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BUILDING A FAIRER, MORE INCLUSIVE EXECUTIVE SEARCH PRACTICE

Posted by Cheryl Cole | 10 Jan 2022 | Company Focus, Recruitment, Retention | 0
|

Inbeta is on a mission to fix a broken executive recruitment system

Inbeta's Founder James Nash.

Founder James Nash and Partner Jat Sahota discuss how their specialist company
is driving a rethink into senior-level hiring that challenges corporate bias,
underpinned by cutting-edge technology.

When a major PLC succeeded in recruiting more people from diverse backgrounds
into technology leadership roles, it was surprised when the new hires soon
headed for the exit.

The problem was, according to James Nash, the business itself. “It was still
very traditional,” he explains. “The executive leadership officers were white
male, with wood-panelled walls and white carpets, and more importantly,
antiquated thinking.”

This is one of the examples he gives to demonstrate that the recruitment system
for senior positions is broken, which is why he founded Inbeta to fix it – by
building a fairer executive search practice that challenges corporate bias.

Poor recruitment decisions expose organisations to a financial hole equating to
millions. Inbeta addresses this by ensuring that the right talent for the role
is surfaced in the first place and that they are supported and included once in
the job.

“We show companies what a person is going to need to be successful,” Nash says.
“This is where the whole head-hunting world is really exposed. Head-hunters are
measured for hiring the person. They’re not measured for the outcomes of the
individual. At Inbeta, we base the entire business model on the outcomes of the
individual and the success that individual brings to the organisation.”


CUTTING-EDGE TECHNOLOGY

Crucial to the business is the cutting-edge technology that underpins how it
identifies candidates. “We can look at any company in the Western world, in
real-time,” Nash reveals. “In seconds, I can tell you everything about that
company, the people in it, contact details, organisational structures, what’s
the outgoing web traffic of the organisation. I can even tell you what
technology the company uses by department, etc.

“This allows us to look at the market, rather than to rely on resumés or out of
date information. For example, if you’re a great marketing director who was just
recognised for an amazing campaign in the UK featured in The Drum, the industry
magazine, we would know that about you because we’re looking at people in
real-time.

“We can learn a lot about a person, regardless of their job titles; who they are
as human beings, down to the actual outcomes of what that person has done from
day one. The way we identify people is entirely different. It allows a holistic
look at the talent world.”

“We don’t have a bank of CVs, and we don’t have a bank of candidates, which is
completely different to all other recruiters,” adds Jat Sahota, one of Inbeta’s
partners. “So, we start each search fresh for the client. We’ve got no one on
the books that we need to push due to personal bias or relationships. We will
obviously find you candidates but don’t flick through a Rolodex of favourite
people, or go straight to LinkedIn.”

Nash is keen to point out that the company only looks at people through “a
professional lens” and excludes social media sites. For the undiscovered
talents, Inbeta goes to organisations’ structures and looks through the ranks.
Those on the way up the corporate ladder were likely to have a high profile,
such as winning awards or appearing in industry publications.


CULTURAL INTELLIGENCE

An example of how Inbeta works is the recent recruitment of a board director for
a leading fashion company in the UK. A search identified 427 potential
candidates, of which 60 were considered high potential.

“Because of the technology, we knew peoples’ job-seeking behaviour by their
digital footprint across talent platforms; therefore, when we targeted the
high-potential outreach, we had a 65% engagement nearly overnight,” says Nash.
“And that’s because we can measure people’s intent. Once we’ve got through the
basics of whether they were interested in the role and had the right skill set,
this is further reinforced using a structured interview process that we call an
index.

“It’s about an hour and a half assessment, and it measures critical leadership
behaviours. The horizontal lines are what we call operational transformative and
collective leadership. That is, can you do the day job, be a transformative
leader, and drive the business forward?

“It also looks at whether you can work in collective leadership; can you empower
your team and develop the people underneath you to create a culture and a
workplace environment that’s going to help the continued growth of the company
if you weren’t there?

“Then we cross-sector the horizontals across verticals. These are things like
adaptability, agility and strategic prioritisation. By the time we finish the
interview, we’ll have a really strong human level of expertise and understanding
of whether this person can do what they said they can do.”

While the interview is taking place, it is monitored by technology that surfaces
pattern recognition throughout the conversation at specific data points. It is
further supported by independent psychometric assessments based on executive
leadership and focused on cultural intelligence data, again aligned to the same
data markers. Inbeta has exclusive access to this data from an executive talent
perspective in the UK.

The cultural intelligence insights demonstrate how candidates will navigate
environments with different people, integrate within an organisation and what
they need to be successful. This report is passed to Inbeta’s leadership
coaches, who then partner with the chosen candidate during their first 100 days
in the role.

“In following the candidate through the process and helping them succeed in the
role, we can reveal the gap between the business’ culture and that of the person
coming in,” explains Sahota. “Now that isn’t corporate or leadership culture,
it’s how do they see the world? As a coach, I can say to both the leadership
team and the candidate, ‘this is what you need to meet in the middle’.”



The Inbeta leadership team.


THE RULE OF THIRDS

“We’re not going to change the world ourselves. We’re not trying to make it
perfect. We’re trying to make it better than it already is. There’s a rule of
thirds: a third of people will get it, a third will be indifferent, and a third
will resist it. We want to work with the third that gets it.”

Nash believes that many companies tackle the underrepresentation of ethnicity
and gender incorrectly. He says: “We can allow companies to move the dial away
from those basic characteristics to divergent thinking. And we can measure it
independently, which allows people to cut things very differently.

“Everyone who works frontline in Inbeta has to be a cultural intelligence
certified leadership coach. To really understand what the word inclusion means,
we should focus on the I, not the D. If you look at the wider industry, that’s
one of the major issues.”

He advises PLCs to understand their talent landscape and have the ability to
measure it, dissect it and influence it positively. Having accurate data and
intelligence would then support them in doing things differently.

“It’s now not about just hiring for the day, but hiring for the future,” Nash
argues. “Any PLC is legally required to report on all of this; even more so if
they decide to go to bat for the various ESG reporting frameworks. If you are a
smaller business and have a public brand, I think it’s important that you
consider every aspect of your talent strategy. You’re going to need to do things
quickly, and you’re going to have to make some allowances and be motivated to do
it.”

Sahota agrees and points out that the COVID pandemic has accelerated the shift
in power between recruiter and talent. “People are much more demanding of
organisations, what they stand for and what they’ll do for them more than just
the job,” he states.

“Organisations need to be much more appealing in a different way around how they
attract talent. So, things like attitudes to flexible working, how they treat
women coming back into the workplace, how they treat women going through
menopause.”


RADICAL OBJECTIVITY

Hand-in-hand with attracting more diverse talent is financial savings. A failed
leadership hire starts at £500,000. It represents the cost of acquiring them and
paying them for three months, and if they then leave, their exit. If you
consider the impact they might have made in that time, the cost could easily be
millions.

Companies should use more technology when recruiting, but it shouldn’t be solely
relied upon as people should make the decisions. Nash says: “Technology can
bring radical objectivity to the situation. It can highlight and see what humans
don’t see.

“If an executive fails in a role, and an executive very rarely fails, it’s going
to be the topic of culture. And unfortunately, it won’t be either a cultural fit
or cultural addition. It’s going to be the simple facts of how that executive
manages those five or six key stakeholder relationships within the first 100
days. So, it’s really important that companies put time and effort into
understanding people and seeing each other through very different lenses.”



Related Content:

AIbiascultural intelligencediverse talentInbetainclusive cultureJames NashJat
SahotaLeadershipRecruitment

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