DIversity

Low Inclusion High DIversity

54%

High Inclusion High DIversity

86%Implementing new methods and ideas

43%



49%


90%

Gartner 2019

Includes Intelligent Writing, a capability that helps recruiters de-gender job postings by identifying gender-biased words and suggesting replacements for masculine words that are known to deter female candidates.

OLEEO RECRUIT

Includes Intelligent Selection, a machine learning capability that leverages your historic data and advanced analytics to automatically score candidates for selection, while removing bias from the equation.

OLEEO RECRUIT

An “out of the box” solution that provides pre-built metrics, analytics, and visualizations, answering best practice questions about diversity in recruiting.

OLEEO INSIGHTS: DIVERSITY

Sources Available on Request

Learn more about Oleeo

info.oleeo.com/bookademo

Download the Inclusive Diversity in Hiring Guide with this link

info.oleeo.com/diversity-recruiting-guide





Perform 50% better:























Financial Services

Female

Organize

Event

Volunteer

Assistant

Social

Student

Marketing

Community

Department

Plan

Equity

Portfolio

Investment

Capital

Analyst

Finance

Market

Stock

Interest

Technical

Male

Technology

Female

Volunteer

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Assistant

Organize

Analyze

Plan

Student

Social

Conduct

Excel

PHP

C

Software

Linux

C++

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Have

Developer

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Network

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Write

Community

Student

Communication

Research

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Sport

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Analyst

Club

Cost

Financial

Technology

Technical

Male

Retail & Buying

Female

Art

Child

Volunteer

Shop

Assistant

Assist

Social

Design

Organize

Create

Football

Play

Sport

Business

Club

Technology

Computer

Mobile

IT

Leadership

Male




6 weeks



91 actions













S&P 500



39%



54%



43%



49%


90%

Gartner 2019


OLEEO RECRUIT


OLEEO RECRUIT












Perform 50% better:























Financial Services

Female

Organize

Event

Volunteer

Assistant

Social

Student

Marketing

Community

Department

Plan

Equity

Portfolio

Investment

Capital

Analyst

Finance

Market

Stock

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Male

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Plan

Student

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Excel

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C

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Have

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Research

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Club

Cost

Financial

Technology

Technical

Male

Retail & Buying

Female

Art

Child

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Social

Design

Organize

Create

Football

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Sport

Business

Club

Technology

Computer

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6 weeks



91 actions













S&P 500



39%



54%



43%



49%


90%

Gartner 2019


OLEEO RECRUIT


OLEEO RECRUIT












Perform 50% better:























Financial Services

Female

Organize

Event

Volunteer

Assistant

Social

Student

Marketing

Community

Department

Plan

Equity

Portfolio

Investment

Capital

Analyst

Finance

Market

Stock

Interest

Technical

Male

Technology

Female

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Event

Assistant

Organize

Analyze

Plan

Student

Social

Conduct

Excel

PHP

C

Software

Linux

C++

Computer

Have

Developer

Engineer

Network

Male

Consulting

Female

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Event

Social

Organize

Write

Community

Student

Communication

Research

Engineering

Sport

Investment

Finance

Analyst

Club

Cost

Financial

Technology

Technical

Male

Retail & Buying

Female

Art

Child

Volunteer

Shop

Assistant

Assist

Social

Design

Organize

Create

Football

Play

Sport

Business

Club

Technology

Computer

Mobile

IT

Leadership

Male




6 weeks



91 actions













S&P 500



39%



54%



43%



49%


90%

Gartner 2019


OLEEO RECRUIT


OLEEO RECRUIT












Perform 50% better:























Financial Services

Female

Organize

Event

Volunteer

Assistant

Social

Student

Marketing

Community

Department

Plan

Equity

Portfolio

Investment

Capital

Analyst

Finance

Market

Stock

Interest

Technical

Male

Technology

Female

Volunteer

Event

Assistant

Organize

Analyze

Plan

Student

Social

Conduct

Excel

PHP

C

Software

Linux

C++

Computer

Have

Developer

Engineer

Network

Male

Consulting

Female

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Assistant

Event

Social

Organize

Write

Community

Student

Communication

Research

Engineering

Sport

Investment

Finance

Analyst

Club

Cost

Financial

Technology

Technical

Male

Retail & Buying

Female

Art

Child

Volunteer

Shop

Assistant

Assist

Social

Design

Organize

Create

Football

Play

Sport

Business

Club

Technology

Computer

Mobile

IT

Leadership

Male




6 weeks



91 actions













S&P 500



39%



54%



43%



49%


90%

Gartner 2019


OLEEO RECRUIT


OLEEO RECRUIT












Perform 50% better:























