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Moneysupermarket Group Licence to Hire: Placing EDI at the heart of recruitment

Category: Recruitment, Equality, Diversity & Inclusion, Diversity & Inclusion, Career and Talent Development, recruitment process, diverse and inclusive workplace, Equal opportunities, diverse talent, Inclusive Recruitment, Moneysupermarket Group

D&I

Hi, I’m Emma Neary, Head of Talent Acquisition and Employer Brand for Moneysupermarket Group. We operate a number of price comparison sites for a whole range of products from credit cards to broadband to insurance and energy. Our purpose is all about helping households save money and we do this through our talented colleagues. 

 

Emma NearyEmma Neary, Head of Talent Acquisition & Employer Brand

Diversity of thought provides different perspectives and helps us thrive as individuals and as a team. It fosters creativity, driving the innovation that saves our customers money and it represents the diversity of the customers we’re here to help.

 

EDI at Moneysupermarket Group

We’re fortunate to have a dedicated Head of Inclusion & Engagement and a laser focus on EDI from the Board and Executive Team. 

We’ve invested a lot of time and effort in learning about difference and equity and worked hard to embed our culture of inclusion. Our Employee Resource Groups (ERGs) play a key part in helping us evolve our approach to EDI. Celebrating our differences, our ERGs focus on a range of topics, including mental and physical wellbeing, and balanced representation.  We run Inclusive Leadership Workshops and various insight events and have worked hard to embed EDI at every stage of the colleague journey.  

In 2020, we were recognised at number 17 on the Inclusive Top 50 UK Employer List; and we ranked No 1 on the Hampton Alexander Women on Boards & Leadership List. However, we recognise there’s still lots more we can do. In our technology teams, for example, we’re working really hard to bring in more female representation as it’s not where we would like it to be.

 

Moneysupermarket Group

 

Developing my understanding of EDI

My own understanding of EDI has evolved over the years and I’m always learning. It’s incredible when I look back and recognise just how much bias and discrimination I’ve witnessed during my career. In my early days of recruiting, I was told not to hire people over a certain age and I’ve consistently seen people being accepted or declined for an interview simply based on where they’ve worked. More recently, I’ve learnt a lot through listening to peoples’ stories. One particularly memorable time was when I listened to the story of a fantastic lady who is autistic and has ADHD. She captivated the room and really brought to life just how much she could contribute to a company if a business could be flexible in their approach to hiring her – for example by allowing her to work 3 days a week or shorter days. I was genuinely shocked and saddened to hear how she’d been treated by businesses who seemingly hadn’t taken the time to offer her the adjustments she needed to allow her to succeed in her role. 

 

Licence to Hire

With a remit to look after hiring people into the Group, there’s lots my team has been doing to make sure we reach a diverse audience and create a fair, unbiased approach to hiring. In January of this year, we launched Licence to Hire as part of our Manager Essentials Programme, an internal accreditation that all People Managers have to complete before they can hire into their teams. The aim of the course is to help managers in assessing and selecting the right hire through an objective, evidence-based approach to hiring.

The course has three core modules and an assessment. It's hosted online on our learning platform, which means that managers can complete the course in bite-sized chunks and can fit it in around their work, and easily refer back to it when needed. We expect People Managers at Moneysupermarket Group to be able to build and develop diverse, high performing teams and because of this, every single part of the course will help drive the diversity of hires. 

The first module is centred around Performance-Based Hiring - our approach to making objective evidence-based hiring decisions. The second module is around the legal considerations that people should be aware of when hiring. And the third part is providing insight on how to recognise and minimise bias. 

As with a lot of organisations, managers are very busy. Recruitment is something they need to juggle along with delivering in their day job. It’s not easy. Often, managers pull out a job description from three years ago which is very traditional with a list of key responsibilities. What we're encouraging managers to do is to think differently about how we can hire for the future: What does the role need to deliver over the next 12 months? What will success look like? We start with what they need to achieve and then from that, we work back and identify the skills and attributes that somebody needs to deliver successfully in the role. Once we understand that, we can help our managers build the questions around these skills to be able to assess effectively.

For this purpose, we’ve introduced an objective scoring system. Previously, managers didn't necessarily give scores, they'd only ask questions. The majority of them asked the same questions to each candidate for consistency so that everybody was on a fair and level playing field, but the scoring wasn't a part of it, and this leaves room for bias to raise its head.

 

Creating Change

It's been really interesting to see how Licence to Hire has landed across the business. I sent a survey out to a number of people who had completed the course to see what they thought of it and the response was really positive. I was pleasantly surprised because it was quite a lot and quite different to ask our managers to do a course around recruiting.

The area of our business that typically hires the most is our technology teams, and they have been absolutely brilliant. They’ve embraced the value of performance-based profiles. We have interview packs for each of the core roles that we hire, and all interviews are scored against a set of pre-defined criteria. It’s not been without its challenges though. It’s a real adjustment to change how we interview and we’re continuing to evolve our approach.

I've seen and heard some robust discussions around candidate suitability. Previously, we probably didn't go into enough depth or challenge each other. When meeting a candidate, we encourage interviewers not to make any judgments in the interview. We ask them to take notes of what the candidate is saying and then after the interview, they reflect on what they've heard and then they will score.

License to Hire lays the foundations for managers, but embedding it takes a lot of effort from everybody to put the time in to think differently. This is the start of a new way of hiring within Moneysupermarket Group and I’m confident it will be the springboard for a culture of performance-based, objective hiring, with opportunities for everyone. 


You can check out all our currently advertised vacancies here.

 

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VERCIDA works with over one hundred clients who are committed to creating an inclusive work environment. If you are an employer and interested in working with VERCIDA to promote your diversity and inclusion initiatives and attract the best candidates, please email [email protected] for more information.

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Moneysupermarket Group

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