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Recruitment – cast your net wide
To achieve sustainable success, organisations should actively embrace diverse perspectives and seek out-of-sector talent
RECRUITMENT
Sewa Adebayo
Recruitment Consultant, Campbell Tickell
Sewa Adebayo
Recruitment Consultant, Campbell Tickell
Issue 75| December 2024
While technological advancements and market shifts play their part, the future of work will be shaped by an inclusive approach that values diverse perspectives, experiences, and skills, including those gained outside the sector. Senior leaders across housing, care, and charity sectors therefore face a critical challenge in reshaping recruitment strategies to attract talent from a wider pool of experience.
Organisations that thrive in the future will be those that go beyond traditional recruitment practices, embracing individuals with the potential to lead and innovate – even if their CV doesn’t include direct sector experience. This is especially true in leadership roles, such as boards and executive teams, where diverse representation fosters richer decision-making, stronger governance, and, ultimately, more sustainable success.
The value of out-of-sector talent
Research consistently shows that diverse teams outperform their more correlative counterparts. A study by McKinsey found that companies with greater diversity at the top were 35% more likely to financially outperform those with less diversity. However, the benefits extend beyond financial performance; diverse boards bring fresh ideas and challenge conventional thinking, leading to more innovative and inclusive solutions.
In a recent conversation between one of our Campbell Tickell partners and a housing board member, the importance of bringing in first-time board members and out-of-sector talent to inject diversity and vitality into leadership teams was discussed. Our partner at Campbell Tickell observed: “We went through a phase of recruitment campaigns where we invited first-time board members to join. This approach automatically brings through a whole range of diversity, particularly younger people. And the moment we get younger people, we also get more women and more ethnic diversity.”
This highlights the power of looking beyond the usual talent pipelines. By welcoming candidates with diverse experiences – including those from outside the sector – organisations are better positioned to navigate the complexities of the future.
Building jobs for the future – five key considerations for leaders
1. Redefine ‘relevant experience’
Traditionally, many organisations have focused heavily on sector-specific experience when hiring for leadership roles. However, it’s important to challenge this mindset. Leaders in the future will need a broader skill set – adaptability, digital literacy, and strategic thinking. These are transferable skills that out-of-sector candidates often bring in abundance. By widening the lens on what constitutes relevant experience, organisations can access a wealth of untapped potential.
2. Go beyond basic diversity
Inclusion is more than just ticking boxes around gender or ethnicity – it’s about actively seeking diverse thought, lived experience, and fresh perspectives. By welcoming first-time board members, particularly those from under-represented groups, organisations can ensure their leadership reflects the diversity of the communities they serve. Lived experience is particularly crucial, as it offers valuable insights that traditional expertise may overlook. In our experience, lived experience should be valued as much as other professional skill areas, such as asset management or leadership.
3. Cultivate a culture of lifelong learning
With the world of work evolving rapidly, senior leaders must foster a culture where continuous learning and adaptability are central. Offering tailored onboarding and ongoing professional development ensures that out-of-sector hires have the tools to succeed. This learning culture doesn’t just benefit new recruits – it empowers everyone in the organisation to stay ahead of emerging trends and challenges.
4. Promote curiosity and foster innovation
Innovation thrives when new ideas are encouraged, and diverse experiences intersect. By fostering a culture of curiosity and openness, organisations can harness the unique insights that out-of-sector talent brings. Our partner and the board member emphasised the importance of having “challenging conversations” about who is represented at the table and how their contributions shape the organisation’s future. Inclusive leadership isn’t afraid to challenge the status quo, which often results in richer, more creative solutions.
5. Demonstrate commitment from the top
Real change starts at the top. Boards and senior leadership teams must set the tone, demonstrating their commitment to diversity and inclusion in both word and action. Transparency is key: organisations should share their diversity data and hold themselves accountable for making progress. Leadership teams must commit to change, ensuring that diversity and inclusion are not only priorities but are also embedded into everyday practices.
“In our experience, lived experience should be valued as much as other professional skill areas, such as asset management or leadership.”
Looking forward
The future of work will be defined by organisations that actively embrace inclusion and seek out diverse perspectives, whether from within or beyond their sector. In housing, care, and charities, where the communities served are diverse, leadership must reflect that same diversity – not only to better understand those communities, but to lead in a way that drives lasting positive impact.
By welcoming out-of-sector talent, valuing lived experience, and ensuring a commitment to continuous learning, senior leaders can create boards and executive teams that are not only prepared for the challenges of the future but also ready to seize its opportunities.
The time to act is now. The future of work belongs to those who are brave enough to rethink what leadership looks like and open the door to talent from all walks of life.
Diversity-driven recruitment in action
A housing association, working with Campbell Tickell, took bold steps to break away from the usual recruitment approach. Initially hesitant to consider candidates without direct social housing experience, the board eventually broadened its criteria.
As a result, two women (one of whom was Asian) and a Black man were appointed to the board. This was a first for the organisation and a significant milestone in its journey towards a more inclusive and diverse leadership team.
The recruitment campaign demonstrated that when boards and senior leaders are open to new ideas, they can successfully attract diverse talent – unlocking new perspectives that drive innovation and ensure better governance.