Financial Services

Female

Organize

Event

Volunteer

Assistant

Social

Student

Marketing

Community

Department

Plan

Equity

Portfolio

Investment

Capital

Analyst

Finance

Market

Stock

Interest

Technical

Male

Technology

Female

Volunteer

Event

Assistant

Organize

Analyze

Plan

Student

Social

Conduct

Excel

PHP

C

Software

Linux

C++

Computer

Have

Developer

Engineer

Network

Male

Consulting

Female

Volunteer

Assistant

Event

Social

Organize

Write

Community

Student

Communication

Research

Engineering

Sport

Investment

Finance

Analyst

Club

Cost

Financial

Technology

Technical

Male

Retail & Buying

Female

Art

Child

Volunteer

Shop

Assistant

Assist

Social

Design

Organize

Create

Football

Play

Sport

Business

Club

Technology

Computer

Mobile

IT

Leadership

Male




6 weeks



91 actions













S&P 500



39%



54%



43%



49%


90%

Gartner 2019


OLEEO RECRUIT


OLEEO RECRUIT












Perform 50% better:























Financial Services

Female

Organize

Event

Volunteer

Assistant

Social

Student

Marketing

Community

Department

Plan

Equity

Portfolio

Investment

Capital

Analyst

Finance

Market

Stock

Interest

Technical

Male

Technology

Female

Volunteer

Event

Assistant

Organize

Analyze

Plan

Student

Social

Conduct

Excel

PHP

C

Software

Linux

C++

Computer

Have

Developer

Engineer

Network

Male

Consulting

Female

Volunteer

Assistant

Event

Social

Organize

Write

Community

Student

Communication

Research

Engineering

Sport

Investment

Finance

Analyst

Club

Cost

Financial

Technology

Technical

Male

Retail & Buying

Female

Art

Child

Volunteer

Shop

Assistant

Assist

Social

Design

Organize

Create

Football

Play

Sport

Business

Club

Technology

Computer

Mobile

IT

Leadership

Male




6 weeks



91 actions













S&P 500



39%



54%



43%



49%


90%

Gartner 2019


OLEEO RECRUIT


OLEEO RECRUIT












Perform 50% better:























Financial Services

Female

Organize

Event

Volunteer

Assistant

Social

Student

Marketing

Community

Department

Plan

Equity

Portfolio

Investment

Capital

Analyst

Finance

Market

Stock

Interest

Technical

Male

Technology

Female

Volunteer

Event

Assistant

Organize

Analyze

Plan

Student

Social

Conduct

Excel

PHP

C

Software

Linux

C++

Computer

Have

Developer

Engineer

Network

Male

Consulting

Female

Volunteer

Assistant

Event

Social

Organize

Write

Community

Student

Communication

Research

Engineering

Sport

Investment

Finance

Analyst

Club

Cost

Financial

Technology

Technical

Male

Retail & Buying

Female

Art

Child

Volunteer

Shop

Assistant

Assist

Social

Design

Organize

Create

Football

Play

Sport

Business

Club

Technology

Computer

Mobile

IT

Leadership

Male




6 weeks



91 actions













S&P 500



39%



54%



43%



49%


90%

Gartner 2019


OLEEO RECRUIT


OLEEO RECRUIT












Perform 50% better:























Financial Services

Female

Organize

Event

Volunteer

Assistant

Social

Student

Marketing

Community

Department

Plan

Equity

Portfolio

Investment

Capital

Analyst

Finance

Market

Stock

Interest

Technical

Male

Technology

Female

Volunteer

Event

Assistant

Organize

Analyze

Plan

Student

Social

Conduct

Excel

PHP

C

Software

Linux

C++

Computer

Have

Developer

Engineer

Network

Male

Consulting

Female

Volunteer

Assistant

Event

Social

Organize

Write

Community

Student

Communication

Research

Engineering

Sport

Investment

Finance

Analyst

Club

Cost

Financial

Technology

Technical

Male

Retail & Buying

Female

Art

Child

Volunteer

Shop

Assistant

Assist

Social

Design

Organize

Create

Football

Play

Sport

Business

Club

Technology

Computer

Mobile

IT

Leadership

Male




6 weeks



91 actions













S&P 500



39%



54%



43%



49%


90%

Gartner 2019


OLEEO RECRUIT


OLEEO RECRUIT








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